Chief Enterprise Architect Program

Why the certification is relevant

Gartner once identified that the single biggest Enterprise Architecture problem is having a Chief Architect who is an ineffective leader. Success in Enterprise Architecture is about people, political acumen, cross-disciplinary skills, perspective, pragmatism, and performance. Building an effective Enterprise Architecture team remains a challenge for most organizations because of a shortage of collaborative people with the talents and personal skills required for Enterprise Architecture.

The Chief Enterprise Architect Program has been uniquely designed to meet today’s cross-disciplinary requirements to lead teams and projects in adopting a common and structured way of thinking, working, and modelling across transformation and innovation initiatives. This program focuses on disciplines such as enterprise architecture, value and performance, enterprise capabilities, the process and service landscape, information (application and data), technology (platform and infrastructure), and transformation.

At the end of this program, you will be able to:

  • Lead the creation or evolution of the Enterprise Architecture function and program, including the coordination of an appropriately balanced pursuit of enterprise, business, information, technology, and solution architecture viewpoints.
  • Understand, advocate, and support the enterprise’s business and IT strategies — and participate in the strategy creation for a growing minority of cases.
  • Lead the identification and analysis of enterprise business drivers to derive enterprise business, information, technical, and solution architecture requirements.
  • Analyze the current business and IT environment to detect critical deficiencies and recommend solutions for improvement.
  • Analyze industry, technology, and market trends to determine their potential impacts on the enterprise’s strategy and architecture requirements.
  • Promote the Enterprise Architecture process, outcomes, and results to the organization, including to the enterprise’s IT and business leaders.
  • Work effectively and efficiently within advanced decomposition and composition modelling principles.
  • Lead and facilitate the creation of governing principles to guide solution decision-making for the enterprise.
  • Lead the development of an implementation plan for the Enterprise Architecture, based on business requirements and IT strategies.
  • Ensure that the optimal governance structure and compliance activities (such as handling waivers) are associated with Enterprise Architecture compliance.
  • Oversee Enterprise Architecture implementation and ongoing refinement activities.
  • Serve as the point of contact for all things relating to Enterprise Architecture.
  • Collaborate with program/project teams to reconcile solutions to architecture.
  • Identify organizational requirements for the resources, structures, and cultural changes necessary to support the Enterprise Architecture.
  • Oversee the effective communication of all Enterprise Architecture artifacts.
  • Assess and communicate the successes and business value of Enterprise Architecture to key stakeholders.

The Chief Enterprise Architect Program including Individual Performance Coaching is offered as a 35-day training program that runs across 7 individual sessions of 5 days each and is designed and certified by the Global University Alliance.

Focus of the Chief Enterprise Architect

The Chief Enterprise Architect Program is based on 7 intensive 5-day classroom training modules and is supported by Individual Performance Coaching on a project selected by the practitioner. The hands-on experience ensures that enterprise architecture, value, process, service, information, technology, transformation, and innovation management and modelling skills are applied within the following disciplines:

  • Innovation: Business model innovation, competitive positioning, strategy development and modelling, service model innovation, revenue model innovation, value model innovation, channel development, social media development, and innovation.
  • Transformation: Business model engineering and transformation, business competency/function duplication, business pain points, service ownership, continuous service improvement approach and operating model weakness clusters, performance bottlenecks, value model clusters as well as operating model re-engineering and renewal and cost model.
  • Strategy Modelling: Strategy matrix with strategic business objectives (SBOs), critical success factors (CSFs), and business competency groups and balanced scorecard map with strategic business objectives (SBOs), critical success factors (CSFs), and value and performance models.
  • Business Layer Modelling: Business model, service model, process modelling, business workflow, business and system measurements, scorecards, dashboards, and cockpits.
  • Information Layer Modelling: Application component (e.g. logical/physical), application feature, functionality, task and service, and data component, entity, service, and system flow.
  • Technology Layer Modelling: Platform component (e.g. logical/physical), devices and services as well as infrastructure component (e.g. logical/physical) and infrastructure service.
  • Business Service Management: Service ownership, service roles, continuous service improvement approach and service level agreements (SLAs), service media, and service channel.
  • Value: Value expectations and requirements (e.g. service, process, data etc.), value drivers (external and internal), value bottlenecks/value clusters, value measurements, value maps, matrices and models, revenue model, value-based costing, value-based modelling as well as value management.
  • Performance: Performance expectations and requirements (e.g. service, process, data, etc.), performance drivers (external and internal), performance bottlenecks, performance measurements, business performance indicators (BPIs), and key performance drivers in performance maps, matrices and models as well as performance management.
  • Measurements: Business measurements in terms of value and performance measurements as well as system measurements in terms of system key performance indicators (KPIs) and process performance indicators (PPIs), cockpits, scorecards, and dashboards.
  • Service Modelling: Service flow with service provider and service consumer, service pain points, service weakness clusters/bottlenecks, service value clusters, service rules, service compliance, business service measurements, and service modelling.
  • Service Measures: Service level agreements (SLAs), business service measurements and system service measurements.
  • Automated Services: Application services, data services, platform services, infrastructure services, service construct/delivery, service roles, service flow (service provider and service consumer), and automated service measurements.
  • Business Process Principles: BPR, Six Sigma, TQM, and LEAN process tracking, process pain points, and process bottlenecks.
  • BPMN 2.0: Process modelling notations, tasks, objects, activities, events, gateways and eXtended BPMN.
  • Process Monitoring: Identify, categorize and develop organizational process control and monitoring and link them to the organizational reporting (e.g. scorecards, dashboards, and cockpits).
  • Value-based Process Modelling: Process mapping based on strategy and value principles and process value clusters.
  • Continuous Improvement Approach: Process ownership, process office, measurements, monitoring, continuous improvement approach, and process change methods.

The Chief Enterprise Architect Program can be integrated into any relevant organisation. It does so by adding theory, practice, and modelling capabilities to the practitioner’s skill set.

The individual registration fee of €65,600 Euro (excl. VAT) covers tuition, handouts, case materials and conference facilities. Travel and accommodations is not included.

Important to note is that the Chief Enterprise Architect Program requires input from interested parties as the program is tailored to each individual, team or organization and is customized with planned dates and location.

The program includes:

  • 7 x 5 (35) days of classroom training
  • Individual Performance Coaching
  • 8 certificates; Chief Enterprise Architect, Enterprise Architect, Value eXpert, Process eXpert, Service eXpert, Information eXpert, Technology eXpert, and Transformation eXpert.

To request a customized or closed program, or if you have questions about registration or multi-attendee discounts, please contact us.

Individual Performance Coaching

It is only through coaching and building on the participant’s existing knowledge that capabilities are gained and applied.

Individual Performance Coaching is an integrated element of the Chief Enterprise Architect education and training program to ensure that the frameworks, methods, approaches, and modelling principles are customized, adopted and applied in a real-world project setting with a personalized action plan.

The participant will discover how to drive forth fundamental changes within their organization and to achieve the objectives set in both innovation and transformation projects.

Upon successful completion of this program, you will become a certified Chief Enterprise Architect.

Who Should Attend

The program is designed for professionals with 3+ years of business and/or IT experience:

  • Specialists: Technology Specialist, Business Specialist, Software Engineer, Method Specialist, IT Programmer, IT Scientist, IT Analyst, IT Designer, IT Support Specialist and IT Consultant, Software Engineer and Information/Data Architect, Infrastructure Engineer, Software Programmer & Engineer, Network System Analyst & Network Support Specialist.
  • Consultants: Enterprise Architecture Consultant, Change Consultant, Business Consultant, Process Consultant, Service Consultant and Value Consultant.
  • Architects: Enterprise Architect, Business Architect, Transformation Architect, Service Architect, Head of Architecture, Technology Architect, Solution Architect, Application Architect, Process Architect, Service Architect and Information/Data Architect.
  • Managers: Business Manager, Transformation Manager IT Manager.
  • Directors: Head of Architects, BPM Owner, Transformation Owner, Business Owner, Information Owner, Process Owner, LoB Director and LoB Owner.

Enterprise Standards Used

The following standards are the typical sets of standards that a Chief Enterprise Architect uses:

OMG (Software Standards):

  • BPMN – Business Process Modelling Notations
  • CMMN – Case Management Modelling Notation
  • UML – Unified Modelling Language

LEADing Practice (Enterprise Standards):

  • Emerging & Disruptive EA Trends & Forces
  • Enterprise Ontology
  • Enterprise Taxonomy
  • Enterprise Classification & Categorisation
  • Enterprise Artefacts
  • Enterprise Architecture Modelling
  • Enterprise Lifecycle
  • Enterprise Meta Model


  • Open Group Technology Architecture
  • IEEE Technology Engineering standards
  • ISO 42010 Systems & Software Engineering
  • ITIL 3 (IT delivery concept)
  • COBIT (Governance)

Learning Model

Theories Practitioners will learn

  • Identify business, IT, solution, technology, change, service, process, value and performance requirements

  • Business and IT (application, data, platform and infrastructure) design

  • Develop business, IT, service, value and performance standards

  • Focus on service and value issues and weakness clusters

  • Focus on information development and configuration (solutions/projects)

  • Focus on pain points, bottlenecks and benchmarking

  • Focus on IT solution development, build, configuration and testing

  • Develop process standardization

  • Ensure value measurements (across all business areas)

  • Ensure information in terms of application and data integration

  • Ensure correct testing

  • Establish IT standards

  • Ensure process, IT and service integration (across business areas)

  • Enable service renewal

  • Ensure organizational change management

  • Apply continuous business value and process improvements

  • Operate, maintain and optimize IT solutions

  • Business innovation and transformation enablement

What Practitioners will work with in Practice

  • Work with business owners, service owners, process owners and value stakeholders

  • Identify strategic business objectives (SBOs) and critical success factors (CSFs)

  • Identify and categorize process areas and groups

  • Identify stakeholder performance and value expectations

  • Identify service flows (providers and consumers)

  • Identify level of change management need

  • Develop value guidelines and measurements

  • Ensure value reporting and decision flow

  • Analyze, design and implement business processes

  • Benchmark process and service maturity levels

  • Service construct and delivery

  • Service level agreements (SLAs) and service measurements

  • Setup process measures and monitoring

  • Create or optimize service channels

  • Develop service tiers

  • Improve revenue, service and value model

  • Optimize cost, operating and performance model

  • Innovation and transformation maturity

  • Define value expectations and drivers

  • Define business, process and IT standardization and integration

  • Define service media

  • Define application, data, platform and infrastructure components, rules, compliance and security

  • Define application components and modules

  • Define information and data objects and system flow

  • Select and develop application functions, tasks and services

  • Design system measurements and reports

  • Select platform and infrastructure devices

  • Develop system cockpits, dashboards and scorecards

  • Develop data services, flows, channels and media

  • Develop platform and infrastructure services, channels and media

  • Build application roles, rules and compliance

  • Define information rules (application and data)

  • Ensure information compliance to government, business rules, process and service rules

  • Develop application/data flow

  • Set up process and information measures and monitoring

  • Deploy platform and infrastructure components and devices

  • Apply application roles, rules and compliance

  • Benchmark business and IT maturity

  • Enable value identification, creation and realization

Modelling capabilities Practitioners will gain

  • Forces & Drivers (Map/Matrix/Model)

  • Change & Transformation Drivers (Map/Matrix/Model)

  • Stakeholder (Map/Matrix/Model)

  • Strategy (Map/Matrix/Model)

  • Business Competency/Capability (Map/Matrix/Model)

  • Revenue, Cost, Value, Performance, Operating and Service (Map/Matrix/Model)

  • Business Workflow, Rules, Requirement, Value Measurements & Reporting (Map/Matrix/Model)

  • Service, Requirement, Workflow, Object, Performance, Measurement & Reporting, Owner, Roles, Media, Channel, Maturity and Transformation (Map/Matrix/Model)

  • Process (BPMN), Workflow, Rules, Object, Performance, Measurement & Reporting, Owner, Roles, Rules, Media, Channel, Maturity, Transformation and Requirement (Map/Matrix/Model)

  • Information (application and data) Requirement, Roles, Rules, Compliance, Measurement & Reporting, Service, Operating, Maturity, Screen Flow and Interface (Map/Matrix/Model)

  • Information Rules, Compliance, Measurement & Reporting, Services, Operating, Maturity, Interface, Screen Flow (Map/Matrix/Model)

  • Technology (platform and infrastructure) Requirement, Roles, Rules, Service, Operating, Maturity, Virtualization, High Availability and Distribution (Map/Matrix/Model)

  • Technology Service, Rules, Maturity, Distribution, Virtualization, High Availability, Requirements (Map/Matrix/Model)

  • Business innovation and transformation enablement (Map/Matrix/Model)

  • Information innovation and transformation enablement (Map/Matrix/Model)

  • Technology innovation and transformation enablement (Map/Matrix/Model)

  • Solution requirements (Map/Matrix/Model)

  • Business Case