Our client faced several challenges relating to architecture governance, including:
a lack of formality and no consequences for non-adherence to governance processes;
architecture governance working in isolation with no clear relationship with project and other governance bodies;
lack of clarity on board purposes, processes and engagement routes;
insufficient focus on business strategy and supporting strategic architecture; and
isolated from the needs of the business with inadequate business representation at board meetings.
- Governance is professional, constructive and provides strong architectural leadership.
- Improved connectivity with other governance boards and related functions.
- Architecture gates mapped/aligned to Demand and Change delivery processes.
- Appropriate business, IT and Security representation and engagement at board meetings.
- Board members empowered to make/agree decisions and ensure they are tracked.
- Architecture working groups enhance development and approval of architecture artefacts.
- Timely, well-communicated escalations and decisions
- High quality governance manages architecture assurance risks proactively and effectively and provides robust audit trails.
- Dedicated Secretariat function ensures smooth coordination and operation.
Strategically aligned, rapid decision making
Significant improvements to the end-to-end operation of Architecture governance.
Improved perception and an increase in the value delivered by the function.
Greater emphasis on strategic alignment in addition to change delivery.
Faster, clearer decision making and recording.
Enhanced risk management and auditability.
Increased visibility of technical debt.