Our client faced a number of challenges relating to architecture delivery, including a lack of consistency in architecture approaches or to building architectures, no explicit alignment of architecture to business strategy, alignment and definition of how architecture should be used in programmes and projects were not clear, no view of dependencies between applications and data repositories. An independent review was required in order to identify opportunities for improvement.
The review recommended a number of timebound, prioritised next steps:
- Improvements to the governance framework and its operation/efficiency
- Definition of core architecture artifacts and improvements in programme/project engagement processes
- Enhancements to delivery effectiveness including the development of Enterprise Architecture Principles and a communication plan
- Revision of organisational structure, roles and responsibilities and skills analysis
- Improvements to stakeholder engagement
Reaching target maturity level
Identification of clear, actionable steps enabling the architecture function to reach its target maturity level
Resetting the team's responsibilities, objectives and ways of working in order to demonstrate value of architecture
Identification of architectural and technical debt exposure
Move from informing to influencing business decisions and programme investment priorities
Peru quickly developed the requisite knowledge about our organisation, architecture capabilities and culture enabling them to provide us with a clarity of thinking that we’d struggled to arrive at. Their dedication and quality immediately stood out to us and combined with their tireless focus on the right outcomes provided value very quickly. Peru deliver excellent, high quality work and have integrated exceptionally well with our internal team so much so that I really consider them an extension of my architecture team. Highly recommend them.
Tony Stuckey, Head of Architecture, DLA Piper