This article discusses two important improvements that are needed in Enterprise Architecture (EA) programs: (1) formalization in EA approaches and (2) auditing of EA programs. Formalization occurs through the implementation of six elements that are foundational to any EA approach: governance, methodology, framework, artifacts, repository, and best practices. Auditing is accomplished through an approach-neutral process that evaluates completeness, consistency and utilization to promote transparency, accountability, maturity, and value. The article provides context through a discussion of the background of EA, the growing popularity of EA programs in the public and private sectors, and the mixed record of value the EA programs have produced for different stakeholder groups, some of whom tend to view a formalized architecture as expensive to develop, light on returns, and a threat to project or system-specific interests. Auditing is discussed as a best practice that should be considered as an essential aspect of any EA program, just as auditing is integral to most quality assurance approaches and is the impetus for several influential federal laws that seek to improve accountability, accuracy, and service delivery. The article concludes with an introduction of the EA Audit Model (EA2M) as a method to support the formalization and maturation of EA programs.
Journal of Enterprise Architecture