Here is a sampling of the kind of consulting and work products that are typical of an Enterprise Architecture (EA) organization.

• Domain views by business function
• Domain views by cost, lifecycle status, tech debt, risk
• Connection of IT domains to IT and Business Strategy

These can be hand-created documents done after a number of discovery interviews and documentation extraction, but they are best done, in a sustainable manner with a good EA modeling tool. Modeling can be quicksand and bury an EA startup effort if allowed to get out of control. There is a huge temptation to feel the need to go too deep and Model the World before producing anything of value for the stakeholders. But some careful advice about the approach and the tool can save a bunch of time and money and get useful results quickly. Choosing the right tool and deciding how to employ the tool is critical. Hayes Partners can help get this launched and guided with specific consulting and assistance, working with your vendors of choice to get results on the table early.

Hayes Insight Partners can assist with starting an EA discovery and mapping effort that will get quick results and develop trust and confidence in the EA team while giving a huge boost to the visibility among the leadership team to key facts

• Health Assessment/SWOT analysis of major systems by functional areas, lines of business or any other dimension
• Metrics assessment – identifying or improving metrics to measure the quality and performance of the technology suite
• Data Management maturity assessment – relative to ongoing concerns about data quality
• Program Development in Enterprise Architecture, Data Management, Data Architecture, Governance and Risk Management that will produce, with assistance or training/coaching.

All of these channels for assistance are meant to give greater visibility, coherence, comprehension of the company’s technology portfolio, how it works together to support IT strategy and by extension, business strategy. Paired with general advisory consulting on why these things should be done – and a determination of whether they would be done by the consulting team or lead by the consultant while training, coaching, guiding the company staff to build these and work them into a strengthened EA practice (train the trainer or teach to fish). We can launch this stuff as needed, produce it with some staff help or independently if necessary. Coach and teach. Go away leaving everyone happy, and come back to check in later if needed.

The service offerings all promote the client’s ability to bring all of this into focus for the executive management team and for the IT managers. And done in a way that brings clarity and common understanding and confidence in decision-making.

This is a small consultance and we require participation of the enterprise’s staff. The big consulting shops will bring in lots of people, bill lots of hours. We maintain a small footprint, one or two people. This saves the client money and gets better leverage on process uptake and conditioning of the client’s own people

Lessons learned by experienced practitioners.

Principle Member

The principle member is Christopher Justice (Chris) Hayes.

Here is a bit of his background testimony:

I offer short term consulting to corporate management on Enterprise Architecture, Governance, data management best practices and situationally appropriate implementations.

I have recently engaged with the relatively newly promoted field of “Business Architecture”, which crosses over from TOGAF-defined EA into pure business analysis. with capability modeling, value streams or other forms of structured analysis common to management consulting.

I can provide high-quality guidance on any aspect of enterprise architecture management including complex project planning, data management, Analytics EA program direction, coaching and mentorship of Enterprise and Solution Architecture staff.

I have worked with health Insurance, transportation, banking, and recently manufacturing, and in those industries, application integration, operatoinal and back end business intelligence and analytics data provisioning through data warehouses, Big and Regular, data marts, appliances, etc.. I also have supported the architecture around Augmented Reality for the manufacturing floor. This developed the span of skills for communication, thought leadership, complex systems and complex organizations.

With large corporations, there is continual evolution towards more modern products and integration methods. Currently around engineering, manufacturing and sustainment. You practioner readers know what all of this is, know what it is for. Front-line stuff.

I can help ensure the quality of management of strategic vision regarding information, data and the landscape of capabilities through a disciplined approach to the practice of Enterprise Architecture.

I have practiced each form of IT Architecture for over 25 years, and at this point in my career, I can lead and provide thought leadership over Enterprise Architecture and strategy as well as solution architecture, data architecture, business architecture, etc.. I will support structured approach to business strategy coordination with IT strategy. I can speak with authority on all industry best practices for both EA and SA. I won’t stuff this profile with searchable keywords for products, processes and platforms. If you talk with me, you’ll know. Good architecture is tech agnostic

My advice is reality-based, and not theoretical, having experienced many real deployment challenges with keen understanding of staffing, resources, skills processes, needed to sustain the needed IT management, deployment, business support functions.

As a Solution Architect, I have and have produced high quality leadership and execution under any methodology, work with the Business to define/refine requirements, work with development teams to refine design and oversee the entire agile-enabled solution process, and coach, teach, lead, manage an architecture team, as needed.

I have been through the conventional Solution and Enterprise experience and understand very well all of the processes, governance mechanisms, tools, practices to drive success.

Associates

Partners are generally engaged on a project basis. The are other deeply experienced consultants joining through networks to team on projects

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