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Under the national methodology, the EA team plans stakeholder engagement around decision-making authority and impact level, then sets communication channels and formality, frequency and timing, and the level of information to share with each stakeholder according to their role.
| Stakeholders | Communication Means |
|---|---|
| Senior management of the entity | Meetings to approve the development cycle scope and charter, plus periodic, high-formality reports to approve future strategic directions and the roadmap. |
| Business and technology stakeholders inside the entity | Detailed meetings and workshops with the Chief Enterprise Architect and domain architects to collect data and confirm requirements. |
| Relevant organisational units inside the entity | Sharing data-collection templates for them to fill in and return, or running workshops and meetings to work out the data needed. |
| External stakeholders | Communication shaped around the relationship and the goal of the engagement, with the level of information to share decided up front. |
Study and identify the stakeholders covered by the scope of the EA components development cycle, both inside and outside the entity.
Work out each stakeholder’s authority to make decisions on changes to EA components — clarifying this removes ambiguity and keeps approvals from getting stuck.
Understand the nature of the stakeholder’s impact on the change and secure their cooperation and readiness for it.
Decide when and how often each stakeholder is engaged, balancing the flow of their input with the cycle’s schedule.
Pick suitable channels (direct meetings, workshops, surveys, and so on) and set the level of formality based on the type of information and the role.
Decide what level of information and detail to share with each stakeholder, in line with their authority and degree of involvement.
