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A shared read of the business and technology challenges in the entity, with EA practice tied to the business strategy and the digital transformation strategy.
Read the self-assessment and the initial maturity report to single out the weaknesses worth addressing in the next cycle.
Read the relevant documents, meet stakeholders, and weigh strengths, weaknesses, opportunities, and challenges.
An optional study of local and international entities with higher maturity, drawing on their directions and indicators.
Read the business strategy and the related strategies, then set the EA scope: coverage, domains, level of detail, and time horizon.
Tie the strategy components to DGA reference frameworks, regulations, and digital government requirements.
Run stakeholder workshops, define the KPIs, then frame the vision, mission, pillars, and objectives.
| Element | What it carries |
|---|---|
| Vision | A short picture of what EA practice in the entity is aiming at over the longer term. |
| Mission | The role the practice plays in service of the business strategy and the digital, cybersecurity, and data governance strategies. |
| Pillars | The themes the work rests on, for example: strategic alignment, capability development, governance, and technical enablement. |
| Objectives | The outcomes expected over the strategy horizon, each tied to a measurable KPI. |
| Inputs | Outputs |
|---|---|
| Entity business strategy and operating plans | Strategic directions document for EA practice |
| Related strategies: digital transformation, cybersecurity, data governance | Strategy house: vision, mission, pillars, objectives |
| Self-assessment results and the initial maturity report | EA scope at the strategic level |
| DGA reference frameworks and regulations | KPIs tied to the objectives |
