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MIT expert recaps 30-plus years of enterprise architecture

Tracy Mayor

Aug 10, 2020

Over the course of three decades, Jeanne Ross built a reputation as a leading organizational theorist who connects viscerally with senior technology executives and the challenges they face.

At the MIT Center for Information Systems Research, Ross developed a career-defining passion for enterprise architecture , a strategy she defines as “designing your people, processes, and technology so that you can meet customers’ expectations and offer new digital offerings that solve their problems.”

Known also for her research on IT governance and digital design, Ross focused most recently on how companies formulate and execute business strategies around digital technologies — social, mobile, analytics, cloud, the Internet of Things, and artificial intelligence.

In a video conversation with CISR chairman Peter Weill, her longtime collaborator and co-author, Ross reflected on her career as she retires from MIT and shared some of her hard-won wisdom. A sampling:

Visibility into IT doesn’t come easily

Ross fell into information systems by chance. She was teaching undergraduate accounting at St. Norbert College in Wisconsin when the dean called her into his office asked her to teach management information systems. “I said, ‘I don't know anything about management information systems,’ and he said, ‘Oh, don't worry. It's just like accounting,’” Ross recalled. “I have to tell you, MIS is nothing like accounting.”

Ross got her PhD in MIS “only to be less incompetent,” but said even then she still didn’t feel like she understood IT. “I really only understood one thing, and that was that many people felt they were spending way too much money on IT in their company and getting very little value for it. That was a problem that I wanted to help solve.”

Enterprise architecture is the key to IT success . . .

At CISR, Ross began studying companies “that seemed to be making progress on this problem that so fascinated me” – eventually completing more than 50 case studies during her tenure. “I loved every one of them, the stories of ups and downs and the trauma and excitement as they overcame the obstacles to getting value from IT,” Ross recalled.

By the mid-90s, Ross started to see a pattern among companies that were having success in their efforts at enterprise architecture — that is, the organizing logic for business processes and IT infrastructure. “A few companies were actually designing the interrelationships between people, processes, and technology to derive more value from IT. In other words, they were doing enterprise architecture,” Ross said.

“What I learned with my colleagues is that the trick to getting value from enterprise architecture is to commit to the long haul,” Ross said. “This is not an initiative or a project. This is an approach to managing your company.”

. . . but many companies falter along the way

Ross and CISR researchers established that companies go through five stages of enterprise architecture maturity — moving from business silos to standardized technology to optimized core to business modularity and then a digital ecosystem .

Stage three — using technology to guide people through optimal enterprise processes like supply chain, accounts payable, billing, and sales — is where companies really begin to derive value from IT, Ross said. “We watched Lego , PepsiAmericas , USAA , and CEMEX put in enterprise systems that really worked and created huge value for their companies,” Ross said, citing several of CISR’s corporate research partners.

Unfortunately, stage three was where a lot of firms got stuck, sometimes seriously so. “We observed massive failures in business transformations that frankly were lasting six, eight, 10 years. It’s so hard because it's an exercise in reductionism, in tight focus,” Ross said.

Instead of trying to fix and optimize all its processes, a company should identify its most important data — as examples, Ross cited package data at UPS, customer data at USAA, and supply chain data at Lego.

“We find this most important data, and we find a few processes that capture it accurately and use it well, and in doing that, we build the essence of the digitized platform that we need to exist as a company,” she said.

In coaching firms, storytelling is a skill and a gift

Ross worked with Weill more than 20 years, writing three books together and conducting dozens of research projects and hundreds of executive briefings around the world. He cited her “unique capability to get to the crux of an issue” and during their conversation told her, “One of the things I've admired about you over all the years is your storytelling ability. You take an incredibly complicated world and draw a story through it and then tell it.”

Ross said her narrative bent comes from being fascinated by people's stories and wanting to bring them to life. “I learned that by listening really, really carefully that I could feel the pain and the excitement that people were experiencing,” she said. “I do think if we want to understand the world, we do it best through stories.”

The work continues. Here’s what’s next

As one of the most familiar and public faces of CISR, Ross will be missed by the community, but the bench is deep.

“I believe CISR is not going to miss a beat as I leave,” Ross said, citing various colleagues and their areas of ongoing research: Nick van der Meulen on digital operating models and enterprise architecture; Barbara Wixom on data monetization; Nils Fonstad on digital innovation; Ina Sebastian on digital partnering; Kristine Dery on employee experience; and Weill and Stephanie Woerner on what senior level managers and boards need to know about digital strategy.

In retirement, Ross said, she wants to spend “lots and lots of time” with her husband, children, and grandchildren, including newborn twins with whom she has been quarantining.

“In addition, I would like to find ways to make the world better,” Ross said. “My plan is to start by seeing what I can do to promote voting rights in this country, and then we'll see where that takes me.”

Further reading

Jeanne Ross: Career highlights

5 building blocks of digital transformation

“Designed for Digital: How to Architect Your Business for Sustained Success”

Related Articles

Ten Leading Colleges and Universities Preparing Tomorrow’s Enterprise Architects

May 15, 2017 Christopher Calnan Strategy & Planning 1

Enterprise architecture is slowly establishing itself in colleges and universities as information technology matures and becomes a more integral part of business, industry experts say.

The number of US colleges offering enterprise architecture programs continues to grow with schools such as Penn State University and Carnegie Mellon University. The popularity of EA programs is being driven by a need for greater alignment between the goals of the technology side and those of the larger business or organization, said Rosalie Ocker, director of Penn State’s Center for Enterprise Architecture.

Course enrollees are typically technologists “looking to understand the business better and to work with the business side of their organization,” she said. “Tech people and business people have to work together, and EA should span their areas. That’s what we try to do.”

Technology has sped up the formation of businesses and generating business itself. But that acceleration can come with a cost and make it more difficult get the various parts of a company or organization to work together with a single purpose. That’s the impetus for enterprise architecture.

Enterprise architecture is a modeling approach and business development strategy introduced 30 years ago by John A. Zachman to represent a company’s management structure.

“Architecture is not one thing,” he wrote. “It is a set of things, in fact, a set of 30 descriptive representations relevant for describing a complex object such that it can be created (that is, engineered, optimized so it meets its design objectives) and relevant for changing (that is, improving the object over time).”

Although the approach is slowly catching on, most of the nation’s EA programs are offered as part of a larger MBA program, Ocker said.

Penn State’s EA program, which launched in 2012, provides participants with a master’s of professional studies. It now claims about 378 participants, and 74 have completed the online program, Ocker said.

The Center for Enterprise Architecture hasn’t been dominated by any specific industry. Instead, program participants cover a wide variety of businesses and government agencies.

“Alignment throughout an organization is hard to achieve but necessary for success,” Ocker said. “No matter what you call EA, everyone needs it in order to be aligned; it doesn’t just happen.”

At Carnegie Mellon, the Institute for Software Research provides an executive and professional education program in EA, and Ohio-based Kent State offers an EA graduate certificate as part of its School of Digital Sciences.

Leonard Fehskens, editor of the Journal of Enterprise Architecture , said he was unaware of any organization tracking the nation’s EA programs or related trends.

The San Francisco-based Association of Enterprise Architects, which produces the journal, was founded in 2005. It represents about 35,000 members in about 45 regional chapters, he said.

Enterprise architecture operates at the intersection of design sciences and social sciences, fueling a greater demand for such training. The number of university EA programs has steadily grown, and Fehskens expects a university to someday formalize such training for a “full-blown” graduate degree.

However, the approach is so specialized that it still largely operates under the radar, Fehskens said.

“I don’t think the profession is at the point where high school students can pick a college based on enterprise architecture,” he said. “Most don’t even know what it is.”

Here’s a sample list of colleges with enterprise architecture courses or programs:

1. CARNEGIE MELLON UNIVERSITY

The Pennsylvania-based Institute for Software Research, Executive and Professional Education offers training courses in the concepts of EA, including major frameworks, program establishment, implementation methods, documentation products, and maturity measurement. Courses review the history and major approaches to EA. The series includes hands-on assignments designed to produce a Web-based EA repository and to populate it with common documentation products and artifacts. The objective is to integrate strategic, business, and technology planning to achieve the organization’s goals.

2. KENT STATE UNIVERSITY

Ohio-based Kent State offers an EA graduate certificate as part of its School of Digital Sciences. The EA program focuses on the business processes and technology infrastructure needed by an organization and the design of software systems that are aligned with the processes and infrastructure to support the goals of the business. It’s designed to prepare students for careers such as solution architect and application or technology architect.

3. PENN STATE UNIVERSITY

The university offers an online Master of Professional Studies in Enterprise Architecture program. The EA degree is not focused solely on the techno-centric side of enterprise architecture; it is an interdisciplinary degree that covers business and engineering, information sciences, and project or portfolio management. It offers participants a broader, more comprehensive perspective.

4. STEVENS INSTITUTE OF TECHNOLOGY

The New Jersey-based university provides a graduate certificate in enterprise architecture and governance that applies traditional systems and engineering approaches to a broader class of human-centric systems of which a technical system is only one part.

5. UNIVERSITY OF ANTWERP

The Belgian university offers a master’s degree called executive master in enterprise IT architecture. It’s taught in English and designed for experienced IT professionals and experienced business managers. The program focuses on deepening knowledge of enterprise and IT architecture. It also includes modules on business strategy, leadership, change, and risk management.

6. UNIVERSITY OF DENVER

The Colorado-based university offers an EA course for students to learn how to integrate information and communications technologies with business goals. The course provides an overview of the enterprise-wide architectural framework that drives business decisions when selecting information and communications technology. The course encompasses all aspects of information and communications technology, including data networks, applications, operating systems, database systems, telecommunications systems, and hardware components in the context of a total enterprise-wide framework.

7. UNIVERSITY OF MICHIGAN, FLINT

UM-Flint’s course is focused on the design, selection, implementation, and management of enterprise IT solutions. It includes how applications and infrastructure fit within an organization. The course also addresses infrastructure management, system administration, data architecture, content management, distributed computing, middleware, legacy system integration, system consolidation, software selection, cost calculation, investment analysis, and emerging technologies.

8. UNIVERSITY OF TORONTO

The Canadian university’s School of Continuing Studies provides an EA certificate with three required courses. They’re designed to provide participants with ways to align business strategy with IT, sustain business growth, and ensure that good governance and best practices are being applied. Students also study various accepted methodologies.

9. UNIVERSITY OF WASHINGTON, TACOMA

UW offers a foundations of EA course to students in the master’s in computer science and systems program. It covers the basics of both enterprise and architectural thinking, including the software to technology to solution architecture continuum. The course addresses the role EA plays in business and IT alignment, architectural styles, and techniques for capturing and documenting architectures. A follow-on course focuses on strategy development, use of standard frameworks for EA, and experiential learning through case study and projects.

10. ENTERPRISE ARCHITECTURE CENTER OF EXCELLENCE

While it is not a college or a university, EACOE is an educational resource nonetheless. It has developed a robust body of knowledge for executing architecture- and model-driven business and technology planning, business process engineering, and application development. Many of these techniques, methodologies, and processes are recognized as best practices, and are used globally.

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Enterprise Architecture

Developing a Unified Technology Vision for Harvard

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What is Enterprise Architecture at Harvard?

Enterprise architecture (EA) at Harvard is a University-wide effort to develop a shared technology vision in support of academic, research, and administrative computing — one that begins with enterprise-wide strategies and an Agile approach that fosters ongoing technology innovation. Our vision for enterprise architecture is to provide a technology framework and a set of standards to enable acquisition, development, and deployment of IT services that maximize interoperation, minimize duplication, and simplify the IT environment across all of Harvard.  Learn More >

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Want to be a part of Harvard's enterprise architecture effort? Discover details of our approach and timelines on our  Resources page, or email [email protected] to start the conversation.

To learn more about job opportunities in EA or elsewhere within Harvard University Information Technology, visit the Harvard employment portal .

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The PhD opportunities on this programme do not have funding attached. You will need to have your own means of paying fees and living costs and / or seek separate funding from student finance, charities or trusts.

PhD Research Programme

PhD Research Programmes present a range of research opportunities shaped by a university’s particular expertise, facilities and resources. You will usually identify a suitable topic for your PhD and propose your own project. Additional training and development opportunities may also be offered as part of your programme.

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Funded phd programme (students worldwide).

Some or all of the PhD opportunities in this programme have funding attached. Applications for this programme are welcome from suitably qualified candidates worldwide. Funding may only be available to a limited set of nationalities and you should read the full programme details for further information.

China PhD Programme

A Chinese PhD usually takes 3-4 years and often involves following a formal teaching plan (set by your supervisor) as well as carrying out your own original research. Your PhD thesis will be publicly examined in front of a panel of expert. Some international programmes are offered in English, but others will be taught in Mandarin Chinese.

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Doctor of Architecture Programs in America

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MIT School of Architecture and Planning

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Massachusetts Institute of Technology, Graduate School, CAMBRIDGE, MA.

Yale School of Architecture

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Yale University, Graduate School, NEW HAVEN, CT.

Harvard Graduate School of Arts and Sciences

• Harvard University ·
• · Rating 4.56 out of 5   9 reviews

Harvard University, Graduate School, CAMBRIDGE, MA. 9 Niche users give it an average review of 4.6 stars. Featured Review: Other says I am Harvard Extension School student pursuing a master degree, ALM, in sustainability. I have achieved a 3.89 in this program so far and have qualified, applied, and accepted as a 'Special Student'... Read 9 reviews.

University of La Verne

• Graduate School ·
• LA VERNE, CA
• · Rating 4.49 out of 5   72

Point Loma Nazarene University

• SAN DIEGO, CA
• · Rating 4.5 out of 5   179

Southern California Institute of Architecture

• LOS ANGELES, CA
• · Rating 4.56 out of 5   9

Harvard Graduate School of Design

• · Rating 4.29 out of 5   7 reviews

Harvard University, Graduate School, CAMBRIDGE, MA. 7 Niche users give it an average review of 4.3 stars. Featured Review: Master's Student says Great survey of urban planning if you have no prior background in architecture or urban studies; cohort skews younger (early to mid twenties) so might be an adjustment for older students with more... Read 7 reviews.

Princeton University

• Princeton, NJ ·
• · Rating 4.33 out of 5   3 reviews

Graduate School, PRINCETON, NJ. 3 Niche users give it an average review of 4.3 stars. Featured Review: Master's Student says The best part of the Princeton University mechanical engineering graduate degree is the excellent faculty that teach the courses. They are incredibly knowledgeable and also very willing to help... Read 3 reviews.

School of Design - University of Pennsylvania

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University of Pennsylvania, Graduate School, PHILADELPHIA, PA.

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Rice University School of Architecture

• Houston, TX ·
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Blue checkmark. Rice University, Graduate School, HOUSTON, TX.

Cornell University College of Architecture, Art, and Planning

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Cornell University, Graduate School, ITHACA, NY.

A. Alfred Taubman College of Architecture and Urban Planning

• Ann Arbor, MI ·
• University of Michigan - Ann Arbor ·
• · Rating 4.5 out of 5   6 reviews

University of Michigan - Ann Arbor, Graduate School, ANN ARBOR, MI. 6 Niche users give it an average review of 4.5 stars. Featured Review: Master's Student says Taubman College (and a lot of architecture grad schools) is whatever you make of it. Make sure to plan out at least what you want to explore. Research specific professors and take the classes from... Read 6 reviews.

UCLA School of the Arts and Architecture

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• · Rating 4 out of 5   1 review

University of California - Los Angeles, Graduate School, LOS ANGELES, CA. 1 Niche users give it an average review of 4 stars. Featured Review: Master's Student says Its a very good program that really encourages students to explore their artistic capabilities. The instructors are very experienced and are very good at teaching the students. The program is great,... Read 1 reviews.

Carnegie Mellon College of Fine Arts

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• · Rating 5 out of 5   4 reviews

Blue checkmark. Carnegie Mellon University, Graduate School, PITTSBURGH, PA. 4 Niche users give it an average review of 5 stars. Featured Review: Master's Student says I graduated from the School of Design at the College of Fine Arts. This is one best design program at a major research university. The cross disciplinary approach, and ability to take courses at... Read 4 reviews.

Georgia Tech College of Design

• Atlanta, GA ·
• Georgia Institute of Technology ·
• · Rating 4 out of 5   2 reviews

Georgia Institute of Technology, Graduate School, ATLANTA, GA. 2 Niche users give it an average review of 4 stars. Featured Review: Master's Student says Great class choices with faculty always available for advising and help. I had a number of bad professors who did not deliver the material well but they, too, were available to help during office... Read 2 reviews.

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Blue checkmark. University of California - Berkeley, Graduate School, BERKELEY, CA.

College of Architecture and Urban Studies

• Blacksburg, VA ·
• Virginia Tech ·
• · Rating 5 out of 5   1 review

Virginia Tech, Graduate School, BLACKSBURG, VA. 1 Niche users give it an average review of 5 stars. Featured Review: Master's Student says Professors are very knowledgeable about what they teach and the elective courses offered are diverse. Read 1 reviews.

College of Design, Construction & Planning - University of Florida

• Gainesville, FL ·
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Blue checkmark. University of Florida, Graduate School, GAINESVILLE, FL. 1 Niche users give it an average review of 5 stars. Featured Review: Master's Student says Since this program is completely asynchronous, it is very convenient to balance work, school, and life obligations. The fact that this program was the first fully online accredited Master of Planning... Read 1 reviews.

Rensselaer Polytechnic Institute School of Architecture

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Blue checkmark. Rensselaer Polytechnic Institute, Graduate School, TROY, NY.

College of Arts and Architecture - Penn State

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Penn State, Graduate School, UNIVERSITY PARK, PA.

College of Architecture - Texas A&M University

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Texas A&M University, Graduate School, COLLEGE STATION, TX.

Christopher C. Gibbs College of Architecture

• Norman, OK ·
• University of Oklahoma ·

University of Oklahoma, Graduate School, NORMAN, OK.

Herberger Institute for Design and the Arts

• Tempe, AZ ·
• Arizona State University ·

Arizona State University, Graduate School, TEMPE, AZ.

College of Design, Architecture, Art, and Planning - University of Cincinnati

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• University of Cincinnati ·

University of Cincinnati, Graduate School, CINCINNATI, OH.

School of Architecture, Design, and Planning - The University of Kansas

• Lawrence, KS ·
• The University of Kansas ·

Blue checkmark. The University of Kansas, Graduate School, LAWRENCE, KS.

College of Design, University of Oregon

• Eugene, OR ·
• University of Oregon ·

Blue checkmark. University of Oregon, Graduate School, EUGENE, OR.

College of Architecture - Illinois Institute of Technology

• Chicago, IL ·
• Illinois Institute of Technology ·

Blue checkmark. Illinois Institute of Technology, Graduate School, CHICAGO, IL.

School of Architecture & Urban Planning - University of Wisconsin - Milwaukee

• Milwaukee, WI ·
• University of Wisconsin - Milwaukee ·

University of Wisconsin - Milwaukee, Graduate School, MILWAUKEE, WI.

San Francisco Bay University

• FREMONT, CA
• · Rating 3 out of 5   2

College of Law and Public Service - University of La Verne

• University of La Verne ·
• ONTARIO, CA
• · Rating 3.75 out of 5   8
• CHICAGO, IL

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Enterprise architecture and business transformation program marks 10 years

The master's degree in enterprise architecture and business transformation is offered by Penn State World Campus in partnership with the College of Information Sciences and Technology and the Smeal College of Business.    Credit: Monkey Business/Adobe Stock . All Rights Reserved .

October 26, 2023

By Mary Fetzer

UNIVERSITY PARK, Pa. — The Penn State master's degree in enterprise architecture and business transformation  (EABT) is celebrating its 10th year. Offered by Penn State World Campus in partnership with the College of Information Sciences and Technology (IST) and the Smeal College of Business, the 100% online program is designed to meet the needs of one of the nation’s top career fields : enterprise architecture (EA).  

The EABT graduate program was created by Brian Cameron , the founding director of the Center for Enterprise Architecture — formerly in the College of IST — with the help of industry leaders, government and corporations.  

“I founded this program and developed the initial courses when I was a faculty member in the College of IST,” said Cameron, who now serves as the associate dean for professional graduate programs and executive education and clinical professor of information systems in the Penn State Smeal College of Business.  

According to Cameron, getting the program approved was difficult because few people at Penn State had heard of EA and some doubted whether a master’s program would work. 

“It’s hard being on the cutting edge of an emerging career field,” he said. “Today, enterprise architecture is often cited as one of the fastest-growing and highest-paying career fields, and this is evident in the success of the master’s program.” 

The role of enterprise architect — taking an organization’s business strategy and defining an information technology system to support that strategy — topped the list of Glassdoor’s 50 Best Jobs in America for 2022 . According to the report, enterprise architects have high job satisfaction and earn a median base salary of nearly $145,000. Additionally, there are currently more than 14,000 job openings in the field. 

Despite that, the program is unique to Penn State, according to Cameron. 

“Ours is the only enterprise architecture master’s degree program in the United States and the only online master’s degree program in the world,” he said. “As a result, we are attracting applicants from all over the globe.” 

Penn State’s EABT program has evolved over the past decade, according to Cameron. Core courses have expanded to include business as well as technology.   

“At the start, we had to settle on a program design that didn’t include many business-oriented topics because Smeal didn’t have many online graduate courses,” he said. “Today’s program is a far better structure with several elective areas that were not available online when the program was founded.” 

According to Matthew Heller , IT project manager for Penn State Information Technology and part-time adjunct instructor in the College of IST, the EABT program offerings are relevant and current, thanks to an industry-focused faculty that brings a contemporary view of EA to the table. 

“That word — contemporary — resonates with the EABT students, alumni and partners I’ve chatted with,” Heller said. “What sets the program apart is that the faculty recognize the continuous evolution of EA and have adjusted, using industry to help hone the curriculum.”  

Partnering with external organizations to help address their EA needs also keeps the program current, according to Heller.  

“With these relationships, we have adapted and evolved content and student projects to bring the real-world into our curriculum,” he said.  

Since its inception, the EABT program has had 95 graduates, and seven more are expected to graduate this fall. Currently, 73 students are actively taking classes. The median time to degree completion is 2.7 years.  

“IST’s EABT degree is truly one of a kind and continues to attract seasoned business professionals working at the intersection of business strategy and enterprise technologies,” said Ed Glantz, teaching professor and assistant director of master’s programs in the College of IST. “I have delighted in teaching in the program and working with talented senior executives these past 10 years.”  

EABT students are diverse, ranging from students who just completed their undergraduate degree to early- and mid-career professionals from a variety of technical and business-related disciplines. But according to Heller, they have one thing in common: the desire to improve connections between business leaders and the technology that supports their companies.  

“This program gives them the knowledge and perspective they need to be confident in their decisions and recommendations among peers and leadership,” he said.  

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EA³: A Primer

John Gøtze, PhD

Enterprise Architecture is an emerging profession and management practice that is devoted to improving the performance of enterprises by enabling them to see themselves in terms of a holistic and integrated view of their strategic direction, business practices, information flows, and technology resources. By developing current and future versions of this integrated view, an enterprise can better manage the transition from current to future operating models and methods. This transition includes the identification of new goals, activities, and all types of capital and human resources (including information technology) that will improve bottom line financial and mission performance.  

The strategic use of resources is increasingly important to the success of public and private sector enterprises, including extended enterprises involving multiple internal and external participants (e.g., supply chains). How to get the most from business, technology, and human resources requires an enterprise to think in terms of enterprise-wide solutions, rather than individual system development projects. Doing this requires a new approach to planning and systems development, an approach that has come to be known as Enterprise Architecture (EA). The word ‘enterprise’ implies a high-level, strategic view of the entire organization, while the word ‘architecture’ implies a structured framework for the analysis and design of all types of resources.

With regard to resources, one of the greatest challenges that many enterprises continue to face is how to identify the business and technology components of strategic initiatives. A big part of this challenge is that technology, information technology (IT) in particular, has historically not been viewed as a strategic asset in many enterprises. As such, traditional planning activities often focused on the development of individual technology solutions to meet particular organizational requirements. Today, a much more integrated and collaborative planning approach is called for. That is enterprise architecture in a nutshell.

The EA³ Cube approach

The EA³ Cube approach (“EA³″) was developed by  Scott A Bernard  and is today used in academic and professional EA training programs all over the world, including Carnegie Mellon University’s Certified Enterprise Architect program. The EA³ approach has also had a clear impact on many practitioners, who use it as a practice approach. EA³ has been the foundation for several government EA approaches, including the US Government’s  Common Approach to Federal EA  and the FEAF-II Framework . Today, EA³ is owned and maintained by the  International EA Institute .

This paper provides an overview of the enterprise architecture approach known as EA³.

In EA³, the following equation is the ‘sound bite’ version of what enterprise architecture is all about, and is intended to help people remember the distinct difference between EA and the various types of IT planning: that EA is driven by strategic goals and business objectives:

EA = S+B+T Enterprise Architecture = Strategy + Business + Technology

This “SBT” formulae is in EA3 more formally used when defining enterprise architecture:

Enterprise Architecture is the analysis and documentation of an enterprise in its current and future states from an integrated strategy, business, and technology perspective.

Enterprise Architecture is a strategy and business-driven activity that supports management planning and decision-making by providing coordinated views of an entire enterprise. These views encompass strategy, business, and technology, which is different from technology-driven, systems-level, or process-centric approaches.

Establishing an enterprise architecture practice typically involves implementing an enterprise architecture management program and adopting a framework-based design and analysis method for enterprise planning activities. 

Enterprise Architecture as a Practice

Enterprise Architecture is a management and technology practice that is devoted to improving the performance of enterprises by enabling them to see themselves in terms of a holistic and integrated view of their strategic direction, business practices, information flows, and technology resources.

By developing current and future versions of this integrated view, an enterprise can manage the transition from current to future operating states.

The strategic use of resources is increasingly important to the success of public, private, and non-profit sector enterprises, including extended enterprises involving multiple internal and external participants (i.e., supply chains). How to get the most from business, technology, and human resources requires an enterprise to think in terms of enterprise-wide solutions, rather than individual systems and programs (Figure 1-1). Doing this requires a new approach to planning and systems development, an approach that has come to be known as Enterprise Architecture. The word ‘enterprise’ implies a high-level, strategic view of the entire entity, while the word ‘architecture’ implies a structured framework for the analysis, planning, and development of all resources in that entity.

With regard to resources, one of the greatest challenges that many enterprises continue to face is how to identify the business and technology components of strategic initiatives. A big part of this challenge is that technology, information technology (IT) in particular, has historically not been viewed as a strategic asset. As such, planning activities often have focused on the development of individual technology solutions to meet particular organizational requirements.

“Enterprise architecture” is both a noun and a verb. The architecture of an enterprise is a thing – captured as a collection of models and information. Creating an enterprise-wide architecture is accomplished through processes that are sustained through an ongoing management program. EA provides a strategy and businessdriven approach to policy, planning, decision-making, and resource development that is useful to executives, line managers, and support staff. To be effective, an EA program must be part of a group of management practices that form an integrated governance structure, as is shown in Figure 1-2.

Enterprise Architecture as a Meta-Discipline

An enterprise-wide architecture should serve as an authoritative reference, source of standards for processes / resources, and provider of designs for future operating states. An EA is therefore THE architecture of the enterprise and should cover all elements and aspects. Having a single source of reference is essential to avoiding waste and duplication in large, complex organizations. It also resolves the “battle of best practices” and competition between sub-architectural domains which can be problematic for organizations that are trying to become for efficient.

Developing an enterprise-wide architecture is a unique and valuable undertaking for organizations, in that the EA is holistic and serves as an umbrella or “metacontext” for all other management and technology best practices. The EA also creates abstract views, analyses, and models of a current or future enterprise that helps people make better plans and decisions. EA extends beyond technology planning, by adding strategic planning as the primary driver of the enterprise, and business planning as the source of most program and resource requirements. There is still a place for technology planning, which is to design systems, applications, networks, call centers, networks, and other capital resources (e.g. buildings, capital equipment) to meet the business requirements… which are the heart of the enterprises activities… creating and delivering those products and services that accomplish the strategic goals of the enterprise.

Regarding the “battle of the best practices”, organizations in the public and private sectors are often faced with decisions about which practices to adopt as they pursue quality, agility, efficiency; manage risk, and adopt new technologies. There are dozens of best practices out there, and most of them were created in isolation – relative to the other best practices. This is the “battle of the best practices” and it creates an expensive dilemma for organizations – what to adopt? Because the implementation and maintenance methods for many of the best practices are very resource intensive, and the scope is not all-inclusive, the organization is faced with the challenge of deciding which to adopt, how to do it, and what overlaps, contradictions, and gaps are produced from the resulting collection. When EA is THE architecture of an organization in all dimensions, it becomes the over-arching, highest level discipline and the authoritative reference for standards and practices. This is a tremendous and unique contribution, because when EA is used in this way, the dilemma disappears and organizations can use the EA framework to make rational decisions about which best practices need to be adopted, what they will cover, and how they can relate to each other. Figure 1-3 illustrates how EA serves as an organizing context for the adoption and use of best practices.

When identifying and selecting best practices enterprises should consider the following enterprise concerns:

• Coherency – does the best practice “fit” with the bigger picture? Does it overlap with other practices?
• Consensus – all relevant stakeholders and employees must “follow” to ensure successful implementation of new practices.
• Consistency –  enterprise-wide adoption or not? Ensuring consistent use of best practices across the enterprise.

The Enterprise Architecture Approach

For an EA approach to be considered to be complete, the six core elements shown in Figure 1-4 must be present and work synergistically together.

The first core element is “Governance” which identifies the planning, decision-making, and oversight processes and groups that will determine how the EA is developed and maintained, accomplished as part of an organization’s overall governance.

Methodology

The second core element is “Methodology” which are specific steps to establish and maintain an EA program, via the selected approach.

The third core element is “Framework” which identifies the scope of the overall architecture and the type and relationship of the various subarchitecture levels and threads. Not all frameworks allow for sub-domains or are able to integrate strategy, business, and technology planning.

The fourth core element is “ Artifact s” which identifies the types and methods of documentation to be used in each sub-architecture area, including strategic analyses, business plans, internal controls, security controls, and models of workflow, databases, systems, and networks. This core element also includes the online repository where artifacts are stored.

The fifth core element is “Standards” which identify business and technology standards for the enterprise in each domain, segment, and component of the EA. This includes recognized international, national, local, and industry standards as well as enterprise-specific standards.

Best Practices

The sixth core element is “Associated Best Practices” which are proven ways to implement parts of the overall architecture or sub-architectures, in context of the over-arching EA.

Extended elements list: The  Common Approach’s Basic Elements :  Governance, Method, Standards, Principles, Tools, Use, Reporting, and Audit.

Enterprise Architecture Activities

Enterprise architecture is accomplished through a management program and an analysis and design method that is applicable to various levels of scope. Together the EA program and method provide an ongoing capability and actionable, coordinated views of an enterprise’s strategic direction, business services, information flows, and resource utilization.

EA as a Management Program

The EA management program is ongoing and provides a strategic, integrated approach to capability and resource planning / decision-making. An EA program is part of an overall governance process that determines resource alignment, develops standardized policy, enhances decision support, and guides development activities. EA can help to identify gaps in the performance of line of business activities/programs and the capabilities of supporting IT services, systems, and networks. The following paragraphs will describe five different means that contribute to identifying and alleviating gaps.

Strategic Alignment

EA supports strategic planning and other operational resource planning processes by providing macro and micro views of how resources are to be leveraged in accomplishing the goals of the enterprise. This helps to maximize the efficiency and effectiveness of these resources, which in turn will help to promote the enterprise’s competitive capabilities. Development projects within the enterprise should be reviewed to determine if they support (and conform to) one or more of the enterprise’s strategic goals. If a resource and/or project is not aligned, then its value to the enterprise will remain in question, as is shown in Figure 1-5.

Standardized Policy

EA supports the implementation of standardized management policy pertinent to the development and utilization of IT and other resources. By providing a holistic, hierarchical view of current and future resources, EA supports the establishment of policy for: Identifying strategic and operational requirements Determining the strategic alignment of activities and resources Developing enterprise-wide business and technology resources Prioritizing the funding of programs and projects Overseeing the management of programs and projects Identifying performance metrics for programs and projects Identifying and enforcing standards and configuration management.

Policy documents include those which can be categorized as general guidance (e.g., high-level directives and memos); specific program guidance (e.g., plans, and manuals); and detailed process guidance (e.g., standard operating procedures). By using these hierarchical categories of documents, succinct and meaningful policy is established. It does so in a way that no single policy document is too long and therefore not too burdensome to read. It is also important to understand how the various areas of policy are inter-related so that program implementation across the enterprise is coordinated. EA policies must integrate with other policies in all governance areas, so as to create an effective overall resource management and oversight capability.

Decision Support

EA provides support for IT resource decision-making at the executive, management, and staff levels of the enterprise. At the executive level, EA provides visibility for large IT initiatives and supports the determination of strategic alignment. At the management level, EA supports design and configuration management decisions, as well as the alignment of IT initiatives with technical standards for voice, data, video, and security. At the staff level, EA supports decisions regarding operations, maintenance, and the development of IT resources and services.

Resource Oversight

EA supports standardized approaches for overseeing the development of capabilities and optimizing supporting resources. Depending on the scope of the resources involved and the available timeframe for development, various system development lifecycle methods can be used to reduce the risk that cost, schedule, or performance parameters may not be met. EA further supports standardized, proven approaches to project management that promote the comprehensive and effective oversight of ongoing programs and new development projects. Finally, EA supports the use of a standardized process for selecting and evaluating investment in IT resources from a business and financial perspective.

EA as an Analysis and Design Method

References to EA began to emerge in the late 1980’s in various management and academic literatures, with an early focus on technical or systems architectures and schemas for organizing information. The concept of ‘enterprise’ architecture analysis and design emerged in the early 1990’s and has evolved to include views of strategic goals, business services, information flows, systems and applications, networks, and the supporting infrastructure. Additionally, there are ‘threads’ that pervade every level of the architecture: standards, security, and skills.

EA analysis and design are accomplished through the following six basic elements: (1) an EA framework, and (2) a set of appropriate components that are described via (3) current and (4) future views of the architecture, as well as the development of (5) an EA Management Plan to manage the enterprise’s transition from current to future architectures. There are also several areas common to all levels of the framework that are referred to as (6) “threads” as shown in Figure 1-6.

EA Analysis and Design Element #1: The Framework.

The EA framework identifies the scope of the architecture to be developed and establishes relationships between the architecture’s areas. The framework’s scope is reflected through its geometric design and the areas that are identified for documentation. The framework creates an abstracted set of “views” of an enterprise through the way that it collects and organizes architecture information.

The EA³ Cube Framework has hierarchical levels – sub-architectures – so that the different distinct functional areas can be logically related to each other. This is done by positioning high-level strategic goals/initiatives at the top, business products/services and data/information flows in the middle, and supporting systems/applications and technology/infrastructure at the bottom. In this way alignment can also be shown between strategy, information, and technology, which aids planning and decision-making.

To lower risk and promote efficient, phased implementation methods, the EA framework is divided into segments of distinct activity, referred to as Lines of Business (LOBs). For example, each LOB has a complete subarchitecture that includes all five hierarchical levels of the EA³ framework. The LOB therefore can in some ways stand alone architecturally within the enterprise except that duplication in data, application, and network functions would occur if each LOB were truly independent. An architecture encompassing all five framework levels that is focused on one or more LOBs can be referred to as a segment of the overall EA.

Key Term: Line of Business A Line of Business (LOB) is a distinct area of activity within the enterprise. It may involve the manufacture of certain products, the provision of services, or internal administrative functions.

Key Term: Architecture Segment A part of the overall EA that documents one or more lines of business at all levels and threads. A segment can exist as a stand-alone part of the EA.

EA Analysis and Design Element #2: EA Components

EA components are changeable goals, processes, standards, and resources that may extend enterprise-wide or be contained within a specific line of business or segment. Examples of components include strategic goals and initiatives; business products and services; information flows, knowledge warehouses, and data objects; information systems, software applications, enterprise resource programs, and web sites; voice, data, and video networks; and supporting infrastructure including buildings, server rooms, wiring runs/closets, and capital equipment. Figure 1-8 on the next page provides examples of vertical and crosscutting EA components at each level of the EA³ Cube framework.

EA Analysis and Design Element #3: Current Architecture

The current architecture contains those EA components that currently exist within the enterprise at each level of the framework. This is sometimes referred to as the “as-is” view. The current view of the EA serves to create a ‘baseline’ inventory of current resources and activities that is documented in a consistent way with the future view of the EA so that analysts can see gaps in performance between future plans and the current capabilities. Having an accurate and comprehensive current view of EA components is an important reference for project planning, asset management, and investment decision-making. The current view of the EA is composed of ‘artifacts’ (documents, diagrams, data, spreadsheets, charts, etc.) at each level of the framework, which are archived in an online EA repository to make them useable by various EA stakeholders.

EA Analysis and Design Element #4: Future Architecture

The future architecture documents those new or modified EA components that are needed by the enterprise to close an existing performance gap or support a new strategic initiative, operational requirement, or technology solution. As is shown in Figure 1-9, the future architecture is driven at both the strategic and tactical levels in three ways: new directions and goals; changing business priorities; and emerging technologies. The EA cannot reflect these changes in the future architecture unless the enterprise’s leadership team provides the changes in strategic direction and goals; unless the line of business managers and program managers provide the changes in business processes and priorities that are needed to accomplish the new goals; and unless the support/delivery staff identifies viable technology and staffing solutions to meet the new business requirements.

The future architecture should cover planned changes to EA components in the near term (tactical changes in the next 1-2 years), as well as changes to EA components that are a result of the implementation of long-term operating scenarios that look 3-10 years into the future. These scenarios incorporate different internal and external drivers and can help to identify needed changes in processes, resources, or technology that translate to future planning assumptions, which in turn drive the planning for new EA components.

Enterprise Roadmapping

– a methodology that enables enterprise planners – enterprise architects, organization and program managers, strategic planners, capital planners, and other planners – to work with sponsors and stakeholders to design an  enterprise roadmap  that defines needs of the enterprise, what can and will be done to address those needs, and what and when benefits will be achieved, and how those benefits will be measured. 

EA Analysis and Design Element #5: EA Management Plan

The EA Management Plan articulates the EA program and documentation approach. The EA Management Plan also provides descriptions of current and future views of the architecture, and a sequencing plan for managing the transition to the future business/technology operating environment. The EA Management Plan is a living document that is essential to realizing the benefits of the EA as a management program. How the enterprise is going to continually move from the current architecture to the future architecture is a significant planning and management challenge, especially if IT resources supporting key business functions are being replaced or upgraded.

EA Analysis and Design Element #6: Threads

In the FEAF-II Framework , security is treated as a  sixth sub-architecture domain that pervades all of the other five areas of the EA framework because security and privacy controls, to be most effective, need to be “built into” service workflows, data flows, systems, applications, and host networks. FEAF-II uses Governance instead of “Threads” to label the crosscuts, which include:

• Security and Privacy
• Capital Planning / Portfolio Management
• Program and Project Management
• Competency and Asset Management
• Standards / Configuration Management

EA documentation includes ‘threads’ of common activity that are present in all levels of the framework. These threads include IT-related security, standards, and skill considerations.

• Security . Security is most effective when it is an integral part of the EA management program and documentation methodology. A comprehensive IT Security Program has several focal areas including: information, personnel, operations, and facilities. To be effective, IT security must work across all levels of the EA framework and within all of the EA components.
• Standards . One of the most important functions of EA is that it provides technology-related standards at all levels of the EA framework. EA should draw on accepted international, national, and industry standards in order to promote the use of non-proprietary solutions in EA components. This in turn enhances the integration of EA components, as well as better supporting the switch-out of components when needed.
• Skills . Perhaps the greatest resource that an enterprise has is people. It is therefore important to ensure that staffing, skill, and training requirements are identified for LOB and support service activities at each level of the EA framework, and appropriate solutions are reflected in the current and future architectures.

Reference Architecture and Segment Architecture

A reference architecture is the part of an EA that provides standards and documentation for a particular type of capability throughout the enterprise – such as mobile services or cloud computing. A segment architecture is somewhat similar, but usually focuses one or more particular business units or functions – such as the finance and accounting group, or how an ERP system and all of its modules are going to be implemented (general ledger, accounts payable, accounts receivable, payroll, benefits, etc.).

Fitting the Architecture Elements Together

While the basic elements of EA analysis and design provide holistic and detailed descriptions of the current and future architecture in all areas of the underlying framework, it is important to also be able to articulate these relationships in discussions and presentations with executives, managers, support staff, and other EA stakeholders. Being able to understand and relate how the architecture fits together is essential to being able to use the EA in planning and decision-making throughout the enterprise. This communication is supported through two EA program resources: the EA Management Plan and the EA Repository. As was mentioned in the previous section, the EA Management Plan is a living document that is periodically updated so that it remains relevant as the ongoing primary reference for describing where the current and future architectures are at. The EA Repository is the on-line archive for EA information and the documentation artifacts that are described in the EA Management Plan.

The following is an example of how to communicate about EA with stakeholders. In this example, some questions are presented about how to apply an EA framework to an enterprise. These are the types of questions that should be answered in the first few sessions of EA program meetings in order to promote an understanding of how the EA framework and documentation can reflect the enterprise. In the following example ( see as check-list ) of how to talk about EA, the five levels and three vertical threads of the EA3 Cube framework are used for illustration. Notice how the questions build in a way that reflects the hierarchical relationships between the levels of the EA Framework.

Each area of the EA Framework represents a functional area of the enterprise. The EA3 Framework can be used in a top-down, bottom-up, or single-component manner. To begin to use the framework in a top down-manner, a series of questions at each level should be asked in order to determine how information about the enterprise will fit within that level of the framework.

The first questions to ask relate to the strategic ’Goals and Initiatives’ level of the framework. The questions are: (1) for what purpose does the enterprise generally exist (usually expressed in the mission statement) and (2) what kind of organization does the enterprise generally intend to be (often given in the vision statement)? What are the primary goals (strategic goals) of the enterprise? What then are the strategic initiatives (ongoing programs or new projects) that will enable the enterprise to achieve those goals? Finally, for this level, when will the enterprise know that it has successfully reached these strategic goals or is making progress toward these goals (outcome measures)?

Second is the business ‘Products and Services’ level of the framework, and it is important to first ask what are the ongoing activity areas (lines of business) that the enterprise must engage in to support and enable the accomplishment of both strategic initiatives and normal ‘maintenance/housekeeping’ functions? What then are the specific activities in each line of business (business services)? What are the products that are delivered in each line of business? How do we measure the effectiveness and efficiency of the line of business processes (input/output measures) as well as their contribution to strategic goals (outcome measures)? Do any of these business services or manufacturing processes need to be reengineered/improved before they are made to be part of the future architecture? What are the workforce, standards, and security issues at this framework level?

Third is the ‘Data and Information’ level of the framework. When the lines of business and specific business service/products have been identified, it is important to ask what are the flows of information that will be required within and between activity areas in order to make them successful? How can these flows of information be harmonized, standardized, and protected to promote sharing that is efficient, accurate, and secure? How will the data underlying the information flows be formatted, generated, shared, and stored? How will the data become useable information and knowledge?

Fourth is the ‘Systems and Applications’ level of the framework and it is important to ask which IT and other business systems and applications will be needed to generate, share, and store the data, information, and knowledge that the business services need? How can multiple types of IT systems, services, applications, databases, and web sites be made to work together where needed? How can configuration management help to create a cost-effective and operationally efficient ‘Common Operating Environment’ for systems and applications? What are the workforce, standards, and security issues at this level?

Fifth is the ‘Network and Infrastructure’ level of the framework and it is important to ask what types of voice, data, and video networks or computing clouds will be required to host the IT systems/applications and to transport associated data, images, and conversations, as well as what type of infrastructure is needed to support the networks (e.g. buildings, server rooms, other equipment). How can these networks be integrated to create a cost-effective and operationally efficient hosting and transport environment? Will these networks and clouds extend beyond the enterprise? What are the workforce, standards, and security issues at this level? What are the physical space and utility support requirements for these infrastructure resources?

The EA Repository

Providing easy access to EA documentation is essential for use in planning and decision-making. This can be accomplished through the establishment of an EA repository to archive the documentation of EA components in the various areas of the EA framework. The EA repository is essentially a complex database that stores enterprise information, and exposes it via a website or other relevant channels such as tablets.

Using a holistic approach to Enterprise Architecture as a strategic initiative has become increasingly more popular among QualiWare users. The QualiWare toolset is being used for building and maintaining the Enterprise Architecture repository including all aspects of the enterprise such as strategy models, process architecture, application architecture, information architecture, organization architecture and infrastructure architecture. In security architecture and risk management the tool and repository covers features such as Risk Heatmaps to show the risk profile for a business area, and Control Coverage Maps to show the combination of the residual risk with the level of investment required to achieve that risk level. Due to the strategic nature of the EA work the results are often materialized in new initiatives and business transformation projects.

A typical scenario for mid-size to large size enterprise using QualiWare for EA or business transformation projects starts with a decision on the modeling standard (metamodel) to be used. Then the project model is decided and the tool is automatically configured to support this setup. When the analysts and designers have started building and approving models these models are published to the web by the QualiWare publishing server and the relevant employees or projects stakeholders are able to browse the published models, and also provide feedback or updates to content and relationships from their web browser.

Summary of Concepts

A program or systems-level perspective is not sufficient for the management and planning of technology and other resources across enterprises with significant size and complexity. EA is the one discipline that looks at systems holistically as well as provides a strategy and business context. EA was described as being as both a management process and an analysis and design method that helps enterprises with business and technology planning, resource management, and decisionmaking. The purposes of an EA management program were described: strategic alignment, standardized policy, decision support, and resource development. The six basic elements of an EA analysis and design method were presented: the EA documentation framework, EA components, current EA views, future EA views, an EA Management Plan and multilevel threads that include security, standards, and workforce planning. An example of how to communicate the various areas of an EA framework was also provided.

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Enterprise Architecture Graduate Credit Certificate Program

The certificate in Enterprise Architecture (EA) is designed to provide an introduction to EA and increase the knowledge of professionals seeking advanced leadership roles within an organization. EA strives to align the enterprise information systems and technology with business strategy and goals to enable the most effective use of technology to both support and grow an organization.

The certificate program is an attractive option not only for those who desire advanced education and do not want a full Master's Degree program, but also for students who might want to take a certificate to determine if they are interested in a complete professional graduate degree program in Enterprise Architecture and Business Transformation. Up to 15 credits of Penn State course work taken in non-degree status may count towards a graduate degree in EA, but completion of the course work neither implies nor guarantees admission to a graduate degree program at Penn State. Courses taken in the certificate program may be applied toward a graduate degree in Enterprise Architecture, subject to restrictions outlined in GCAC-309 Transfer Credit . Certificate students who wish to have certificate courses applied towards a graduate degree in Enterprise Architecture and Business Transformation must apply and be admitted to that degree program. Admission to the Enterprise Architecture and Business Transformation graduate degree program is a separate step and is not guaranteed.

Effective Semester: Fall 2023 Expiration Semester: Fall 2028

Admission Requirements

Applicants apply for admission to the program via the Graduate School application for admission . Requirements listed here are in addition to Graduate Council policies listed under GCAC-300 Admissions Policies . International applicants may be required to satisfy an English proficiency requirement; see GCAC-305 Admission Requirements for International Students for more information.

A bachelor's degree in a related area (e.g., information sciences, business architecture, or computer science), while not required, is helpful in the successful completion of the certificate. It is expected that students will have a foundation in information technology or enterprise architecture with a minimum of two (2) years of relevant professional work experience. Applicants with less than two years of relevant professional work experience may be considered but may be required to take prerequisite courses. For admission to the certificate, a 2.75 GPA, either overall or from the last 60 undergraduate credits, is needed. GRE scores are not required for non-degree graduate students.

Certificate Requirements

Requirements listed here are in addition to requirements listed in Graduate Council policy GCAC-212 Postbaccalaureate Credit Certificate Programs .

The certificate is highly flexible and is designed to meet the different needs of students and organizations. The courses are delivered online through the World Campus. With online delivery, the certificate can easily fit into the work schedule of professionals from around the globe.

All candidates are required to complete nine (9) credits.

Graduate courses carry numbers from 500 to 699 and 800 to 899. Advanced undergraduate courses numbered between 400 and 499 may be used to meet some graduate degree requirements when taken by graduate students. Courses below the 400 level may not. A graduate student may register for or audit these courses in order to make up deficiencies or to fill in gaps in previous education but not to meet requirements for an advanced degree.

Learning Outcomes

• Know – demonstrate appropriate breadth and depth of an enterprise technology stack and the comprehension of its application towards the strategic leverage in an organization.
• Apply/Create –use architecture frameworks and assessment methodologies to apply knowledge, and create new, applicable knowledge supporting advanced, creative accomplishment.
• Think –demonstrate analytical and critical thinking within the enterprise architecture discipline; and, in particular, the ability to improve thinking around the use of strategic use of technology from a business perspective.
• Professional Practice –know and conduct themselves in accordance with the highest ethical standards, values, and, where these are defined, the best practices of their disciplines; and, in particular, the ability to understand the current state of technologies available and know when to leverage their use towards gaining strategic advantage in an organization.

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Graduate Certificate in Business Architecture

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Gain the expertise to align your organization's higher-level strategic objectives with tactical enterprise-level projects and technology initiatives to improve overall effectiveness and efficiency. This program is recognized by the Business Architecture Guild.

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Help your organization successfully execute its business strategy .

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Develop a blueprint of an enterprise that provides a common understanding of the organization.

Online Business Architecture Courses

The discipline of business architecture allows companies to see where they are, where they want to be, and how to achieve the end goal. This 9-credit online certificate will help you understand how business, information, and technology work together to achieve strategic and tactical goals.

As a student in the program, you will: 

• develop and link components of business architecture to create a holistic understanding of the enterprise 
• explore the concepts and practical applications of effective enterprise modeling and business information 
• develop meaningful representations of real-world aspects of a business, along with how they interact 
• delve into barriers that affect disruptive innovation 
• investigate emerging trends and disruptors in technology and industry that create new markets and influence product development, business models, and business practices associated with innovation 
• understand how business architecture as a discipline is developed and structured, as well as current and future trends

All courses are asynchronous , meaning you are not required to log in at a particular time each week. Optional synchronous discussions will be available throughout the semester for those students who prefer a higher level of engagement.

Courses are structured to allow you to complete weekly assignments when and where it's most convenient for you. While courses are autonomous, you will have the opportunity to interact and engage with your classmates through integrated experiences. This peer-to-peer interaction enhances your learning experience while strengthening your professional network on a global scale. 

Required Courses (select 9 credits)

Focuses on the development and application of business architecture as a holistic discipline that produces a common understanding of the organization that is used to align strategic objectives and tactical initiatives.

Surveys emerging trends and disruptors in technology and industry that create new markets and influence decision-making, product development, business models, and business practices associated with innovation.

Explores the use and effectiveness of architectural modeling to describe an organization and examines model-based products as tools to support, influence, and enable organization planning and decision-making.

Integrating multiple functional business areas to resolve global business problems and improve organizational performance.

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Financial Aid and Military Benefits

Some students may qualify for financial aid. Take the time to research financial aid, scholarships, and payment options as you prepare to apply. Military service members, veterans, and their spouses or dependents should explore these potential military education benefits and financial aid opportunities , as well.

To view the detailed list of cost of attendance elements:

• visit the Tuition Information site
• click the plus sign to expand the table
• select a semester from the World Campus row

Penn State Smeal Advantage

Smeal College of Business is committed to being your partner in lifelong learning. Smeal offers programs, support, and resources for every career stage and life circumstance that will prepare you not only for your next great opportunity but also for the one after that.

More options, greater flexibility, and a commitment to lifelong learning

The desire for knowledge and professional growth spans a lifetime. That is why the Penn State Smeal College of Business offers a portfolio of professional graduate programs for all stages of your career. In partnership with Penn State World Campus, Smeal makes it easy to customize a learning plan to your unique career aspirations and busy schedule.  Penn State Smeal offers you  a lifetime of learning with more concentrations and one of the most integrated, flexible offerings of online and residential programs in the United States.

An entire team dedicated to your success

Personal advising  — Our experts will explain the many options that Penn State Smeal offers and will help you refine your career strategy and craft the educational experience best suited to your interests. It all starts with a simple, but critical question: “What are your goals?” 

Career coaching *   — Our Alumni Career Services team will support you across all career stages with professional advancement opportunities and coaching to help you stay focused on achieving your goals.

Delivering the best of online and in-person learning for a rich educational experience

We understand that today’s professional learners want meaningful discussion and interaction with faculty and classmates along with the technologies and flexible approaches of contemporary online learning. By aligning the best of both worlds, we bring richness, depth, and diversity to the overall educational experience.

Courses designed to engage and motivate the professional student

Creative Teams consisting of a lead faculty member, a Teaching Support Specialist (TSS), and an Instructional Designer use advanced analytics to develop and deliver contemporary graduate courses that promote application and engagement. We strive to innovate in ways that others don’t. 

A real-world perspective

• Industry professionals inside the virtual classroom  — Many of Penn State Smeal’s courses feature industry professionals who have been in the trenches and work hard to make an impact every day. These individuals, most of whom hold a Smeal graduate degree, partner with our renowned faculty to provide a rich academic context with real-world application.
• Global immersion*  — This unique, optional experience will enhance your ability to communicate cross-culturally, adapt to evolving business environments, and manage the risks and benefits of operating on a global scale. Any student pursing a full degree from Smeal may participate in this optional, faculty-led experience for elective credit. Previous destinations have included Shanghai, China; Johannesburg, South Africa; Prague, Czech Republic; Santiago, Chile; and Zagreb, Croatia.

One of the largest and most influential networks in the country

At Penn State, you are part of a worldwide community of instructors, learners, and more than 775,000 alumni who support one another and make a meaningful impact. Whether studying on campus or online through Penn State World Campus, all Penn State students can experience a sense of community and belonging. You’ll have opportunities to engage with your peers, faculty, and alumni through virtual and in-person, on-campus events such as Impact Smeal Day, WE ARE Weekend, THON™, and the Blue-White game.

More than 94,000 Smeal alumni benefit from connections around the globe as well as networking events, podcasts, webinars, a powerful LinkedIn community, and opportunities for volunteerism.

* Services are available only to students and alumni of Penn State Smeal’s degree programs and online degrees led by Smeal and delivered through the World Campus. Students and alumni of online graduate certificates are not eligible to receive these benefits unless they are also enrolled in a degree program.

A Head Start toward a Master’s Degree

Not only can this program help create opportunities in your career, it can also give you a solid head start toward a full master’s degree.

Degree Programs Related to This Certificate

Some or all credits earned for this certificate can be applied to the following Penn State World Campus degree programs:

Learn to strategically manage high-performance teams and solve complex, real-world business challenges. With more than 25 concentrations available, you can customize this top-ranked online MBA to suit your unique career goals.

Learn to strategically manage corporate innovation; develop new products, services, and business models for companies; and launch startups. With multiple concentrations to choose from, you can customize this online degree program to support your goals.

This online master's program in enterprise architecture and business transformation (EABT) integrates both business strategy and enterprise technical execution. EABT improves organizational efficiency, effectiveness, and agility by delivering holistic business-aligned and digitally focused systems.

Learn to leverage data to generate meaningful insights in the areas of digital marketing communications, customer experience and lifecycle, and brand management. This online master's degree program can help you articulate marketing's return-on-investment to stakeholders across your organization.

Prepare to lead organizations at the highest level. This program focuses on strategic thinking and leadership and is designed to help you master organizational strategies that drive effectiveness and performance.

Learn to gain a competitive business advantage using forecasting, inventory analysis, demand planning, and transformation strategy as a student in Penn State’s online supply chain management program. Courses from this flexible master’s degree also satisfy the requirements for a graduate certificate in supply chain management.

Who Should Apply?

This program is ideal for a wide range of students, including business analysts or those working in business analysis who aim to move into business planning and execution, or professionals in the IT industry who wish to move into a more business strategy–based role within their organization.

Students will more than likely be working as: 

• business analysts 
• business strategy analysts 
• consultants 
• business managers 
• innovation analysts/managers 
• project/program managers 
• enterprise architects 
• solution architects 
• business capability and process analysts/architects 
• information/data architects 
• IT architects 
• business architects

Nationally Recognized Program

The Graduate Certificate in Business Architecture is recognized by the Business Architecture Guild , an international, professional association that promotes best practices and expands the knowledge base of the business architecture discipline.

AACSB Accredited

The Penn State Smeal College of Business is AACSB accredited, an honor reserved for the top 5% of business schools worldwide. This program is competitively priced compared to other AACSB–accredited programs.

Set Your Own Pace

Whether you are looking to finish your program as quickly as possible or balance your studies with your busy life, Penn State World Campus can help you achieve your education goals. Many students take one or two courses per semester.

Our online courses typically follow a 12- to 15-week semester cycle, and there are three semesters per year (spring, summer, and fall). Depending on the course offering schedule for the program, certificates may be completed in 8–16 months.

Convenient Online Format

This program's convenient online format gives you the flexibility you need to study around your busy schedule. You can skip the lengthy commute without sacrificing the quality of your education and prepare yourself for more rewarding career opportunities without leaving your home.

A Trusted Leader in Online Education

Penn State has a history of more than 100 years of distance education, and World Campus has been a leader in online learning for more than two decades. Our online learning environment offers the same quality education that our students experience on campus.

Information for Military and Veterans

Are you a member of the military, a veteran, or a military spouse? Please visit our military website for additional information regarding financial aid, transfer credits, and application instructions.

How to Apply to Penn State

Apply by November 15 to start January 13

Application Instructions

Deadlines and important dates.

Complete your application and submit all required materials by the appropriate deadline. Your deadline will depend on the semester you plan to start your courses.

Spring Deadline

Summer deadline, fall deadline, steps to apply, 1. review the admission requirements..

For admission to the J. Jeffrey and Ann Marie Fox Graduate School, an applicant must hold either (1) a baccalaureate degree from a regionally accredited U.S. institution or (2) a tertiary (postsecondary) degree that is deemed comparable to a four-year bachelor's degree from a regionally accredited U.S. institution. International applicants must also satisfy the English proficiency requirement.

2. Gather your required materials.

You will need to upload the following items as part of your application:

Official transcripts from each institution attended , regardless of the number of credits or semesters completed. Transcripts not in English must be accompanied by a certified translation. If you are a Penn State alumni, you do not need to request transcripts for credits earned at Penn State but must list Penn State as part of your academic history.

Test Scores — GRE or GMAT test scores are NOT required.

English Proficiency (International Applicants Only) — The language of instruction at Penn State is English. All international applicants must take and submit scores for the Test of English as a Foreign Language (TOEFL) or International English Language Testing System (IELTS), with some exceptions. Minimum test scores and exceptions are found in the English Proficiency section on the Fox Graduate School's "Requirements for Graduate Admission" page .

Program-Specific Questions/Materials

Vita or Résumé  — A one- to two-page listing of your professional experience and education. 

Statement of Purpose — Describe how your professional experience and goals align with the Graduate Certificate in Business Architecture. Please do not exceed 500 words.

3. Create a Penn State login account.

To begin the online application, you will need a Penn State account.

Create a New Penn State Account

If you have any problems during this process, contact an admissions counselor at [email protected] .

Please note: Former Penn State students may not need to complete the admissions application or create a new Penn State account. Please visit our Returning Students page for instructions.

4. Read the application instructions.

You can begin your online application at any time. Your progress within the online application system will be saved as you go, allowing you to return at any point as you gather additional information and required materials.

• Choose Enrollment Type: "Certificate Admission"
• Choose "WORLD CAMPUS" as the campus

Checking Your Status  You can  check the status of your application  by using the same login information established for the online application form. 

Technical Requirements   Review the technical requirements  for this program.

5. Complete the application.

Admissions help.

If you have questions about the admissions process, contact an admissions counselor at [email protected] .

Have questions or want more information? We're happy to talk.

For questions about the curriculum or the status of your submitted application, contact:

Penn State Smeal College of Business Office of Professional Graduate Programs 220C Business Building Phone: 814-865-5290 Email:  [email protected]

For general questions, contact:

World Campus Admissions Counselors Phone: 814-863-5386 Email:  [email protected]

Learn from the Best

Offered in partnership with the internationally ranked Penn State Smeal College of Business, this program gives you the opportunity to learn from the same faculty who teach in our residential programs.

Explore Other Academic Programs

“I will revenge this world with love”

This project is about love and obstacles in its path. The dress serves as the screen for wedding rituals, love’s romantic and dramatic moments taken from Parajanov’s films. The projection is accompanied by the audio mix made of film music and dialogue pieces.

Audio-visual installation

This project is based on the tragic story of Sergei Parajanov’s love to Nigyar, his first wife, who became a victim of traditions. Nigyar, a Muslim girl, born in the family of Moldovan Tatars, was killed by her own family soon after the wedding, because of the religious differences. Parajanov was too poor to ‘buy out’ Nigyar’s life. Such ‘honor killings’ are still widespread among many nations today.

Nigyar’s image stayed with Parajanov forever – as his tragedy, pain, inspiration and shadow. In his films, he repeatedly pictured wedding rituals of various ethnicities, as well as obstacles set by traditional families for beloved ones (‘Shadows of Forgotten Ancestors’, ‘Ashik-Kerib’).

Bride’s white dress is the core element of the installation – a symbol of Parajanov’s love to Nigyar, of the first love in general as well as a ritual element of a girl’s initiation – her symbolic ‘death’ as virgin bride and rebirth as wife.

The dress serves as the screen for wedding rituals, love’s romantic and dramatic moments taken from Parajanov’s films. The projection is accompanied by the audio mix made of film music and dialogue pieces.

Volha Salakheyeva (b. 1984 in Gudermes, Chechnya) – video-artist/VJ, curator, media specialist based in Minsk, Belarus.

Pavel Niakhayeu (b.1978 in Orsha, Belarus) – electronic musician, curator, researcher based in Minsk, Belarus. Lecturer at EHU, Vilnius, Lithuania

More about us: ( VJ Solar Olga & Pavel Ambiont )

Supported by:

This project was created during the art residency “Shadow of Freedom” at the International Parajanov Festival in Levandivka (Ukraine) organized by Lviv City Council’s Department of Culture in partnership with the Adam Mickiewicz Institute in Warsaw, The Ernst Schering Foundation Program and MitOst Association.

Video report from the Parajanov’s Festival 2017 :

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“Chechen State University”

Boulevard Dudaeva 17 av., Grozny city, Russian Federation

Email:  [email protected]

Website: www.chechsu.com, admission office.

Chechen State University

Admission office for foreign students

• Email: [email protected]
• Location: Boulevard Dudaeva 17 av., Grozny city, Russian Federation
• Call: +7 (499) 212-39-56
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