Stakeholder support seems to be the #1 indicator of success for new Enterprise Architecture (EA) programs. I wouldn’t even attempt this without the commitment of a high-level sponsor such as the CIO. Support from other stakeholders is also crucial, but this can be cultivated over time (more typically a short time than a long time). You require broad support of the concept as well as financial backing.
Setting up metrics and measuring against them are also critical at the start of the program. Set modest goals initially and try to exceed them.
If the enterprise has a Project Management Office (PMO), then the natural synergies between the EA program and the PMO should be cultivated. The PMO should have access to all the projects in the pipeline as well as cost and risk data that is valuable to the EA. Any governance around the projects can be extended to include EA.
This is a large topic and this only scratches the surface. We will get into some more details in upcoming posts.