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Enterprise Architecture pays off immediately and always
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Either Enterprise Architecture gives suitable answers and guidelines to active programs or defines and organizes pragmatic ways to solve current challenges if the field is still green.
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Redundancy in development will be minimized by coordinating several programs with similar challenges.
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Enterprise Architecture does not end in itself
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Having a complete overview of an Enterprise Architecture documented accordingly to one of the common frameworks does not help - it only consumes time.
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Don't do Enterprise Architecture as you go - record existing stuff as you go
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Enterprise Architecture addresses current actions towards strategic goals of the business. Therefore, Enterprise Architecture is the missing link between goals and solutions.
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Common Enterprise Architecture frameworks contain a lot of recording of existing things. Consider existing solutions, infrastructure and the like if needed for strategic or tactical actions.
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Enterprise Architecture is tangible
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If a developer is asked what Enterprise Architecture helps him right now - the answer must not be "Nothing".
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Agile in Enterprise Architecture
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Communication is everything - be a technical stakeholder in programs and define crisp and clear quality requirements which count for everything.
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Go live as soon as possible and control - to be developed software in several programs need to run as early as possible.
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Connect the customers and users to the programs - or at least represent them as good as possible.
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Lean in Enterprise Architecture
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Above all: Less is more - over engineered Enterprise Architecture helps no one, it only feels good.
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Identify Value - think what has to be done instead of what can be done.
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Map the Value Stream - Understand how the value flows through the organization.
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Create the Flow - Depict the flow of programs step by step and maximize efficiency and reduce waste.
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Establish Pull - Users and Customers control the flow and next iterations.
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Seek Perfection - Optimize the flow end to end in order to get better over time.
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Business Awareness - the WHAT & WHY
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Business Case (internal optimization, new program, fundamental services, ...)
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Alignment and Dependencies with other initiatives
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Expected revenue
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Owner
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Timeline and Roadmap
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User Orientation - the FOR-WHOM
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Targeted users or groups
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Expectations
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Acceptance Criteria
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Realization - the HOW
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Setup
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Planning
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Iterative approach
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