Launching Enterprise Architecture Initiatives is often challenging because in the early stages you typically start with an underdeveloped concept and a boat load of ideas that are overwhelming and unorganized. From any concept you start by beginning to understand which capabilities you are trying to build or mature. Documentation allows you to present the ideas and supporting facts to a larger audience for stakeholder support and engagement. It is the stakeholder support that helps propel the initiative forward.
For years our Customer Service department had discussed, but never managed to implement a Customer Relationship Management (CRM) tool - Agent Desktop, that they sorely needed.
After I joined the EA group, my first assignment was to find out why previous launch attempts failed and overcome those obstacles. As much as it irritated the business to start the discussions from the beginning again with another IT person, it was necessary, because although there were a number of business and IT folks who worked on this concept over the years, there was little to no documentation.
One of the biggest reasons they failed to launch was that they were trying to 'boil the ocean' and didn't have a way to communicate to others their vision, goals, and strategy.
I'm happy to report that the first phase is currently in beta with several business units. Initial feedback from management and CCR's is extremely positive. And because they are well into execution, I am no longer actively involved on a daily basis. It is always hard for me to transition off a project that you worked so hard to get off the ground.
I like your point about the reason previous attempts failed is because the launch activities tried to "boil the ocean." I think that everyone can understand this concept when you communicate why initiatives fail. Starting with one thing and then looking for the impact/changes can help identify where to go next.
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