DAOD 2011-1, Enterprise Architecture Programme
Table of Contents
Date of Issue: 2019-10-16
Application: This DAOD is a directive that applies to employees of the Department of National Defence (DND employees) and an order that applies to officers and non-commissioned members of the Canadian Armed Forces (CAF members).
Supersession: CANFORGEN 017/08, Promulgation of the Department of National Defence and Canadian Forces Architecture Framework (DNDAF) and the Defence Architecture Data Model (DADM)
Approval Authority: Vice Chief of the Defence Staff (VCDS)
Enquiries: Director Enterprise Architecture (DEA)
enterprise architecture (architecture d’entreprise)
The collection of strategic information that defines a DND or CAF organization, the elements of the organization and interrelationships necessary to operate the organization to achieve its objectives, and the processes necessary for implementing new capabilities in the organization or the reinvestment or divestment of existing capabilities. (Defence Terminology Bank record number 31723)
3.1 The VCDS is responsible for ensuring the effectiveness and efficiency of the processes, procedures and toolsets that support the methodology and practice of enterprise architecture (EA) in the DND and the CAF.
3.2 The purpose of this DAOD is to establish the responsibilities necessary for the delivery, management and support of the EA Programme. The need for the adoption of an EA approach is recognized in the Treasury Board Directive on Management of Information Technology. See Appendices C and D of the Directive for additional information.
3.3 The EA Programme in the DND and the CAF is expected to:
- be a strategic enabler that aligns investment, divestment and reinvestment decisions to support accountability, control, compliance, risk management and higher level defence strategies;
- enable the visualization, through modelling techniques and diagrams, of significant aspects of business capabilities that would otherwise be very difficult to describe and articulate;
- enable governance structures and processes and better project portfolio prioritization;
- formalize engagement rules and facilitate identification of an organization’s specific EA and linkages with the EA of other organizations;
- enable support for timely evidence-based decision making, with knowledge of the impacts and projected effects, and anticipation of future demands and requirements;
- provide direction and oversight for organizational change, including the determination of the optimization point for the change, and explicitly shifting the optimization point for change to the enterprise level through a holistic view of end-to-end impact and effects across organizational and functional lines;
- allow stakeholders through a holistic approach to prioritize and justify often conflicting technology trade-off decisions, across multiple planning horizons;
- allow the leverage of technologies and innovations faster, avoid false starts and minimize the footprint of legacy solutions;
- promote knowledge and trust in people, processes and technology that are critical in breaking down the boundaries to information flow, which will allow knowledge to spread across the DND and the CAF by linking users, information providers and technical support personnel in a common effort; and
- provide for business capabilities to readily evolve with changes in strategy, resulting in an increased level of innovation, reduced technology complexity and improved component and platform reusability.
Effects of Not Adopting EA
3.4 Guidance for the effective and equitable usage of resources is very critical to ensure the sustainability of DND and CAF strategic objectives. Without the full implementation of the EA Programme, it will be difficult to evaluate, direct and monitor DND and CAF program activities. Incoherent governance activities may result in overlooking critical capabilities, with the risk of developing incompatible or overlapping capabilities. Accordingly, not fully implementing the EA Programme may result in:
- an inability to:
- reduce organizational complexity and have the required agility to sustain the organization’s change agenda;
- align capabilities and processes with business strategies to achieve a higher value for money and demonstrate a higher level of stewardship;
- identify program synergies and reallocate investments from sustainment to the change agenda;
- identify and track organizational interdependencies to ensure compliance and the effective management of business continuity;
- a lack of future state guidance that could result in the DND and the CAF not being able to project the roadmaps for technology investments to anticipate and meet the requirements of business capabilities;
- a reduced ability to support governance bodies in leveraging investment, divestment and reinvestment opportunities;
- the absence of future state roadmaps and migration plans, which could result in inconsistent and duplicated islands of data, and functional silos with domain or environmental specific system development and procurement; and
- the creation of a sub-optimal level of interoperability and agility that reduces the ability to have greater visibility in the execution of organizational programs, which may lead to uncertainties and overlap in roles and responsibilities.
4.1 DND employees and CAF members must manage the EA Programme in a manner that provides EA practitioners with an effective method for the development and capture of EA.
4.2 For the successful delivery of the EA Programme, essential components such as the EA framework, toolsets, training, client support services and governance must be available and applied.
4.3 Clear, consistent, communicated and managed EA must be used to provide decision makers at all levels with timely and critical information in support of change management and decision making.
5.1 DND employees and CAF members must comply with this DAOD. Should clarification of the policies or instructions set out in this DAOD be required, DND employees and CAF members may seek direction through their channel of communication or chain of command, as appropriate. Managers and military supervisors have the primary responsibility for and means of ensuring the compliance of their DND employees and CAF members with this DAOD.
Consequences of Non-Compliance
5.2 DND employees and CAF members are accountable to their respective managers and military supervisors for any failure to comply with the direction set out in this DAOD. Non-compliance with this DAOD may result in administrative action, including the imposition of disciplinary measures, for a DND employee, and administrative or disciplinary action, or both, for a CAF member. Non-compliance may also result in the imposition of liability on the part of Her Majesty in right of Canada, DND employees and CAF members.
Note – In respect of the compliance of DND employees, see the Treasury Board Framework for the Management of Compliance for additional information.
6.1 The following table identifies the responsibilities associated with this DAOD:
||is or are responsible for …
level one advisors
|DND employees and CAF members
Acts, Regulations, Central Agency Policies and Policy DAOD
- Framework for the Management of Compliance, Treasury Board
- Directive on Management of Information Technology, Treasury Board
- DAOD 2011-0, Enterprise Architecture
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