EA Organizational Structure

How the EA unit is set up inside the entity: the roles, the reporting line, the job descriptions for the work team, and the place the Chief Enterprise Architect reports through.

In brief

Where this page sits: EA roles and the EA organisational unit. NORA references them; the separate DGA Establishing EA Practice guideline is where they are detailed.
The internal structure and reporting line of the EA work team, with each role, its boundaries, and the experience it needs.
Gives the team a clear decision path and tells each member what is expected, so tasks and services run without overlap.
Main outputs: the role list, the approved structure, the unit founding document, the job descriptions, and a way to bring in outside expertise when needed.

Functional roles

Chief Enterprise Architect

Leads the work team, signs off the outputs, and is the Accountable (A) party in the responsibility matrix for every step of the national methodology.

Business Architect

Documents and develops business architecture components: capabilities, services, processes, organisational structure, and policies tied back to the entity strategy.

Beneficiary Experience Architect

Builds beneficiary experience components: beneficiary segments, journeys, touchpoints, and digital channels.

Data Architect

Develops data architecture components: entities, data flows, integrations, and data-exchange models inside and outside the entity.

Applications Architect

Develops applications architecture components in line with national technical standards covering business services and entity operations.

Technology Architect

Designs the technology infrastructure: networks, servers, cloud environments, and what is needed to run the solutions.

Security Architect

Protects components across other domains through cybersecurity controls, identity and access management, and national policy compliance.

EA Tool Administrator

Runs the EA tool: users and permissions, repository updates, and reports the team and stakeholders rely on.

Steps to build the structure

Detail the functional roles
Start from the entity approved list of EA tasks and services, derive the capabilities and skills each role needs, and write the job description from there.
Pick the structure model and the sourcing for each role
Choose the model that fits the entity size and maturity, then decide how each role is filled: an internal hire, a long-term contract, or a temporary external consultant.
Set the reporting line and name the sponsor
Decide where the EA unit sits inside the entity, closer to strategy management or to the IT function, and name the sponsor the unit reports to.
Draft the unit founding document
Pull the earlier outputs into one document that covers the unit mandate, the proposed structure, the roles, and the scope of authority, then submit it for formal approval.

Criteria for organizational reporting

Criterion	Strategy-Focused	IT-Focused
Focus	Backs strategy formation and roadmap selection, and leads the entity large strategic digital projects.	Aligns technology capabilities with business direction and develops the technology architecture and supporting standards.
Sponsor	Head of strategy or equivalent.	Chief Information Officer (CIO) or equivalent.
Scope	The scope does not change with the reporting line, and every approved task must be delivered.	The scope does not change with the reporting line, and every approved task must be delivered.

Key takeaway

An EA unit with a clear structure, eight roles each with its own job description, and a flexible way to fill them through internal staff, contract, or consultants, is enough to run the practice in line with the national methodology and the entity maturity targets.

This guideline is issued by the Digital Government Authority under the National Enterprise Architecture Framework (NORA).

Establishing the practice

Operating model for the EA office.

EA tasks

Tasks across the seven stages.

EA governance

The governance committee and its procedures.

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In brief

Where this page sits: EA roles and the EA organisational unit. NORA references them; the separate DGA Establishing EA Practice guideline is where they are detailed.
The internal structure and reporting line of the EA work team, with each role, its boundaries, and the experience it needs.
Gives the team a clear decision path and tells each member what is expected, so tasks and services run without overlap.
Main outputs: the role list, the approved structure, the unit founding document, the job descriptions, and a way to bring in outside expertise when needed.

Functional roles

Chief Enterprise Architect

Leads the work team, signs off the outputs, and is the Accountable (A) party in the responsibility matrix for every step of the national methodology.

Business Architect

Documents and develops business architecture components: capabilities, services, processes, organisational structure, and policies tied back to the entity strategy.

Beneficiary Experience Architect

Builds beneficiary experience components: beneficiary segments, journeys, touchpoints, and digital channels.

Data Architect

Develops data architecture components: entities, data flows, integrations, and data-exchange models inside and outside the entity.

Applications Architect

Develops applications architecture components in line with national technical standards covering business services and entity operations.

Technology Architect

Designs the technology infrastructure: networks, servers, cloud environments, and what is needed to run the solutions.

Security Architect

Protects components across other domains through cybersecurity controls, identity and access management, and national policy compliance.

EA Tool Administrator

Runs the EA tool: users and permissions, repository updates, and reports the team and stakeholders rely on.

Steps to build the structure

Detail the functional roles

Start from the entity approved list of EA tasks and services, derive the capabilities and skills each role needs, and write the job description from there.

Pick the structure model and the sourcing for each role

Choose the model that fits the entity size and maturity, then decide how each role is filled: an internal hire, a long-term contract, or a temporary external consultant.

Set the reporting line and name the sponsor

Decide where the EA unit sits inside the entity, closer to strategy management or to the IT function, and name the sponsor the unit reports to.

Draft the unit founding document

Pull the earlier outputs into one document that covers the unit mandate, the proposed structure, the roles, and the scope of authority, then submit it for formal approval.

Criteria for organizational reporting

Criterion	Strategy-Focused	IT-Focused
Focus	Backs strategy formation and roadmap selection, and leads the entity large strategic digital projects.	Aligns technology capabilities with business direction and develops the technology architecture and supporting standards.
Sponsor	Head of strategy or equivalent.	Chief Information Officer (CIO) or equivalent.
Scope	The scope does not change with the reporting line, and every approved task must be delivered.	The scope does not change with the reporting line, and every approved task must be delivered.

Key takeaway

This guideline is issued by the Digital Government Authority under the National Enterprise Architecture Framework (NORA).

EA Organizational Structure

In brief

Functional roles

Steps to build the structure

Criteria for organizational reporting

Related

Establishing the practice

EA tasks

EA governance

Ready to start?

EA Organizational Structure

In brief

Functional roles

Steps to build the structure

Criteria for organizational reporting

Related

Establishing the practice

EA tasks

EA governance

Ready to start?