Daljit Roy Banger is a London based principal consultant with White Knight Management Ltd (UK). Daljit has 23 years solid IT Industry experience, having undertaken assignments in the USA, Sweden, Switzerland, Finland, Hong Kong to name but a few, on behalf of large multi-national organisations.

Daljit holds a Master of Science Degree and is a Chartered IT Professional Member of British Computer Society (MBCS CITP) and has a special interest in architectural realisation.

Presentation
Architectural Due Diligence

It is the role of the Enterprise Architect (EA) and his/her team to define and deliver a technical roadmap that supports the short and long-term strategic and tactical objectives of the business. This Technical Road Map / Target Architecture requires the EA and his team to ensure that they understand the 'current operating environment state' and the associated milestones for delivering a future state model, based on solid value to the organisation, whilst providing on a daily basis the governance framework to ensure that the target is achievable.

The acquisition of knowledge for the current environment is both tedious and time consuming. This discovery process often exposes the EA and his team to critical questions from business sponsors with regards to the current value being derived by the business from this function. These questions often lead to an audit being instigated to examine both the team and its charter. This audit is often conducted in the form of an informal due diligence exercise.

We have noticed an increase in requests especially in the past 12 months from clients who wish to audit the value from the "Architectural Teams" on-site. Thus, the presentation will aim to share our thoughts and experiences with the audience.

• The Enterprise Architects - Those who must define and deliver the 'road map'. This part of the presentation will focus on the mapping of both the Architectural phases and artefacts in an agile operating environment. A list of components will be presented, which the team must endeavour to encapsulate in both their short and long term duties to the organisation. Amongst other things, a clear distinction will be drawn between the 'daily fire fighting elements of the role as opposed to the long term visionary aspects of the role.'


• Secondly, the Line Managers/Business Sponsors (often the IT Director) who need to ensure that value is derived for the business from having a technical strategy team onsite. This section of the presentation will highlight how to a structured Audit of an IT Architectural Team should be conducted and the questions and issues that should be addressed.

The above presentation will be supported by a short white paper.

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