Enterprise architect

Find out what an enterprise architect in government does and the skills you need to do the role at each level.

Last updated 30 November 2024 — See all updates

Contents

— What an enterprise architect does
— Enterprise architect role levels

— 1. Enterprise architect
— 2. Senior enterprise architect
— 3. Lead enterprise architect
— 4. Principal enterprise architect

— Roles that share enterprise architect skills

What an enterprise architect does

Enterprise architects are leaders working across different levels within an organisation to translate the business strategy into business change and technical delivery.

In this role, you will:

identify priorities for change to enable delivery at pace
lead and influence the delivery of cross-cutting capabilities that enable change
own the enterprise architecture vision, strategy and roadmaps from a business, technology and data perspective, including ‘as is’, ‘to be’ and transitional states
consult and support collaboration across the business
understand the organisation’s ecosystem and its interdependencies, including reference architectures
take a strategic view across all architectural domains, portfolios and programmes
guide the organisation to make appropriate business, technology and data decisions by recommending reuse, sustainability and scalability, to achieve value for money and reduce risk
establish architectural principles, policies and standards
collaborate and consult with stakeholders to assure business, technology and data decisions are aligned with enterprise architecture strategy
develop the architecture community
carry out horizon scanning across industry, identifying emerging trends and their potential impact and opportunity for the organisation

Enterprise architect role levels

There are 4 enterprise architect role levels, from enterprise architect to principal enterprise architect.

The typical responsibilities and skills for each role level are described in the sections below. You can use this to identify the skills you need to progress in your career, or simply to learn more about each role in the Government Digital and Data profession.

1. Enterprise architect

An enterprise architect supports other architects in developing the strategy.

At this role level, you will:

network and communicate with stakeholders across domains or enterprises, and identify opportunities for improvement
use best practice
use emerging technologies and approaches
learn to identify influences or risks
play a part in successful delivery of the team’s objectives

This role level is often performed at the Civil Service job grade of:

HEO (Higher Executive Officer)
SEO (Senior Executive Officer)

Skill	Description
Architect for the whole context Level: practitioner Practitioner is the third of 4 ascending skill levels	You can: work to support wider organisational objectives beyond your immediate goals track emerging internal and external issues over time that could affect the work of teams across the organisation take action to solve or mitigate problems by influencing colleagues across the organisation
Architecture communication Level: practitioner Practitioner is the third of 4 ascending skill levels	You can: lead the communication of complicated, complex or risky architecture topics with technical and non-technical stakeholders communicate with senior stakeholders across your organisation adapt your message and communication techniques to your audience advocate on behalf of a team to other stakeholders manage stakeholder expectations effectively
Commercial perspective Level: working Working is the second of 4 ascending skill levels	You can: understand commercial processes and the appropriate internal contacts within a government department understand different sourcing strategies and when to apply them
Community collaboration Level: working Working is the second of 4 ascending skill levels	You can: contribute to the work of others motivate and empower teams create the right environment for teams to work in, and can identify the best team makeup depending on the situation recognise and deal with issues
Enterprise architecture Level: working Working is the second of 4 ascending skill levels	You can: turn an organisation's goals into clear objectives, with limited direction design an architecture that defines the technology, people, process and other elements needed to achieve organisation objectives, with support
Making architectural decisions Level: working Working is the second of 4 ascending skill levels	You can: work with others to make architectural design decisions characterised by managed levels of risk and complexity identify and address architectural risks relevant to your team or domain, for example, business, data, or security engage with architectural governance and assurance to effectively manage decisions and risks, with support
Problem definition and shaping Level: working Working is the second of 4 ascending skill levels	You can: help to frame a problem characterised by managed levels of complexity, complication, or risk so that a solution can be created help to create options for solving problems at an appropriate level of detail
Strategy design Level: working Working is the second of 4 ascending skill levels	You can: support the development of a strategy or vision that aligns with organisational objectives challenge requirements and assumptions, and identify opportunities to develop strategy support the implementation of a strategy or vision, for example, by using a roadmap or plan use architectural principles, patterns, and constraints when appropriate

You can:

work to support wider organisational objectives beyond your immediate goals
track emerging internal and external issues over time that could affect the work of teams across the organisation
take action to solve or mitigate problems by influencing colleagues across the organisation

You can:

lead the communication of complicated, complex or risky architecture topics with technical and non-technical stakeholders
communicate with senior stakeholders across your organisation
adapt your message and communication techniques to your audience
advocate on behalf of a team to other stakeholders
manage stakeholder expectations effectively

You can:

understand commercial processes and the appropriate internal contacts within a government department
understand different sourcing strategies and when to apply them

You can:

contribute to the work of others
motivate and empower teams
create the right environment for teams to work in, and can identify the best team makeup depending on the situation
recognise and deal with issues

You can:

turn an organisation's goals into clear objectives, with limited direction
design an architecture that defines the technology, people, process and other elements needed to achieve organisation objectives, with support

You can:

work with others to make architectural design decisions characterised by managed levels of risk and complexity
identify and address architectural risks relevant to your team or domain, for example, business, data, or security
engage with architectural governance and assurance to effectively manage decisions and risks, with support

You can:

help to frame a problem characterised by managed levels of complexity, complication, or risk so that a solution can be created
help to create options for solving problems at an appropriate level of detail

You can:

support the development of a strategy or vision that aligns with organisational objectives
challenge requirements and assumptions, and identify opportunities to develop strategy
support the implementation of a strategy or vision, for example, by using a roadmap or plan
use architectural principles, patterns, and constraints when appropriate

2. Senior enterprise architect

A senior enterprise architect supports lead architects in ensuring the strategy is developed, agreed and followed.

At this role level, you will:

network and communicate with stakeholders across domains or enterprises
identify opportunities for improvement
support a community or team
use best practice
use emerging technologies and approaches
play an active part in the team and understand how to deliver the team’s objectives to meet organisational goals
identify influences or risks
play a part in successful delivery of the long-term strategy

This role level is often performed at the Civil Service job grade of:

SEO (Senior Executive Officer)
G7 (Grade 7)

Skill	Description
Architect for the whole context Level: practitioner Practitioner is the third of 4 ascending skill levels	You can: work to support wider organisational objectives beyond your immediate goals track emerging internal and external issues over time that could affect the work of teams across the organisation take action to solve or mitigate problems by influencing colleagues across the organisation
Architecture communication Level: practitioner Practitioner is the third of 4 ascending skill levels	You can: lead the communication of complicated, complex or risky architecture topics with technical and non-technical stakeholders communicate with senior stakeholders across your organisation adapt your message and communication techniques to your audience advocate on behalf of a team to other stakeholders manage stakeholder expectations effectively
Commercial perspective Level: working Working is the second of 4 ascending skill levels	You can: understand commercial processes and the appropriate internal contacts within a government department understand different sourcing strategies and when to apply them
Community collaboration Level: practitioner Practitioner is the third of 4 ascending skill levels	You can: work collaboratively in a group, actively networking with others adapt feedback to ensure it’s effective and lasting use your initiative to identify problems or issues in the team dynamic and rectify them identify issues through Agile ‘health checks’ with the team, and help to stimulate the right responses
Enterprise architecture Level: practitioner Practitioner is the third of 4 ascending skill levels	You can: design an architecture that defines the technology, people, process and other elements needed to achieve organisation objectives work with others across the organisation to ensure your design is used to achieve the organisation’s objectives
Making architectural decisions Level: practitioner Practitioner is the third of 4 ascending skill levels	You can: make and guide architectural design decisions characterised by medium risk and complexity identify and address architectural risks that affect multiple teams or domains use architectural governance and assurance to make design decisions and manage technical risks at the appropriate level contribute to the development of architectural governance and assurance
Problem definition and shaping Level: practitioner Practitioner is the third of 4 ascending skill levels	You can: frame a problem characterised by medium complexity, complication, or risk so that a solution can be created produce architectural representations that enable different teams to have a shared understanding of problems throughout the life cycle describe options for solving problems so that appropriate delivery methods can be decided
Strategy design Level: practitioner Practitioner is the third of 4 ascending skill levels	You can: define strategies or visions across teams that align with organisational objectives direct the implementation of a strategy or vision, for example, by creating roadmaps or plans define architectural principles and patterns develop or maintain strategy in response to feedback and findings

You can:

work to support wider organisational objectives beyond your immediate goals
track emerging internal and external issues over time that could affect the work of teams across the organisation
take action to solve or mitigate problems by influencing colleagues across the organisation

You can:

lead the communication of complicated, complex or risky architecture topics with technical and non-technical stakeholders
communicate with senior stakeholders across your organisation
adapt your message and communication techniques to your audience
advocate on behalf of a team to other stakeholders
manage stakeholder expectations effectively

You can:

understand commercial processes and the appropriate internal contacts within a government department
understand different sourcing strategies and when to apply them

You can:

work collaboratively in a group, actively networking with others
adapt feedback to ensure it’s effective and lasting
use your initiative to identify problems or issues in the team dynamic and rectify them
identify issues through Agile ‘health checks’ with the team, and help to stimulate the right responses

You can:

design an architecture that defines the technology, people, process and other elements needed to achieve organisation objectives
work with others across the organisation to ensure your design is used to achieve the organisation’s objectives

You can:

make and guide architectural design decisions characterised by medium risk and complexity
identify and address architectural risks that affect multiple teams or domains
use architectural governance and assurance to make design decisions and manage technical risks at the appropriate level
contribute to the development of architectural governance and assurance

You can:

frame a problem characterised by medium complexity, complication, or risk so that a solution can be created
produce architectural representations that enable different teams to have a shared understanding of problems throughout the life cycle
describe options for solving problems so that appropriate delivery methods can be decided

You can:

define strategies or visions across teams that align with organisational objectives
direct the implementation of a strategy or vision, for example, by creating roadmaps or plans
define architectural principles and patterns
develop or maintain strategy in response to feedback and findings

3. Lead enterprise architect

A lead enterprise architect plays a high level role in ensuring the strategy is developed, agreed and followed.

At this role level, you will:

network and communicate with senior stakeholders across enterprises, and seek opportunities for improvement
support at least one community or team, or a combination of both
find and use best practice and emerging technologies and approaches
lead teams including enterprise architects and help them understand how to deliver the team’s objectives to meet organisational goals
horizon scan for influences or risks
support successful delivery of the long-term strategy
take a leading role in the overall direction of business and digital capabilities

This role level is often performed at the Civil Service job grade of:

G7 (Grade 7)
G6 (Grade 6)

Skill	Description
Architect for the whole context Level: expert Expert is the fourth of 4 ascending skill levels	You can: assess how trends in society and industry practices might impact the organisation work with people outside of your organisation to inform policies, strategies and standards anticipate changes to policy and build resilience through your architectural work coach others in identifying important trends
Architecture communication Level: expert Expert is the fourth of 4 ascending skill levels	You can: communicate with technical and non-technical stakeholders at all levels, and across organisations, using architecture communication techniques mediate between people in difficult architectural discussions gain support from business and technical stakeholders for architectural initiatives with high levels of risk, impact and complexity coach and support others in architecture communication
Commercial perspective Level: practitioner Practitioner is the third of 4 ascending skill levels	You can: identify appropriate contractual frameworks and approaches identify, evaluate and select appropriate suppliers
Community collaboration Level: practitioner Practitioner is the third of 4 ascending skill levels	You can: work collaboratively in a group, actively networking with others adapt feedback to ensure it’s effective and lasting use your initiative to identify problems or issues in the team dynamic and rectify them identify issues through Agile ‘health checks’ with the team, and help to stimulate the right responses
Enterprise architecture Level: practitioner Practitioner is the third of 4 ascending skill levels	You can: design an architecture that defines the technology, people, process and other elements needed to achieve organisation objectives work with others across the organisation to ensure your design is used to achieve the organisation’s objectives
Making architectural decisions Level: practitioner Practitioner is the third of 4 ascending skill levels	You can: make and guide architectural design decisions characterised by medium risk and complexity identify and address architectural risks that affect multiple teams or domains use architectural governance and assurance to make design decisions and manage technical risks at the appropriate level contribute to the development of architectural governance and assurance
Problem definition and shaping Level: expert Expert is the fourth of 4 ascending skill levels	You can: lead the framing of a problem characterised by high complexity, complication, or risk so that a solution can be created coach others in defining problems and describing appropriate options for solutions help others challenge requirements and assumptions, and identify opportunities when defining problems and solution options
Strategy design Level: expert Expert is the fourth of 4 ascending skill levels	You can: define and connect strategies or visions across the organisation or wider government enable the implementation of strategies or visions across the organisation or wider government, for example, by advocating for resources and removing blockers

You can:

assess how trends in society and industry practices might impact the organisation
work with people outside of your organisation to inform policies, strategies and standards
anticipate changes to policy and build resilience through your architectural work
coach others in identifying important trends

You can:

communicate with technical and non-technical stakeholders at all levels, and across organisations, using architecture communication techniques
mediate between people in difficult architectural discussions
gain support from business and technical stakeholders for architectural initiatives with high levels of risk, impact and complexity
coach and support others in architecture communication

You can:

identify appropriate contractual frameworks and approaches
identify, evaluate and select appropriate suppliers

You can:

work collaboratively in a group, actively networking with others
adapt feedback to ensure it’s effective and lasting
use your initiative to identify problems or issues in the team dynamic and rectify them
identify issues through Agile ‘health checks’ with the team, and help to stimulate the right responses

You can:

design an architecture that defines the technology, people, process and other elements needed to achieve organisation objectives
work with others across the organisation to ensure your design is used to achieve the organisation’s objectives

You can:

make and guide architectural design decisions characterised by medium risk and complexity
identify and address architectural risks that affect multiple teams or domains
use architectural governance and assurance to make design decisions and manage technical risks at the appropriate level
contribute to the development of architectural governance and assurance

You can:

lead the framing of a problem characterised by high complexity, complication, or risk so that a solution can be created
coach others in defining problems and describing appropriate options for solutions
help others challenge requirements and assumptions, and identify opportunities when defining problems and solution options

You can:

define and connect strategies or visions across the organisation or wider government
enable the implementation of strategies or visions across the organisation or wider government, for example, by advocating for resources and removing blockers

4. Principal enterprise architect

A principal enterprise architect leads at the highest level and is responsible for ensuring the strategy is developed, agreed and followed.

At this role level, you will:

network and communicate with senior stakeholders across enterprises, and actively seek opportunities for improvement
support multiple communities and teams
find and use best practice
find and use emerging technologies and approaches
inspire other enterprise architects and help them understand how to meet organisational goals
horizon scan for external influences or risks
support successful delivery of the long-term strategy
be responsible for the overall direction of business and digital capabilities
be responsible for the creation, maintenance and consumption of a Digital Twin

This role level is often performed at the Civil Service job grade of:

G6 (Grade 6)

Skill	Description
Architect for the whole context Level: expert Expert is the fourth of 4 ascending skill levels	You can: assess how trends in society and industry practices might impact the organisation work with people outside of your organisation to inform policies, strategies and standards anticipate changes to policy and build resilience through your architectural work coach others in identifying important trends
Architecture communication Level: expert Expert is the fourth of 4 ascending skill levels	You can: communicate with technical and non-technical stakeholders at all levels, and across organisations, using architecture communication techniques mediate between people in difficult architectural discussions gain support from business and technical stakeholders for architectural initiatives with high levels of risk, impact and complexity coach and support others in architecture communication
Commercial perspective Level: practitioner Practitioner is the third of 4 ascending skill levels	You can: identify appropriate contractual frameworks and approaches identify, evaluate and select appropriate suppliers
Community collaboration Level: expert Expert is the fourth of 4 ascending skill levels	You can: solve and unblock issues between teams or departments at the highest level coach the organisation on team dynamics and conflict resolution, while also building and growing the community
Enterprise architecture Level: expert Expert is the fourth of 4 ascending skill levels	You can: lead others designing architectures defining the technology, people, process and other elements needed to achieve organisation objectives work with others beyond the organisation to influence organisational structures, technology, people and processes to achieve objectives ensure organisation-wide changes align with the architectural strategy
Making architectural decisions Level: expert Expert is the fourth of 4 ascending skill levels	You can: make and guide architectural design decisions characterised by high levels of risk and complexity identify and address architectural risks across the organisation or wider government lead and evolve architectural governance and assurance represent architectural governance as part of wider governance, for example, legal or commercial
Problem definition and shaping Level: expert Expert is the fourth of 4 ascending skill levels	You can: lead the framing of a problem characterised by high complexity, complication, or risk so that a solution can be created coach others in defining problems and describing appropriate options for solutions help others challenge requirements and assumptions, and identify opportunities when defining problems and solution options
Strategy design Level: expert Expert is the fourth of 4 ascending skill levels	You can: define and connect strategies or visions across the organisation or wider government enable the implementation of strategies or visions across the organisation or wider government, for example, by advocating for resources and removing blockers

You can:

assess how trends in society and industry practices might impact the organisation
work with people outside of your organisation to inform policies, strategies and standards
anticipate changes to policy and build resilience through your architectural work
coach others in identifying important trends

You can:

communicate with technical and non-technical stakeholders at all levels, and across organisations, using architecture communication techniques
mediate between people in difficult architectural discussions
gain support from business and technical stakeholders for architectural initiatives with high levels of risk, impact and complexity
coach and support others in architecture communication

You can:

identify appropriate contractual frameworks and approaches
identify, evaluate and select appropriate suppliers

You can:

solve and unblock issues between teams or departments at the highest level
coach the organisation on team dynamics and conflict resolution, while also building and growing the community

You can:

lead others designing architectures defining the technology, people, process and other elements needed to achieve organisation objectives
work with others beyond the organisation to influence organisational structures, technology, people and processes to achieve objectives
ensure organisation-wide changes align with the architectural strategy

You can:

make and guide architectural design decisions characterised by high levels of risk and complexity
identify and address architectural risks across the organisation or wider government
lead and evolve architectural governance and assurance
represent architectural governance as part of wider governance, for example, legal or commercial

You can:

lead the framing of a problem characterised by high complexity, complication, or risk so that a solution can be created
coach others in defining problems and describing appropriate options for solutions
help others challenge requirements and assumptions, and identify opportunities when defining problems and solution options

You can:

define and connect strategies or visions across the organisation or wider government
enable the implementation of strategies or visions across the organisation or wider government, for example, by advocating for resources and removing blockers

Role	Shared skills
Solution architect	Architect for the whole context Architecture communication Commercial perspective Community collaboration Making architectural decisions Problem definition and shaping Strategy design
Technical architect	Architect for the whole context Architecture communication Community collaboration Making architectural decisions Strategy design
Change and release manager	Community collaboration
Command and control centre manager	Community collaboration
Frontend developer	Community collaboration

Updates

Published 30 August 2022

Last updated 30 November 2024

30 November 2024

In the 'expert' level description of the 'community collaboration' skill, the second requirement referring to 'understand the pychology of the team and have strong mediation skills' was removed as it is duplicated meaning of other requirements and does not meet framework guidelines for technical skills. This ensures consistency with the rest of the framework and allows for the skill to be shared with roles previously using the 'community collaboration (frontend developer)' skill.

31 May 2024

Enterprise architect now includes the skills 'architect for the whole context', 'architecture communication', 'making architectural decisions' and 'strategy design'.
The 'enterprise and business architecture' skill has been renamed 'enterprise architecture'. The proficiency level descriptions for 'problem definition and shaping' and 'enterprise architecture' have been updated.
The skills 'communicating between the technical and non-technical', 'governance and assurance', 'Government Digital and Data perspective', 'making and guiding decisions' have been removed from the role.
The indicative job grades for 2 role levels have been updated. Enterprise architect has been updated from 'SEO and G7' to 'HEO and SEO'. Senior enterprise architect has been updated from 'G7' to 'SEO and G7'. This change is based on the latest data on the most common grades for these role levels across government.

1 December 2023

The 'DDaT perspective' skill was renamed 'Government Digital and Data perspective' across the framework. This follows the launch of the new Government Digital and Data brand that replaces DDaT.

31 July 2023

Enterprise architect was moved to the new architecture role group.

30 August 2022

First published.

Enterprise architect

What an enterprise architect does

Enterprise architect role levels

1. Enterprise architect

2. Senior enterprise architect

3. Lead enterprise architect

4. Principal enterprise architect

Updates

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Cookies on Government Digital and Data Profession Capability Framework

Enterprise architect

What an enterprise architect does

Enterprise architect role levels

1. Enterprise architect

2. Senior enterprise architect

3. Lead enterprise architect

4. Principal enterprise architect

Roles that share enterprise architect skills

Updates

Is this page useful?

Thank you for your feedback