Operating in a complex regulatory environment with evolving legislative requirements, the client recognised that its existing technology landscape needed a stronger architectural foundation. Without a clear, enterprise-wide view of capabilities and supporting systems, it was difficult to prioritise investments or ensure alignment between technology, strategy, and compliance. Leadership sought greater clarity, stronger governance, and a plan to address data fragmentation and capability gaps before upcoming changes took effect.
What Prompted Change?
The client was operating in a dynamic and highly regulated environment, with major legislative changes approaching. As a relatively new federal entity, it needed to ensure that enterprise architecture was not only defined but actively embedded in day-to-day decision-making. This required a clear roadmap to plan, budget, and resource the uplift of architectural capability.
Past structural changes had left the data environment fragmented, creating inconsistent terminology and unclear accountability for data stewardship. Addressing these challenges alongside the legislative timeline meant a coordinated strategy was essential, one that could provide immediate clarity while building a sustainable foundation for future compliance and strategic delivery.
Strategy in Action
Fragile to Agile’s initial enterprise architecture engagement provided the foundation for a subsequent phase of work to define the client’s technology strategy and develop an interim target state. This included identifying projects that could commence immediately while awaiting the completion of a refreshed strategic direction.
The interim target state outlined a longer-term vision for technology needs and produced a high-level roadmap prioritising critical initiatives in data strategy, access, and integration. By front-loading these projects, the client could address the areas most impacted by legislative changes and deliver early benefits.
In parallel, Fragile to Agile developed a data strategy starting with a draft terminology model to promote a shared understanding of data governance concepts. Through interviews with staff, key challenges were identified and used to inform the development of a data architecture strategy and roadmap, along with defined roles and responsibilities for effective governance.
To strengthen the enterprise architecture function, we applied our proven methodology to assess the current state through stakeholder interviews, a maturity assessment of processes and artefacts, and a SWOT analysis. We then defined a target state to address gaps in process, governance, structure, and artefacts, supported by a roadmap of achievable, bite-sized projects to uplift and operationalise the enterprise architecture practice. Recommendations for EA-related roles and structural options were also provided to ensure sustainability.
Delivering Meaningful Impact
The engagement equipped the client with a clear and evidence-based understanding of the current maturity of its enterprise architecture function and related governance bodies. There is now a defined two-year vision for EA governance, structure, processes, and artefacts, supported by a detailed roadmap and project plans outlining resource requirements, costs, and risks. This provides a fact-based foundation for budget and resourcing decisions tied directly to strategic outcomes.
Senior leaders now have a strong grasp of the value of enterprise architecture, their role in governing it, and how it integrates with other key processes such as investment prioritisation and planning. The business capability model and interim target state were endorsed at the executive level, with priority projects funded and already in execution.
The data architecture strategy and roadmap are being used to guide the development of a cohesive data architecture, enabling improved governance, enhanced data quality, and greater accessibility through the consolidation of infrastructure. Together, these initiatives have positioned the client to meet upcoming legislative requirements and achieve long-term strategic alignment between technology and organisational objectives.
