For many years, I was involved with the Federation of EA Professional Organizations, or FEAPO. Started by Dr. Brian Cameron (founder of the Center for Enterprise Architecture at Pennsylvania State University), the goal of FEAPO was to create an international consensus body that could review, evaluate, and approve training programs and software systems targeted at Enterprise Architecture, providing a neutral third party “seal of approval” for programs and software that met a minimum standard.
The members of FEAPO were not individuals. They were representatives of organizations. Some large (such at the IEEE) and some small (such as the organization I was from, Mark Lane’s Center for the Advancement of the EA Profession or CAEAP). Each brought the credibility of their sponsoring organization and each organization had the opportunity to review, contribute, and collaborate on the deliverables and goals of the federation.
The first big deliverable of FEAPO was the Perspectives paper. Approved by each of the members, and published in the pages of the Architecture and Governance Magazine under legendary editor George Paras, the Perspectives on Enterprise Architecture paper was largely written by Dr. Brian Cameron and myself, Nick Malik, with extensive inputs and edits by the core members of the FEAPO team. This paper established the first internationally agreed description of Enterprise Architecture from a single reliable source.
That description is as follows:
Enterprise Architecture is a well-defined practice for conducting enterprise analysis, design, planning,
and implementation, using a holistic approach at all times, for the successful development and
execution of strategy. Enterprise Architecture applies architecture principles and practices to guide
organizations through the business, information, process, and technology changes necessary to execute
their strategies. These practices utilize the various aspects of an enterprise to identify, motivate, and
achieve these changes.
Enterprise Architecture is a well-defined practice for conducting enterprise analysis, design, planning,
and implementation, using a holistic approach at all times, for the successful development and
execution of strategy. Enterprise Architecture applies architecture principles and practices to guide
organizations through the business, information, process, and technology changes necessary to execute
their strategies. These practices utilize the various aspects of an enterprise to identify, motivate, and
achieve these changes.
There were many deliverables that I was involved with. I’m sharing some here for posterity.
The Perspectives Paper which provided the first internationally recognized description of Enterprise Architecture.
The Career Guide which is a comprehensive description of the skills required to become an Enterprise Architect with a section on how to find and hire one.
The FEAPO Ontology defined terms used by Enterprise Architects. I left during the creation of this artifact so I do not know if it was ever approved. (at this time, I’m working to find the last version of this document).
The Code of Ethics for members of FEAPO organizations involved in Enterprise Architecture was adopted without much fanfare by FEAPO. It was originally submitted by my organizational sponsor, the CAEAP.