Appendix B: Development of EA Principles The development of architecture principles is typically influenced by the following : • Enterprise mission and plans: The mission, plans, and organizational infrastructure of the enterprise. • Enterprise strategic initiatives: The characteristics of the enterprise; its strengths, weaknesses, opportunities, threats, and its current enterprise-wide initiatives (such as process improvement and quality management). • External constraints: Market factors (time-to-market imperatives, customer expectations, etc.); existing and potential legislation. • Current systems and technology: The set of information resources deployed within the enterprise, including systems documentation, equipment inventories, network configuration diagrams, policies, and procedures. • Emerging industry trends: Predictions about economic, political, technical, and market factors that influence the enterprise environment. The EA Principles are developed by following a systematic process to create, socialize, approve and communicate them to ensure that they will have the desired effect. This process involves the following five key steps :  Step 1- Identification of the EA Principles: The EA Principles identified in this document were mostly derived from previous EA Principle documents. The following main sources were consulted and leveraged: • The Open Group Architecture Framework (TOGAF) defined Architecture Principles; • Canada Border Services Agency (CBSA) defined Architecture Principles; • Treasury Board defined Architecture Principles; • (Draft) DFO-MPO Enterprise Architecture Principles; • Correctional Service Canada (CSC) defined Architecture Principles.  Step 2- Definition of the EA Principles: Once identified, the principles are further defined along the following five criteria and properly documented to fit ESDC’s business needs. EA Principles should be few in number and future-oriented. • Understandable: The intention of the principle is clear and unambiguous so that it can be quickly grasped and understood by individuals throughout the organization. • Robust: The principle will enable good quality decisions about architectures and plans to be made and enforceable policies and standards to be created. Each principle should be sufficiently definitive and precise to support consistent decision-making in complex, potentially controversial situations. • Complete: Every potentially important principle governing the management of information and technology for the organization is defined. The principles cover every situation perceived. • Consistent: Strict adherence to one principle may require a loose interpretation of another principle. The set of principles must be expressed in a way that allows a balance of interpretations. • Stable: Principles should be enduring, yet able to accommodate change. An amendment process should be established for adding, removing, or altering principles after they are initially ratified.  Step 3 – Revision of EA Principles: Architects within EA/IM Directorate are initially engaged to review and revise the proposed EA Principles. Following that initial revision, some additional key stakeholders could also be engaged in the revision as required.  Step 4 – Governance and Communication: Once the revision is completed and the EA Principles are agreed upon, they will be governed, endorsed and communicated within ESDC. Senior management will then champion the EA Principles.  Step 5 – Leveraging the EA principles: The EA Principles will be used as an important tool for Departmental governance within the Gating process of any technology projects. They provide a firm foundation for making architecture and planning decisions, framing policies, procedures and standards, and supporting resolution of contradictory situations.