Change management requires understanding current states of what is being changed and what will be impacted. EA produces plans, referred to as Roadmaps, that chart transformation paths from the current (as-is) to the desired (to-be) state of the organization.
To-be states define changes in structure and resources, typically a mix of financial, technical, human and physical, implemented through projects.
To achieve this EA frameworks provide systematic means to decompose an organization into its components at lower levels of detail, their dependencies and interactions. This stage of EA facilitates production of an as-is picture where various business, process and capability models can be generated.
The to-be part and Roadmaps are a mixture of art and science. The as-is state is more a matter of understanding what currently exits, and for simple transformations, organizations can map simple incremental change. Increases in the number of changes or complexity, has an exponential impact on alternative analysis of components, dependencies, interactions and impact. Development of to-be states also needs to address uncertainty and risk.
Roadmaps provide high level milestones, schedules and dependencies but are not about managing multiple projects or a master schedule. They reflect capability implementation and readiness based on transformation milestones.
