What is your approach to enterprise architecture (EA) governance?

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Chief Enterprise Architect in Finance (non-banking), 10,001+ employees
We are introducing the architecture review process and oversight for monitoring architecture posture. One key area of governance is everything around capability management, including how you define a capability and how you manage maturity so that your current state and future state are defined on a common scale. The second is around technology governance: What are the standards? Do you have a declaration of standards for capabilities? Are you measuring compliance around that? 

We have introduced a solution architecture practice within EA with the goal of scaling platform architecture across Intuit in a consistent manner. Within the solution architecture practice, we have defined the Intuit Well-Architected framework as well as the tooling, design checklist and template; it enables solution engineers to design and deliver well-architected solutions. We don't bring those projects to the Intuit architecture reviews because I'm trying to make this a more self-serve process. We provide the teams with that framework and checklist, and although it does require some hand holding in the beginning, eventually you’ll empower individual teams to use those guides. For checks and balances, you get a score depending on whether a design is compliant. Your architecture metrics then reflect how many designs have been compliant. But if something is very big or complex in scope, we will bring it to our Intuit wide review so we can look into it from an end-to-end perspective using the same framework approach. So in some places I might be a driver, and sometimes I might be a contributor.
Chief Technology Officer in Healthcare and Biotech, 1,001 - 5,000 employees
It's a broad topic but we strive to follow the TOGAF guidance -> https://pubs.opengroup.org/architecture/togaf8-doc/arch/chap26.html
Sr. Director of Engineering in Software, 51 - 200 employees
EA governance is a set of standard practices and procedures to establish and manage a business. It takes care of domains like organisation, Business Architecture, Information Architecture, Application Architecture, and Technological Architecture. The TOGAF standard is well known and is practiced in this area. 
CTO in Healthcare and Biotech, 2 - 10 employees
Periodic reflection on cost, technical improvement, and building from first principles - what is the minimum requirement of each piece and how can our architecture be simplified to achieve that requirement? We constantly strive to improve the ease of install with new customers, which forces ongoing review of our enterprise architecture with support and accountability for the teams involved.
Senior Director Of Engineering in Services (non-Government), 51 - 200 employees
We follow TOGAF - https://pubs.opengroup.org/architecture/togaf8-doc/arch/toc.html
VP of Engineering in Finance (non-banking), 10,001+ employees
We have architecture review process where the senior architects work with each other on 3~8 year goals outside of significant projects that are in progress. This allows them to think about how architecture needs to evolve and identify specific work. 
CTO in Finance (non-banking), 51 - 200 employees
Setup certain guidelines and practices with periodic review of cost and relevance
Vice President of Software Development in Finance (non-banking), 1,001 - 5,000 employees
Firstly, coming up with Principles and guidelines. Secondly having the process well defined and lastly having the Program governed by PMO.
While providing the guidance, it is important to have alignment ( non-negotiables) and autonomy ( negotiables) to be well defined. For example, how would the team be experimenting to standardize the POC into a product?
Having well-defined processes and boundaries well defined will help the team make some autonomous decisions that can expedite the outcomes while at the same time not reinventing the wheel.
having a strong program overlook and governance can help make sure we are not deviating and make sure we are not taking indefinite time and resources. 
VP of Engineering in Software, 11 - 50 employees
We have one principal architect who is in charge of all architecture reviews. We also follow an Applications Architecture as supported in TOGAF - https://pubs.opengroup.org/architecture/togaf8-doc/arch/toc.html. It allows us to deploy individual application systems interacting with each other and integrate their relationships to our core business processes.
VP of Engineering in Software, 51 - 200 employees
We now adopt cloud-first and specifically AWS. We use AWS products as much as possible and follow the Well Architected Framework and its tools.

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