McKeen et al (2012) discusses the need to distinguish between strategic architecture governance and tactical architecture governance. As a Reply to this message, discuss the concept of these two governance structures and include the following:
Governance is the act of setting policy, expectations or providing oversight for reaching particular goals. Strategic governance is higher level, relates to overall strategy, alignment with business objectives and is usually set by senior executives on both the business and IT sides of an organization; strategic governance is often viewed as being long-term. Tactical governance is more specific, relates to the actual execution of projects/strategy and usually involves individuals in more technical or action-oriented roles as opposed to planning roles; tactical governance is often considered to be more short-term and smaller in scope. Arguably strategic has to do with plans that are more static and will not change relative to external forces or changes while tactical is more flexible and can be modified or changed as the situation necessitates. As a result both strategic and tactical governance are necessary for an organization to be effective. Groups involved in strategic governance are responsible for ensuring that overall planning meets the needs and requirements of the business, and to ensure that planning is track with the objectives of the organization. Tactical governance, on the other hand, is required in order to effectively manage systems, tools or programs within the business, while simultaneously being flexible enough to modify or change plans in order to execute ideas to accomplish objectives given any limitations or changes that would impact technical execution. Governance can be visible in different ways within an organization. In my organization strategic governance is visible in terms of the company keeping the overall objectives and business plans of the organization visible for the entire organization. Tactical governance occurs at virtually every level where plans are executed upon. Even in my role in operations, we have plans and ideas that we would love to accomplish, but these goals must be modified depending on changes in funding, systems, or even low level objectives.