I think that selling management on anything is a task in itself. Expecially when your trying to sell something as large as a security architecture. I think that the best way to go about selling this is to use both quantitative and qualitative methods to justify the cost and the increase in productivity which will in the end be better for the business as it will lower costs and raise profits.

How do I sell executive management on developing a Architecture program

If I were to sell an architecture program, I would stress structure and processes.  Having an architecture program allows a company to have structured projects with documented processes.  The main argument I would pose is would the company rather spend the money upfront to devise the best possible solution to the problem or spend money of the lifetime of the project to maintain a makeshift solution.

Architecture is an important management methodology for planning projects. By utilizing architecture when managing projects, they experience better success completing projects on time and within budget, while effectively fulfilling the project's requirements.  Architecture  helps with design schedules, generate estimates, make scope decisions, and manage the development team for a successful outcome.

Management's Language is $$$, you have to show them how bringing in an Architecture program will intern make them more effective.  Show them how Architects are a great way to import methodology for planning projects.  Projects will be on tie and within or under budget yet still meet all the requirements.  This will turn into the having more success and in tern more money.

Marc made Good point, Compliance with various governmental and industry guidelines. There's no stronger incentive to management than the risk of running afoul of government regulators, One way or other they have to follow rule and push them to buy your paln.

I agree I think its best to appeal to the interest of the company and that usually means the money. if you could show that it could make or save money they would be interested

I agree Ian, Return on Investment is the major concern of any executive manager. It may be argued that management has a lot more to it than making money, but at the end of the day everything boils down to protecting our assets and making money.

Wow!  Many opinions. Many good suggestions. Here are some of my favorite tactics (apologies in advance for any redundancies):

1.  Research related, verifiable environment failures.  Similarly, research how architecture has been successfully used to mitigate failure-risk on similar projects.  Use data.  Recheck your facts.

2.  Summarize all facts for abbreviated presentation but be ready to back up what you are saying with presentation materials showing as many details as might be requested.

3.  Identify appropriate enterprise policies and tie the use of architecture to compliance with those policies. (use your business' verbiage)

4.  Point out the shorter versions of such a project execution:  identify examples of elemental areas that can be sufficiently referenced at the summary level, avoiding time consuming deep dives into details.

5.  Address aligning IT and the Business:  a business oriented architecture is one of the few means of thoroughly and sufficiently communicating across silos.

6.  Address business agility:  Most every business executive (sponsor) can relate to the existence of change in business operations.  An architecture is a mandatory element for rapid, successful changes in business environments demanding agility.

7.  Thoroughness of understanding the environment and appropriateness of proposed changes:  Who has the 'big picture'?  Is one person walking around with it in his head?  Or worse, are there 5 people walking around with respective pieces of the 'big picture' in their heads?  In mission critical environments, these situations would constitute insufficient governance.  Offer the architecture project as the means to correct these kinds of potentially destabilizing realities.

8.  Purge the buzz words...and pass out glossaries for use during presentations.  When in doubt, define!  Do not assume management knows what you are talking about!

(enough for now!)

Frank Millar

Executive Director

Millar Consultants, LLC

Site:  MillarConsultants.com

Blog:  blog.ea.millar.us.com