Barring architecture capabilities set up to purely support change delivery programs, it is increasingly recognized that a successful enterprise architecture practice must sit on a firm operational footing. In effect, an enterprise architecture practice must be run like any other operational unit within a business; i.e., it should be treated like a business. To this end, and over and above the core processes defined within the ADM, an enterprise architecture practice should establish capabilities in the following areas:

• Financial Management (see Financial Management)
• Performance Management (see Performance Management)
• Service Management (see Service Management)
• Risk Management (see Risk Management)
• Resource Management (see Resource Management
• Communications and Stakeholder Management (see Communications and Stakeholder Management)
• Quality Management (see Quality Management)
• Supplier Management (see Supplier Management)
• Configuration Management (see Configuration Management)
• Environment Management (see Environment Management)

Central to the notion of operating an ongoing architecture is the execution of well-defined and effective governance, whereby all architecturally significant activity is controlled and aligned within a single framework.

As governance has become an increasingly visible requirement for organizational management, the inclusion of governance within TOGAF aligns the framework with current business best practice and also ensures a level of visibility, guidance, and control that will support all architecture stakeholder requirements and obligations.

The benefits of architecture governance include:

• Increased transparency of accountability, and informed delegation of authority
• Controlled risk management
• Protection of the existing asset base through maximizing re-use of existing architectural components
• Proactive control, monitoring, and management mechanisms
• Process, concept, and component re-use across all organizational business units
• Value creation through monitoring, measuring, evaluation, and feedback
• Increased visibility supporting internal processes and external parties' requirements; in particular, increased visibility of decision-making at lower levels ensures oversight at an appropriate level within the enterprise of decisions that may have far-reaching strategic consequences for the organization
• Greater shareholder value; in particular, enterprise architecture increasingly represents the core intellectual property of the enterprise - studies have demonstrated a correlation between increased shareholder value and well-governed enterprises
• Integrates with existing processes and methodologies and complements functionality by adding control capabilities

Further detail on establishing an enterprise architecture capability is given in Capability Framework Overview.