Enterprise architecture at the University of Washington is a program in central IT, charged by the CIO to help stakeholders maximize the architectural value of their services, solutions, data, processes, and organizations on behalf of the UW. A team of four architects provides consulting services, promulgates architecture principles and reference architectures, offers architecture education and outreach, and supports IT management. The EA team primarily works within central IT, coupled with some outreach across the UW's three campuses.

• In relation to ITSM, the EA team helps IT managers and teams define service strategies, design service models, and perform architectural analysis and design in projects to establish services. Members of the EA team lead or staff the IT organization's ITIL1  processes for service strategy, portfolio management, and service design coordination, in partnership with the organization's Service Management Office.
• In relation to IT governance, the EA team both enables and is a decision maker in governance processes. The director of EA is a member of the IT organization's Portfolio Review Board reviewing IT projects. The EA team also facilitates the IT organization's strategy process and its Service Management Board, one of several forums for IT governance by non-IT stakeholders. Finally, the EA team is part of projects to improve governance processes and provides decision-making guidance such as architecture principles and scorecards.

At North Carolina State University, strategic IT decisions are considered by IT governance. The scope of IT governance spans the major functions of the university and IT: teaching and learning; research, creativity, and scholarship; user experience; and enterprise applications, as well as overall IT policy and strategy. IT governance advises the CIO and is composed of non-IT stakeholders and leaders across the university. IT governance participants are expected to bring forward the needs of their constituencies and to help create forward-looking strategic plans and recommendations.

• In relation to ITSM, IT governance has input into service strategy and may make recommendations regarding financial management. The primary interaction with ITSM is the interaction with service portfolio management, where IT governance makes recommendations for new services, service changes, or the discontinuation of existing services.
• In relation to EA, NC State is in the early stages of developing enterprise architecture functions. IT governance provides a structure that can contribute to enterprise-wide IT strategic planning and supports the development of effective organizational processes through stakeholder collaboration.

University IT Services at the University of Wisconsin–Milwaukee decided to adopt the ITIL best practices framework for IT service management to improve service delivery and, in turn, increase customer satisfaction. Working together, the processes and functions defined within ITIL focus on the entire life cycle of a service, including service strategy, design, transition to operation, ongoing support, continual service improvement, and decommissioning when the service is no longer needed. These processes are designed to ensure that IT services align with the needs of customers; improve availability and stability of service; improve communication within IT and with customers; set appropriate expectations for IT services; and improve efficiency of internal processes.

• In relation to IT governance, IT service management has provided the development of service and project portfolios that aid in project intake, which feeds into the campus senior administrative IT governance council and the faculty IT governance committee. The process allows feedback and informed decisions to become a part of a project supporting the strategic goals of the campus in a transparent way, meeting fiscal, business, IT, and compliance requirements.
• In relation to EA, UW–Milwaukee is exploring the feasibility of the development of an enterprise architecture environment. This is occurring through an assessment of the current state of the ITSM and IT governance practices to discover gaps that may exist for further definition and benefits that an enterprise architecture practice will provide.