If I had collected a dollar every time I got asked what Enterprise Architecture is, I’d have a nice slush fund by now. Ha. Only kidding.
The term itself is elusive, yet, these two words convey a lot of meaning. In this article, I will explore what Enterprise Architecture means to me and what the industry says about it.
Definitions
In its simplest form, let’s look at the following dictionary definitions of each of the terms separately:
- Enterprise – an organisation, especially a business, or a difficult and important plan, especially one that will earn money (Cambridge Dictionary)
- Architecture – the art and practice of designing and making buildings (Cambridge Dictionary)
- Architect – a person whose job is to design new buildings and make certain they are built correctly (Cambridge Dictionary)
To me, this means Enterprise Architecture is…
‘An organisation or important plan required to earn money and the practice of designing this business correctly.’
Nice. Straight and to the point.
But do we need to elaborate further?
Yes! Because Enterprise Architecture is a practice that utilises a framework. This is why you’ll hear about TOGAF (The Open Group Architecture Framework) or Zachman when researching it. To capture the design of an organisation, you need some way of drawing enterprises consistently. This is where a formal framework will help.
Sarah K. White writes on CIO.com the following definition:
A bit long-winded, but in essence, what she says is truthful. It is also a philosophy that provides an aspirational vision or blueprint to drive a business to succeed in its industry.
The realities of how Enterprise Architects are seen…
I’ve been a practising enterprise architect for over a decade and have seen the goalposts ever-changing. It all depends on the industry or organisation I am working in. That’s because, too many times, I’ve seen it miscommunicated, misrepresented or misused.
Let’s not beat around the bush. How often have you heard, “You enterprise architects are expensive. I don’t see what value you provide.” or “We tried to start up an EA practice, but we failed, and it was an expensive investment.”
I think being an empathetic storyteller is an essential skill for Enterprise Architects. Also, attention to detail and a certain breadth of technical knowledge are non-negotiable. Check out my article on 9 super valuable enterprise architecture tools for more context.
Logical decomposition is a superpower.
Knowing how to logically decompose an organisation into diagrams that can be deciphered by any audience is a skill in itself, but not impossible. We have the help of our trusty reference models and countless architecture resources.
But can you tell the diagram’s story with convincing clarity? That is why we must be innovative and test our artefacts constantly. Let them be challenged and torn apart. It’s how we continuously improve. There’s no need to be precious.
Because the truth is, being an Enterprise Architect is meant to be a thought-provoking job.
But that doesn’t mean it’s not a valuable service. It’s all about the right balance.
The Value of Enterprise Architecture
Enterprise Architecture is like a beautifully composed piece of music for a symphony orchestra. Just as a conductor needs a diverse range of musical instruments and players to create a harmonious and cohesive sound, Enterprise Architects must consider all the components of an organisation. Ensuring the enterprise’s parts are aligned and working together to achieve shared goals.
The sheet music is a metaphor for an organisation’s strategic plan, where Enterprise Architects can help orchestrate the complex interplay between different business functions, processes and technologies. Creating a symphony of efficiency and innovation.
However, having a great strategic plan alone is not enough. I can’t stress the importance of metrics.
Measuring Value
How can Enterprise Architecture help to measure value? It needs to be embedded from the top down. Executives can benefit significantly from a trusted advisor in the form of an EA. Still, they have to be willing to give them a seat at the table.
Strategy Development is vital to the success of an Enterprise Architecture practice. We EAs need to learn to be willing to set key performance indicators against the work that we create. We need to align planning cycles with the organisation’s business and financial planning cycles.
There must be metrics defined to measure the Strategy throughout to accomplish it. Otherwise, how can we prove that we are executing this vision? And in implementing our roadmap initiatives, we must work closely with Solution Architects and project teams.
So what exactly is Enterprise Architecture?
So what exactly is Enterprise Architecture, you still ask? Think of it as a disciplined planning practice. And people, called EAs, create a comprehensive view of an organisation’s business capabilities, processes, systems, and technologies and how they all work together.
Knowing in near real-time how your organisation works and what is needed to make it work allows you to change your business model more dynamically. With this knowledge, EAs can develop roadmaps for implementing new technologies to achieve business outcomes.
Enterprise Architects also act as change agents, working with the organisation as they execute their strategic plan.
Final Thoughts
Suppose you are one of the lucky organisations with a mature Enterprise Architecture Practice. A clear picture of your present and future states is invaluable.
Ask yourself these questions:
- Do you want clarity on what your organisation looks like from a people and technology viewpoint? i.e. applications, technology equipment, resources and their responsibilities.
- Do you want to know how extensive your portfolios are so you can cost and budget for them correctly?
- Do you want to know what technology you should invest in? For now, the near future and the longer term?
- Do you want to create dynamic business and operating models to prepare for the future?
Then trust the experts, in this case, Enterprise Architects, who can help you formulate your desired vision.
In Conclusion
Most Enterprise Architects want what is best for the organisation. And just like with any engagement, find the people you can trust your vision with.
If you like this post, please check out my article on how I became an Enterprise Architect.
To my fellow Enterprise Architects, what’s the elevator pitch you use? I’d love to know your thoughts. Please comment below.