Information Technology Reference
In-Depth Information
A few qualities that may indicate successful enterprise architecture
include:
• Providing a clear upgrade path to future technologies
• Defining standards for interoperability with current and emergent
technologies
• Minimizing undesirable redundancy and optimizing fault tolerance
• Reducing risk and enhancing continuity of operations
• Reducing support and operational costs
• Improving operational opportunities for interaction and mobility
• Recognizing architecture as a valuable contribution to the enterprise
It may at first seem strange that one indicator of a successful enter-
prise architecture is that the architecture is recognized as valuable. How-
ever, architectural choices can have a profound effect on an organization's
capabilities and opportunities for future growth. An architecture that is
completely in the background, which is never noticed by the users and
stakeholders, may be too readily discarded as an unnecessary effort or
expense during organizational changes or economic cutbacks. It is impor-
tant for long-term viability that not only should good decisions be made,
but that they must also be communicated to implementers and users.
Successes, failures, and even near-misses should also be conveyed to pri-
mary stakeholders so that the value of the architecture remains known,
identifiable, and justifiable within the overall business plan.
An enterprise architect may be aided by other architects, a change
management council, or an integration competency center to ensure that
all decisions that are made fit within all necessary technologies and opera-
tional mandates. However, it is the architect's vision of the enterprise that
guides all policies, standards, guidelines, and specifications that will be
enacted within this scope. The enterprise architect must be able to convey
the value of this vision to both stakeholders and implementers, and must
be able to see far enough ahead that decisions made today allow opportu-
nities in the future.
As with any project, the project manager (enterprise architect) must be
selected as early in the process as possible and must be given the authority
to negotiate for necessary resources and designate standards for architec-
tural changes. There can be only one person in the role of chief architect:
Effective responsibility cannot be assigned to a group.
