Information Technology Reference
In-Depth Information
Balancing Value and Risk
The chief architect must be able to identify value in the present archi-
tecture, as well as identify missing elements that need to be filled. Many
times, some elements of efficiency can be acquired rapidly. These “low-
hanging fruit” are easily obtained, and it is important to identify these for
initial implementation in order to show value—but care must be taken to
ensure that jumping too quickly does not incur undesirable opportunity
costs, excluding opportunities for greater improvements later. Establish-
ing clear business goals and balancing them against selected technology
solutions is not a simple task, as each choice may close off other alterna-
tives later.
Chief architects must identify metrics and goals for success and fail-
ure, while also planning and identifying risks that will arise from each
step toward these goals. Cost and risk factors and various constraints
must be considered during each planning phase, both at the immediate
per-project level and across the entire enterprise planning process. Adding
vulnerability or exposing protected data during a transitional phase may
not be legally allowable under regulatory and operational mandates, while
relying on a technology that is still in the incubator stage may produce an
unacceptable level of risk to future-proofing guidelines and purchasing
requirements. Security and regulatory compliance must always be con-
sidered in strategic planning to ensure that assets are not exposed to risk
during transition.
The Lead Architect
In support of a chief architect, a lead architect may participate in senior
management forums, serve on the change management council, or lead
implementation groups in applying the strategies developed from the
chief architect's vision. In small to medium enterprises, these roles are
typically combined. A lead architect will often lead forums, integration
competency center reviews, requirements-gathering initiatives, and other
similar tasks necessary to identifying business and technology elements
for integration into the overall architectural plan. This role is particularly
valuable when attempting to integrate multiple cross-enterprise initiatives
during mergers.
