State of the Practice
As Business Architecture emerges as an Agile business practice, practitioners are still struggling to demonstrate how valuable their unique perspectives and modeling efforts are inside their organizations. Many practitioners address this by spending their initial efforts crafting titles, defining governance, and searching for software to create and maintain highly detailed capability models. While organization, charters, and tools are vital to success, they are irrelevant if there is no team to govern or customer willing to listen to your business research insights. An obsession with detailed capability models or enforcing documentation standards without taking the time to understand culture and adoption, will end up being counterproductive. This approach often frustrates our customers, slows the overall adoption of the practice, and alienates us individually from the business.
Business Analysis Paralysis
