This is the fourth and final article in a 4-part series of articles on architecture presented by the BAInstitiute. If the reader has not read the previous three articles in this series, the reader is encouraged to begin the series in its proper sequence.

Business architects don’t control large budgets nor do they command large groups of people. With little money and less authority, business architects’ success hinges on their ability to create value through others. In pursuit of that goal many business architects attempt to implement governance mechanisms with little success. One of the biggest lies analysts and other BA pundits tell us is that governance is a best practice. A best practice is something that works for a significant number of people in a wide variety of circumstances. Given that business architecture governance is something tried by a large number of people with little success, maybe we should call it a worst practice. Gaining senior level support in hopes they will direct others to follow our lead isn’t much better. Successful business architects recognize that collaboration is a key element in reaching their goals.

Business architects collaborate with a wide group of people:

This is the third article in a 4-part series of articles on architecture presented by the BAInstitiute.  If the reader has not read the previous two articles in this series, the reader is encouraged to begin the series in its proper sequence. Read: Part 1  |   Part 2

The Profession
Let’s take a little time to think together about this profession, this discipline, that we call business architecture.  It’s not uncommon to find discussions about how to define this discipline, its responsibilities, and where it should report in an organization structure.  Let’s take a slightly different perspective here on the nature of this work.