For example, the business architect may own the enterprise business capabilities model but must work with other professionals to help complete various components of the overall business architecture. As today’s business and IT landscapes in large firms are complex, the business architect collaborates with various other specialists to achieve enterprise objectives. While a detailed inventory of all business architecture components and all the business architecture deliverables is out of the scope of this article, the following are some of the critical deliverables that business architects develop or collaborate on or contribute to the following:īusiness Architects strive to make business architecture the glue that binds various aspects of an enterprise strategy, design, modeling, and solutions ecosystem. Of course, a business architect may manage a business architecture project or contribute to an overall plan, but they are not a project manager. A business architect is not a project manager.Similarly, a business architect may leverage the product managers’ work to understand the business, its markets, products and services, customers, and overall business context. A product manager may consume the deliverables of business architecture, particularly business capabilities, and capability-based roadmaps. A business product manager owns the product vision, direction, and roadmap. A business architect is NOT a product manager.We are talking about the different disciplines, even if some tools, techniques, methodologies, and outputs may borrow from each other. But, of course, a person named a “Business Analyst” can do some work on business architecture. While tenets of business analysis are an essential part of “business analysis,” the business architect is not the same as a business analyst. A business architect is NOT a business analyst.Therefore, the deliverables from business architecture, including the business solution conceptual vision, are essential inputs for the solution architecture teams. A business architect is NOT a solution architect.However, because business architecture is an integral part of enterprise architecture, there are many commonalities and overlaps – at least regarding the business domain definition and strategy interpretation. A business architect is NOT an enterprise architect.Business Architect: Dispelling the Myths and misperceptions The uncertainty has to do with many factors, none of which alone can resolve the status quo. As a result, it has run into ambiguity about the position’s specific nature, deliverables, and intended outcomes. However, in reality, in many large companies, the role of a business architect has devolved into an appendage of IT. Of course, the description above is an ideal state and seemingly utopian vision of the role of a business architect. In addition to developing specific deliverables, views, and viewpoints, a business architect synthesizes and synergizes the work of others, drawing from disciplines such as strategy development, business analysis, process management, operations, and systems analysis. Who is a Business Architect? Defining the Role of a business architectĪ Business Architect interprets and contextualizes strategy for operational needs, develops specific artifacts such as business capability maps and value streams to help bridge the gap between strategy and execution, and helps streamline and rationalize the IT enablement process. Therefore, it’s time for business architects to rise and shine strategically and contribute to the enterprise transformation as a catalyst. In this digital and cognitive age, where companies are trying to transform to new realities and constantly evolving paradigms, the role of a business architect has become a critical underpinning to align business and technology at a foundational level.
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