Enterprise Architecture - Organizational Roles and Skills
Scrum development will have three roles: PO, Scrum Master, and Development Team. What are the roles of the development enterprise architecture? What skills are required for each role to be able to take on the work of the architecture? This article describes the role and skill requirements in architecture development so that everyone knows who will do it when implementing TOGAF and what skills need to be improved or improved.
Software development management is more complicated, and the development and management of the architecture is more complicated. Since there is no specific practice yet, for the time being there is no in-depth understanding and refinement of these contents. The following describes most of the framework capabilities framework from TOGAF.
Enterprise architects are thought leaders, visionaries, and industry experts. In most companies, this is a new role that combines the skills of project managers, solution architects, and business analysts with the intuition of execution.
The general limitation of many IT architects' perspectives is that they are mature programmers and their eyes are easily confined to the interior. Although this is not entirely an obstacle to architecting and designing "global" solutions, it is a less desirable feature of the "construction" enterprise environment. Enterprise architects may be more outgoing and good at using professional, work, and even relationships with business owners, business leaders, coworkers, and customers to explain, describe architecturally, and help implement corporate vision.
The responsibilities of the enterprise architect are often compared to the urban planners, and the architectural architect's responsibilities are more easily linked to the IT architect role. Architectural architects emphasize their reasoning skills, and the role of an enterprise architect often emphasizes the detective skills that are similar to detectives.
However, a high-level enterprise architect perspective does not mean that the role is out of the user community. Instead, the enterprise architect must help the customer understand their real needs and cooperate with the customer in the implementation of the solution. At the same time, the enterprise architect must be able to observe his or her field at an abstract level before directly participating in the practical aspects of the implementation. As IBM's David Jackson believes, enterprise architects should "be able to understand business issues and business areas, and explain to technical personnel, but also to understand the technical field and explain technical possibilities to business people."
It is important that enterprise architects play key roles in architectural governance (functions that are often shared between classified business and technical roles, or worse, just ignored). Architecture governance is the glue that provides the environment and framework for all enterprise and project architecture activities.
Software development management is more complicated, and the development and management of the architecture is more complicated. Since there is no specific practice yet, for the time being there is no in-depth understanding and refinement of these contents. The following describes most of the framework capabilities framework from TOGAF.
Emerging corporate architect role
The role of the enterprise architect is described in TOGAF or Non-TOGAF: Extending Enterprise Architecture over RUP.Enterprise architects are thought leaders, visionaries, and industry experts. In most companies, this is a new role that combines the skills of project managers, solution architects, and business analysts with the intuition of execution.
The general limitation of many IT architects' perspectives is that they are mature programmers and their eyes are easily confined to the interior. Although this is not entirely an obstacle to architecting and designing "global" solutions, it is a less desirable feature of the "construction" enterprise environment. Enterprise architects may be more outgoing and good at using professional, work, and even relationships with business owners, business leaders, coworkers, and customers to explain, describe architecturally, and help implement corporate vision.
The responsibilities of the enterprise architect are often compared to the urban planners, and the architectural architect's responsibilities are more easily linked to the IT architect role. Architectural architects emphasize their reasoning skills, and the role of an enterprise architect often emphasizes the detective skills that are similar to detectives.
However, a high-level enterprise architect perspective does not mean that the role is out of the user community. Instead, the enterprise architect must help the customer understand their real needs and cooperate with the customer in the implementation of the solution. At the same time, the enterprise architect must be able to observe his or her field at an abstract level before directly participating in the practical aspects of the implementation. As IBM's David Jackson believes, enterprise architects should "be able to understand business issues and business areas, and explain to technical personnel, but also to understand the technical field and explain technical possibilities to business people."
It is important that enterprise architects play key roles in architectural governance (functions that are often shared between classified business and technical roles, or worse, just ignored). Architecture governance is the glue that provides the environment and framework for all enterprise and project architecture activities.
TOGAF Roles
- Architecture Board Members: Composed of director-level or senior product experts and belongs to the management decision-making layer, preferably 4-5 fixed members.
- Architecture Sponsor
- Architecture Manager
- Enterprise Architecture
- Business Architecture
- Data Architecture
- Application Architecture
- Technology Architecture
- Programmer or Project Managers
- IT Designer
- Others
Skills classification
- Generic Skills: Leadership, Teamwork, Interpersonal Relations, etc.
- Business Skills & Methods: Business Cases, Business Processes, Strategic Plans, etc.
- Enterprise Architecture Skills: Modeling, Building Blocks, Application and Role Design, System Integration, etc.
- Program or Project Management Skills: Manage business changes, project management methods and tools, etc.
- IT General Knowledge Skills: brokering applications, asset management, migration planning, SLAs, etc.
- IT (Technical IT Skills): Software Engineering, Security, Data Interaction, Data Management, etc.
- Legal Environment: data protection laws,contract law procurement law, fraud, etc.
Proficiency Levels
Each role requires different skills, and four levels are defined for each level of mastery: no requirement, understanding, familiarity, proficiency
Role and skill definitions
- Generic Skills
- Business Skills & Methods
- Enterprise Architecture Skills
- Program and Project Management Skills
- IT General Knowledge Skills
- IT Technology (Technical IT Skills)
- Legal Environment
Generic Role
The role of the architect can be summarized as follows:
- Understand and interpret requirements
- Create a useful model
- Validate, refine, and expand the model
- Management the architecture: Continuously communicate the shared architecture and continuously improve the architecture during the development of the architecture
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