![]() 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.
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