The capabilities featured in this site help architects work as leaders in their organizations, creating consensus around ideas, inspiring action, and guiding solutions.
Architectural capabilities overlap with those of project managers and other leaders, but focus on slightly different themes. These themes include:
Leading toward decisions that are best for the whole enterprise, not just a particular project
Building awareness of enterprise-wide patterns that may not be initially apparent to individual teams
Creating consensus and sustaining action on complex, large-scale problems and ideas
Measuring success in terms of long-term architectural principles, not just short-term benefits
This site is not intended as a framework or a fixed process of doing things in a specified way. Each capability below includes examples, possible activities, and suggested skills or competencies. You should adapt these to your enterprise and to the problem at hand.
Generate and develop a pool of ideas for satisfy a need or solve a problem, and sift that pool into a workable set of useful ideas. These ideas have the support of the group that created them. Processing these ideas could involve classifying them according to some relevant framework.
Assemble and lead the right mix of people in creating an architectural representation which helps meet objectives for solving a problem or satisfying a need. An artifact helps the right people have the right conversation about the right problem. An architectural representation (aka artifact) may take the form of a one-pager or a composite of several artifacts.
Clearly and succinctly explain a concept or opportunity. The explanation and needs identification are intended to persuade stakeholders. The selling work requires showing stakeholders how implementing the idea/artifact addresses the problem and close the gaps. A key aspect of this is telling a compelling story or using a metaphor that resonates with the targeted audience.
Convey the urgency or priority to act from what you understand and believe in a way that resonates with what stakeholders needs and/or believe. This includes articulating a vision of a better place to journey to. It also requires inspiring action by defining the action, working either independently or with the participant, and moving the recipient to the point of desire for action.
Ensure that an idea continues to track positively against the defined vision, objectives, and goals. Monitoring of the idea’s trajectory enables adjustments to the idea and/or its supporting initiatives and/or its strategic goals and roadmaps.
Understand and classify the goals of an engagement for the purpose of designing a meeting structure best suited for achieving those goals. Factors for classification include, persuasive vs shared vision, generating outcomes vs artifacts, etc. Planning a meeting ideally involves describing the facilitation techniques that will best realize the objectives for the identified participants.