I just read this very nice post from Martin Fowler on The Role of an Enterprise Architect in a Lean Enterprise. He has a lot of good thoughts in there.
I submit that there is one aspect lacking emphasis in this post however, the responsibility of the agile team to interact with the architect. That is, agile or not, architecture is still a thing in every organization. At some time, some person made a variety of choices about how systems should be structured, interconnected, and in some cases to be implemented.
Those decisions were not made lightly or in a vacuum and often the consequences of changing them have far reaching consequences that may not be apparent to those without knowledge of the entire enterprise system. Consider that an architects job among other things is to deliver value to the business over an extended period of time. Part soothsayer, part Oracle, an architect should be working to further enable business objectives through technology, not just in the near term, but for the foreseeable future of the organization.
Architects, like everyone else, are fallible human beings and they cannot foresee every circumstance. Any given project may run afoul of gaps in a generalized architecture or may struggle to integrate two technologies due to any number of compatibility factors. These are times when an agile/lean team should be reaching out to the architect for help. As Martin points out, part of the architects job is not to say 'No' but to make sure the team is fully aware of the consequences of deviations from the current technology stack.
Failure to consult with the architect when these decision points are reached is just plain negligence. Furthermore, failure of the architect to respond and cooperate with the team is a gross dereliction of duty. Like everything else in the agile/lean world, the relationship is a partnership with a shared goal and it is incumbent on all parties to participate in that partnership; to cooperate to find solutions.
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