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Architecture Management

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Contents
1. Introduction.................................................................................................................................3
2. Purpose........................................................................................................................................3
3. Roles and Responsibilities............................................................................................................3
3.1 Enterprise architect governance roles and responsibilities..................................................3
4. Contribution to service value chain.............................................................................................4
5. Key metrics..................................................................................................................................4
6. Architecture governance.............................................................................................................5
7. Target architecture and roadmap process..................................................................................5
8. Architecture control Process.......................................................................................................6
9. Partners and suppliers.................................................................................................................6

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 Architecture Management

1. Introduction
Successful architecture management is key to the success of any organization. Poorly
implemented architecture can lead to project failures, increased costs, and a loss of
competitive advantage. On the other hand, well-managed architecture can improve system
performance, reduce complexity, and promote standardization.

2. Purpose
The objective of the architecture management profession is to give an understanding of all
the many aspects that make up an organization, as well as how those elements interact, so
that the company may effectively fulfill its present and future goals. It lays out the ideas,
standards, and tools that a company can use to manage complex change in a systematic and
Agile manner.

3. Roles and Responsibilities

 Architecture manager- The role of the architecture manager is to oversee and coordinate the
architectural work done on a software project. They are responsible for creating and
maintaining the project's architecture, a plan describing how the system will be structured and
how its components will interact. The architecture manager works with other team members to
ensure that all aspects of the project are accounted for, from design to implementation. They
must also ensure that the architecture meets the system's and its users' requirements. An
architecture manager also sets up an architecture board, conducts architecture reviews, signs
off, architecture process improvement, and maturity improvement.
 Enterprise architect- An enterprise architect is a professional who plans, designs, and
oversees the installation of information technology systems within an organization. They
work to ensure that all IT initiatives align with the company's business goals and that
they are properly executed. EA professionals must deeply understand business and
technology concepts to make sound recommendations to their clients.

3.1 Enterprise architect governance roles and responsibilities

 Providing communication and leadership

 Decide the scope of architecture
 Envisioning, directing, and guiding the creation of a comprehensive solution
architecture compliant with IT transformation.
 Knowledge of business areas as they relate to the business capacity model
 Understanding of technologies matched to the capability mode of technology

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 Architecture Management

 Establishing and sustaining a link between the architecture's execution, the

enterprise architecture's architectural strategy and objectives, and the business's
strategic goals
 Responsible for data privacy and security of services.

4. Contribution to the Service Value Chain

 Plan- The plan's objective is to create and sustain the current and target architectures.
 Improve- Improve focuses on discovering the potential for improvement in all types of
architecture.
 Engage- The objective of Engage is to gain a deeper understanding of the present and
target architectures.
 Design & Transition- Design & Transition focuses on engaging with users and technical
stakeholders and aligning the architecture with investment and service objectives by
creating, developing, and transitioning it.
 Obtain/ build- Obtain/build emphasis is on determining the architectural components.
 Deliver and support- The focus of Deliver & Support is on operation, management, and
maintenance.
 Value- Focuses on designing the right architecture that is maintained and sustained.

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5. Key metrics

Key Performance Indicators Critical success factors

Ensuring that the organization's Fulfillment of the target architecture's agreed-upon
strategy is supported with a requirements
target architecture
The number and impact of architectural restrictions
preventing the organization's plan from being
realized

The number and significance of strategic decisions

that the architecture does not support.

Internal and independent assessments of the

intended architecture's completeness and quality

Duration and impact of delays between strategy

updates and target architecture alignment
Ensuring that the organization's The number and magnitude of alterations made
architecture is continually that did not adhere to the agreed-upon
evolving to the target state and architecture.
thoroughly tested before
implementation The number and magnitude of architecturally
essential changes that have not been examined for
compliance with the agreed-upon architecture.
Architectural redesigns Number of times architectural issues or design
issues lead to redesigns
6. Architecture governance

Inputs Activities Key Outputs

Organization's principles, Analyze the organization and Architecture vision
policies, and vision requirements
Organizational strategy Develop and agree with the Architecture principles and
architectural vision requirements
Environmental factors Monitor the organization's
architecture
Architecture review Review the entire Fewer errors will be
architecture and document reported
the changes required.
Conduct minutes of meeting
if required
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Product and service portfolio

Program and project portfolio
Customer portfolio

7. Target architecture and roadmap process

Activity Architecture management IT architecture

management
Identify requirements Architecture committee IT architects examine the
analyses the architectural vision and requirements
vision and requirements. for IT architecture.
Document current architecture Architects analyze and record If existing IT architecture in
current architecture at all the area of requirements
levels, from business has not been documented
architecture to technical or is not up-to-date,
infrastructure, if the existing architects explore and
architecture in the scope of document date, current
requirements has not been architecture at all levels,
documented or is out of starting with documenting
date. current IT architecture.
Design, agree, and Architects identify the most Architects identify the
communicate crucial gaps between the most crucial gaps between
target and existing. the target and existing.
Architecture road map Controls are included in the Controls are included in
route map to ensure that the the route map to ensure
agreed-upon architecture is that the agreed-upon
followed throughout the architecture is followed
organization. Product throughout the
owners, risk managers, organization. Product
finance managers, and other owners, risk managers,
key executives and specialists finance managers, and
are all supporting our other key executives and
endeavor. specialists are all
supporting our endeavor.

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8. Architecture Control Process

The following are activities related to the architecture control process:

 Check for conformity to the target timeline

 Escalate non-conformance
 Identify the architect's essential changes and events
 The review process is compared to the architecture roadmap.

9. Partners and suppliers

The company's architecture should support its strategy and ensure that all its components
successfully contribute to its success. The company's resources don't constrain the
architecture. This comprises the company's service portfolio and how it interacts with its
customers. Third-party services, on the other hand, should not be neglected.

Multi-sourcing, service integration, and management are all major trends in business
architecture (or, on the other hand, disintermediation). At the technology architecture level,
digitization and the resulting third-party cloud services are the most significant trends
influencing the design.

Both business and technological trends influence product and service architecture. This
should be reflected in the architecture of the organization and considered when developing
target architectures and road maps. To address this, architectural management should work
hand in hand with other approaches such as portfolio management, supplier management,
organizational change management, risk management, infrastructure and platform
management, and, of course, strategy management.

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10. Data Architecture

Preparing the data for

Data storage
machine learning model

Deploying Insight and

Data Sources the model Reporting

Data
Training the data
processing

10.1 Software Blueprint

The module's name, as specified in the configuration management and software build
systems, is the build unit. The file(s) that are sent to the production environment is the
deliverable unit. Verification requires a complete list of the given files to ensure that no files
are missing from the release packaging. This is particularly important for partial upgrades
because an outdated file may not be noticed at first. 

Unit New/Modified Files/ Software Deliverables Notes

ABCI New Norton update Xuyz.co Installed in a

communication network
Request Log Modified NA Log.github Shared library to all
knowledge platforms

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