Paul Preiss:
I see a lot of opportunity in the industry for organizations to try to understand agility, to try to adopt these practices in more than just a development context, but as a business. With regard to agility, what do you see as the bigger trends today for architects?
Jason:
A very important question is really, “What does business agility mean, and how do organizations actually achieve it?” And unfortunately, that word “agility,” because it is based on the word “agile,” ends up confusing a lot of people because they think when we use the word “agile” we mean Agile methodologies, or what you might call “Agile,” with a capital “A.” Following the Agile manifesto is a part of the story, and when we extend that to enterprise architecture and the furtherance of business agility, we’re following some of the Agile principles out of the manifesto or extending them in a loose way to the broader organization.
But, there’s still a lot of confusion over what does “agility” really mean, and when we say “agile architecture,” there’s even more confusion because some people will be talking about Agile Software architecture, the software architecture that is appropriate for Agile development projects. When I use the phrase, I’m talking about agile enterprise architecture, or better or newer different approaches to E.A. that drive this agility in the organization.
Understanding that second definition, how can we essentially revamp the process of E.A. so it’s less focused on paperwork? It’s less stuck in the documentation and framework-centric days – rework it to focus more on this business agility driver. What does that mean for the practice of E.A. and the role of the enterprise architect? That’s a very exciting growth area for architects around the world.
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