The components of an engagement model are the actual things that architects work with to achieve their objectives. Components are
Typical Engagement Touchpoints
The following section outlines the typical engagement touchpoints via a set of typical lifecycles or processes that exist in most organizations. The assessor should use this as a guide to ensure coverage of engagement; however the naming and specifics that relate to each individual organization mean that the assessor should seek to understand areas where gaps exist or where processes are hidden.
Organization Engagement Entry Points
In order to effectively add value to an organization architecture efforts need to be embedded in an organizations existing cycles and processes. The following section describes the areas where architects need to engage in organization.
Ensure the organization strategy is being formulated to ensure most value can be derived from current and future technology
Ensure that tactical and operational objectives for the period of the plan can be achieved in a way that derives most value from technology investments while factoring in architectural concerns & constraints
Ensure that proposed solutions are best aligned with business outcomes; ensure advisory requesters have a clear understanding of existing capabilities to optimise reuse opportunities and ensure well-governed architecture delivery
Ensure that reviewed architectures are consistent with the current governance and policy, issue waivers when required, request governance updates as identified
Ensure that architecture successes & activities are clearly and consistently articulated to business and technology personnel
Identify & ensure that significant architecture requirements are identified and architecture plans are factored into organization programs
Identify project level architecture considerations and prioritize accordingly, work with project teams to identify appropriate approach and delivery processes and procedures (e.g. ALM)