10.11 Summary

This chapter has focused on the upstream and downstream influences on architecture, which the architect must interpret and condense in order to reduce ambiguity. The architect must always be prepared to declare a current valid information set so that others can work, understanding that it might be corrected and updated. The influences presented in this chapter include:

  • An understanding of corporate strategy, so that the guidance on investment of ­resources is known to the architect, and the development can be aligned with major initiatives of the enterprise.

  • Close cooperation with marketing, so that stakeholders can be mutually appreciated, markets defined and segmented, and competition understood.

  • An understanding of the current regulation, a prediction of the anticipated regulation, and an approach to other pseudo-regulatory sources from standards and liability.

  • A thorough knowledge not only of the technology available and its readiness, but also of the process of infusing it into the system and the value it will create.

  • A working partnership with the implementation experts in the enterprise, so that they can be drawn in early, help formulate make/buy decisions, and engage suppliers when appropriate.

  • An understanding of the operational environment, including the nominal, off-nominal, commissioning, and decommissioning operation of the system.

  • A clear view of the evolution of the product, and of the relationship of the product to the platforms or other products with common sub-systems.

  • Application of the iterative Architecture Business Case Decision (ABCD) framework, a tool to integrate many of the key ambiguous upstream flows of information into one decision process, the Product Case.

The other major approach to reducing ambiguity is engagement with stakeholders, which is the subject of Chapter 11.

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