I have been working as a part of many Agile teams. In the beginning, whenever I introduced myself as an ‘Architect’ colleagues became mistrustful and started to perceive me as the breakman of the team. For that reason, I would never name myself an ‘architect’ again. It seems as if many hardcore agilists perceive architecture as the enemy of Agile. But is that true?
In a recent article, Harvard Business Review discusses the area of tension between strategic planning and agility, without providing ideas on how exactly to resolve this area of tension.
What you should do:
The current draft of the Architectural Thinking Framework suggests detailed how-tos for the following ideas:
- implement strategic planning/governance structures that implement top-down governance AND foster the participation of the many
- build strong links between architecture maps at solution level and your enterprise-wide architecture maps
- connect the requirements at solution level with the business capability map of the enterprise