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Implementing effective architectural practices means dealing with a number of pitfalls. It becomes even more difficult when an organization does not consider implementing architecture until the need for architectural artifacts is urgent.

For many, architecture is a relatively abstract notion. Architects often have difficulty in clearly articulating its value. This typically leads to skepticism in the organization, causing the architects to doubt if they are, in fact, approaching things in the right way. Even worse, they may cut themselves off from the organization and bury themselves in content. Negative reactions like these can be prevented if a clear vision of architectural practice is articulated at the start. Such an architectural vision constitutes an important guiding principle for the many decisions and choices that must be made in defining and performing the architecture function.

Working with architecture means governing changes in the organization by means of organization-wide direction settingmodels and principles (i.e. the architecture). It is impossible to set up such a framework for all the facets of an organization. Consequently, choices must be made concerning content, scope, depth and form of the architecture.

In its ultimate form, architecture gives an organization the power to respond quickly and effectively to change. The capacity to respond effectively requires a combination of thought and action. Two instruments, the Quadrant Model and the DYA Model, can analyze an organization’s capabilities in this regard.

The employment of architecture is amultifaceted process. Tomake the architecture function effectively, it is essential to set priorities. Not everything can be done at once, and fortunately this is not necessary. The Architecture Maturity Matrix helps guide the proper choices.

The architect is an important factor in the successful employment of architecture. His or her customer orientation, expertise, empathy and readiness to work and share knowledge with others all contribute to this success.

Once the required architectures, the most important improvements in the architectural process and the practices constituting the architect’s role have all been clearly identified, the time has come to implement a professionalization program. A change strategy is defined for this purpose. It establishes the level of ambition, style of the approach to change and the management of expectations. The change strategy is then translated into a concrete action plan.