All too often in the growth and maturation of Enterprise
Architecture initiatives, the effort stalls or is delayed due to lack of “applied
traction”. By this, I mean the EA
activities – whether targeted towards compliance, risk mitigation or value
opportunity propositions – may not be attached to measurable, active, visible
projects that could advance and prove the value of EA. EA doesn’t work by itself, in a vacuum,
without collaborative engagement and a means of proving usefulness. A critical
vehicle to this proof is successful orchestration and use of assets and investment
resources to meet a high-profile business objective – i.e. a successful
project.