It’s good that we’re taking a greater interest in the relationship between enterprise architecture and change management. The interesting thing about most discussions is that they talk about enterprise architecture as the “development” phase and change management as the “implementation” phase. There’s certainly nothing wrong with this but I don’t think it goes far enough.
The reason I don’t think it goes far enough is that change management should be an input into your enterprise architecture work. It shouldn’t be a handover – we’ve built this great thing and now ‘lets do some change management’ and roll it out.
I’ve got a software background so I’ll use a software development analogy. When you’re designing software you should always take into account the deployment environment. If the application is to be deployed in a Microsoft environment then PHP and MySQL aren’t your best bet. This example is far fetched but the fact remains – deployment is a non-functional requirement, it should not be an afterthought. If you can’t deploy your finished application to the target environment then its not a ‘deployment’ issue – it’s a development issue.
What’s this got to do with enterprise architecture? Some EA teams are full of great ideas that never see the light of day purely because the change management issues are not considered up front. Typically this problem manifests itself it two ways:
- Organisation issues – EA teams generally don’t have the clout to force large scale organisational changes – even when such changes are the right way to go. If your architecture work requires such changes in order to be of value then you’re wasting your time.
- Technical issues – the EA team come up with a great ‘target architecture’ but don’t provide any guidance on how to get from ‘here’ to ‘there’. Enterprise architecture is a journey not a destination – so you need to provide a map.
Obviously, you don’t want your EA efforts to be hamstrung completely by organisational issues and technical issues. Enterprise architecture should be about change – and change always leads to some amount of discomfort within the organisation. They key is to find the right balance. Some organisations can handle revolution others prefer evolution. You want to push the envelope – but not to breaking point.
PS: If you’re interested in a good book about a similar topic try High Impact Consulting by Robert Schaffer. In a nutshell the book is about tailoring the work you do to what the client is ready to do. No matter how great the work is, if the organisation cannot use your advice (deploy it) it just becomes useless shelf ware.