The primary stumbling block for EA is the relative lack of objective metrics. This lack of fact-based information makes the architecture easy to argue with or ignore, as different people have different opinions. In the IT Portfolio layer for example, facts about the quality, risk and complexity of an application are not collected at all – or worse – the answers become a “best guess”. This misses an ideal opportunity to assess an additional level of detail when trying to analyze the impact of change.
Having an Enterprise Architecture (EA) is critical to any organization as it provides the necessary linkage from business strategies through execution – with many steps in between. This traceability provides critical details about cause and affect – if I change something in my IT layer, what processes, people and strategies does it affect? And the other way around: from changed business strategies into the impact on IT applications and technology portfolio. Questions like these (and many more) help a business understand the impact of change before it happens.