Architecture in any organisation encompasses such a breadth and depth of topics that it is sometimes difficult to categorise these topics with clear definitions. It is not that we have tried and in fact there are many great bodies of work that do this with varying levels of success. Over the years i have tried to consolidate much of this great thinking and develop a simplified model that has worked for me.

We can use this model in many ways, one of which is to help us describe the roles of an architect.

There are many different roles that are played that fall under the broader remit of architecture. Before we describe each in detail, it is useful to overlay each role onto our favourite matrix of architecture artefacts so we can help differentiate and clarify each role a little.

Now you need to bear in mind that the roles i define here are the ones i have defined to create a well defined structure where we can explain how architecture fits, but you need to bear in mind that many of these terms when used as job titles are overloaded and can be used to describe wider or in some cases different roles.

The size and maturity of an organisation also impacts the depth and breadth of these roles so if you find yourself within an organisation that doesn’t match up in structure or scope then do not be concerned.

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  Application architect
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  Business architect
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  Enterprise architect

  As an enterprise architect, you have one of the widest scopes in any architecture role and probably one of the greatest impact of any….

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  Information architect
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  IT architect
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  People architect
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  Process architect

  some of the most efficient enterprises are built around repeatable and well defined processes….the process engineer is at the heart of all of this.

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  Software architect
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  Solution architect

  There is only one other roles that has the breadth of this role but no other also demands a depth of understanding that makes this one of the most a valuable and one of my favourite roles….

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  Technology architect

  There are few enterprises that do not rely on technology so selecting and maintaining the technology is directly related to its success.