3 Things an Enterprise Architect Must Communicate to the Project Management Office

By Kashish Ambekar - Last Updated on January 6, 2020
3 things an enterprise architect must communicate to the project management office

Never has the understanding and experience of enterprise architects been more applicable than today. Each industry is experiencing the digital change, and the pace of development in new innovation has never been faster.

The main part of working as an enterprise architect is to enable the association to understand and use innovation. This is more critical today, as organizations are in a race to enable technology over their business structure to fulfil expanding client requests. Enterprise architects fundamental goals are to create a decent methodology that will achieve business abilities and wanted results.

In the midst of all these advanced changes, it can be all the more challenging for the enterprise architect to make products and services that draw in clients. This gives the enterprise architect an ideal chance to work around other people with the Project Management Office. The PMO is required to convey ventures that are related with the company’s general procedures.

Essentially, enterprise architects and PMOs are attempting to answer a similar inquiry: “How can we leverage our resources to achieve organizational objectives?” For the PMO, these resources are people and money. An enterprise architect must comprehend the difficulties the PMO faces, and attempt to work in a community-oriented way from the beginning. He must impart the accompanying three mandates to the Project Management Office:

The enterprise architect must change the organizations methodology into noteworthy points to guide the system. The architect needs to finish essential preparations and lay effective ground work from the beginning, to enable PMOs to evaluate ventures against the business system. Projects that start at the enterprise architect-level must rise above to the PMO level for better execution, and they must work in accordance with the association’s general methodology and objectives.

Working with the PMO on these expectations diminishes the overhead of downstream project administration and streamlines execution of projects. Companies can finish key changes more efficiently, and with less adjustments. Fewer changes to the project means less postponements on important roadmap developments. The association becomes more equipped to react to changes in 10,000 foot view.

Want to leverage your resources to achieve organizational objectives as a EA and PMO? Click on the link below to watch a quick video and to download the whitepaper Three Deliverables Every Enterprise Architect Should Provide to the Project Management Office

Kashish Ambekar | Kashish moved to the United Arab Emirates from London after he graduated from UEL with a Masters of Business Administration specializing in Finance. Money smelled good, although tipping in rubies was a fortune in Dubai, which he couldn’t afford, let alone implement. India happened naturally by birth and the ever developing market proved no bounds in almost every Industry. The art of writing came naturally to him, short stories to professional articles in lieu of being therapeutic once, to a full time content writer. Currently he freelances as a content writer and is extremely devoted as his thoughts have found a way to be penned for technology in support to TechFunnel.com.

Kashish Ambekar | Kashish moved to the United Arab Emirates from London after he graduated from UEL with a Masters of Business Administration specializing in Finance...

Related Posts.