Enterprise Architecture as a Service
Making Architecture Work for the Organization
Introduction: Is Having Architecture Enough?
Let’s assume an organization has done everything right with enterprise architecture (EA): they have skilled architects, a powerful modeling tool, high-quality architecture documentation, and all of it is neatly available on the intranet. Does this mean the work is done? Will EA now be naturally utilized, and its benefits fully realized?
Not quite.
Even with all these elements in place, organizations must also provide effective architecture services to ensure that EA is embedded into decision-making, projects, and governance. Without services, architecture may exist, but it won’t necessarily influence anything.
What Are Architecture Services?
The whole point of EA is that it must be used. If architecture doesn’t influence solution design in projects, business decision-making, or application lifecycle management, it fails to serve its purpose.
But how do you ensure that EA is actively utilized?
It won’t happen just by making architecture documentation available somewhere, expecting people to find it, understand it, and apply it. They need guidance on how to use architecture—and this is where architecture services come in.
When setting up an EA function, one of the first steps is identifying which organizational functions require support from EA. These are typically development-related functions, as architecture is meant to guide development efforts. Typical examples include, for example, project management, continuous development, portfolio management, IT service management, and strategic planning.
Once these functions are identified, the next step is to engage with their representatives to define practical collaboration models. In practice, this could mean ensuring that employees know who to contact for architecture-related support, making it a standard practice to involve architects in relevant meetings, or embedding architecture tasks into existing governance models, such as project workflows.
Architecture services vary across organizations, but there are several common service types. Let’s explore a few key examples.
Architecture Support for Development Initiatives
One of the most critical architecture services is supporting development initiatives—whether carried out as projects or continuous development.
For example, at the start of a project, the project manager is advised to consult an architect. An initial project meeting is held, where the architect introduces existing EA assets—such as application maps, data flows, process maps, and service portfolios. These serve as a structured foundation for the project rather than starting from scratch.
The architect also asks key questions to understand the project’s scope. If the project involves a new digital service, an ERP module, a data warehouse, or another type of system, the architect suggests relevant architecture models to support its development.
From there, roles are defined to determine who will create the necessary documentation. Sometimes, the project architect takes the lead with support from enterprise architects. In other cases, the enterprise architect is responsible for producing the documentation. Regardless of who does the work, project stakeholders and subject matter experts must be involved to ensure all necessary background information is collected. This also fosters engagement and commitment to the architecture process.
By providing structured project support, EA ensures that architecture is actively used to guide development instead of being an afterthought.
Architecture Reviews
Another essential service is architecture reviews. These ensure that development initiatives follow architectural guidelines and create solution architecture descriptions when needed.
Architecture reviews are often integrated into development methodologies, such as a stage-gate process with defined checkpoints, including ideation, feasibility, implementation, and deployment.
At these checkpoints, architects assess whether the current state has been properly documented, if the target architecture aligns with business strategy, and whether architecture principles are being followed.
A more detailed review might also check whether required diagrams have been created and whether they meet formal modeling standards.
While some teams may see reviews as bureaucratic overhead, they serve a vital purpose. Identifying architectural flaws early can prevent costly issues later in development. If an idea poses risks, architecture documentation helps justify concerns to stakeholders, potentially preventing poor project decisions.
Without EA reviews, an initiative may proceed unchecked—only for its flaws to be discovered years later when fixing them is significantly more expensive.
Architecture as a Decision-Support Tool
EA should not be limited to development initiatives; it should also be available as an on-demand support service for decision-making.
For example, senior management might seek architectural insights when considering a new business area where there is little internal expertise or when implementing significant operational changes.
In these cases, an enterprise architect can work with business leaders to design a practical, cost-effective solution that aligns with existing capabilities and applications.
This service isn’t necessarily tied to any specific initiative. Sometimes, simply assessing the current state and dependencies is enough to provide clarity for decision-makers.
Communicating Enterprise Architecture
In many organizations, EA is still an unfamiliar concept. That’s why continuous communication and internal marketing are essential.
People need to understand what EA is, how it can be used, and who to contact for architecture support.
This awareness-building process is similar to the communication efforts of any internal service team. If people don’t know the service exists, they won’t use it.
Common communication methods include presentations at key meetings, intranet or Confluence pages with clear EA documentation, and internal newsletters showcasing architecture use cases and success stories.
Where to Start?
Once the core EA descriptions are in place, the best way to start offering architecture as a service is through support for development initiatives.
A soft approach works best. Instead of enforcing rigid architecture compliance, begin by offering free architecture support—funded by the EA team.
This approach benefits projects and continuous development teams immediately by providing structured guidance, ensures that architecture models are used in real-world scenarios, and helps the organization see EA as a valuable resource rather than a bureaucratic hurdle.
As positive experiences accumulate, demand for architecture services will grow. Over time, EA can expand its reach to support strategic decision-making, business leadership, and beyond.
Ultimately, architecture must be a service if it is to be embedded in an organization. But at the same time, it cannot be just a service—it needs clear objectives, structure, deliverables, and a roadmap to drive value.
Final Thoughts
EA doesn’t work if it just sits on a shelf. For EA to be effective, it must be actively embedded in the organization’s workflows through well-defined services.
By providing structured support for development, architecture reviews, decision-making tools, and continuous communication, organizations can maximize the impact of their architecture efforts.
What’s your experience with architecture as a service? Have you seen successful EA service models in action?
💬 Let’s discuss in the comments!
📚✨ Subscribe for more insights on making EA practical and impactful!
This article is based on a previously published Finnish-language article. The original version was featured in Sytyke 4/2021. This English adaptation expands on those ideas, making them accessible to a wider audience.