The roles of business analysts and business architects each provide bountiful opportunities to build strong, active, analytical doers who can shape the present and future course of an organization. Structuring and supporting these roles effectively is key to maximizing their value.
However, the roles often struggle for traction. Business analysts all too often are cast as the project manager's sidekick, responsible for wading through details to meet project-focused schedule and scope objectives that may fall short of an organization's vision. And business architects frequently find themselves operating in a mid-level limbo, modeling the business and its direction but unable to effectively influence their organization.