If you consider the colours of change in the architecture space, you will find that very few architects are part of the blue colour, the type that can manage projects. The reason that by nature of being a big-picture thinker, most architecture departments are made up of green and white change agents. These are the innovative or chaos thinkers or the “lovers of knowledge”.
However, the most common complaint within the industry is that architects struggle to keep deadlines, which for the project manager (PM), whose main drivers are controlling time and budget, is very frustrating as these factors contribute significantly to the success of the project. Where an architect aims for a result that will have future value, not done quickly and within time and budget, a PM works within these constraints.
The ideal, therefore, is to find a resource that is certified in one of the architecture methodologies as well as a project management methodology.
The value that a PM brings to the project is that the enterprise architecture (EA) initiative can be split into logical and manageable phases such as initiation, planning, execution, monitoring and control, and closure.
The management of the project commences at initiation and continues until implementation and closure of the project. During the entire project life cycle, important elements such as scope, budget, time, resource and risk are constantly reviewed to ensure the project is managed and in line with stakeholder expectations.
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