retail banking in Europe), the second level for the geographic re… Diagrams can be created using images for the purpose of communication with executives, the Steering Committee and Line Managers. A team may have initially been centralized, but then domain business architects are later put into place and it shifts to a hybrid model. As organizations set out to establish their own internal business architecture practices, some of the most frequently asked questions are about how to structure the business architecture team and role. How the team is structured and positioned, and how the business architect role is defined directly and indirectly speak volumes about strategic importance, scope of responsibility and key relationships. Business Architecture Team StructureThe business architecture team structure defines how the business architects will be assigned across one or more leaders. It is critical that they are able to understand the outputs of the Architecture Office so as to appreciate the strategic value proposed by the architectures. The powerful Virtual Documents facility can be used to create compelling and cohesive architectural publications and documentation that spans the architecture domains. Particularly in the beginning, the people in the role and how they perform it will demonstrate to the organization what business architecture is and is not. The most common positions for the team are: In addition there are several other architects that are often appointed where there is the need for a focus on a particular domain. Each stakeholder group and also occasionally some individual stakeholders will require different information and will need to be kept informed at different times and with varying update frequencies. Some common options are having a fully centralized team, a fully decentralized team or a hybrid of both, as described in the table below. The business leader which the team reports to varies, but often includes a leader responsible for strategy, planning and/or transformation or even C-Level executives in some cases such as the CFO. Enterprise Architect can be used to define the structure of the Steering Committee, and to provide the members of the Committee with the necessary visualizations of the architectures, so that when important decisions are required the members can be well informed and have custom views that provide relevant and necessary information about the architectures, enabling them to make informed decisions. Enterprise Architect has a wide range of tools to assist the architects in creating and managing the domain specific architectures and the management of the architects that make up the team. The defined responsibilities should go beyond just creating and maintaining the business architecture knowledgebase, but also applying it to deliver business and IT value. Some common options are reporting to a business leader(s), reporting to the Enterprise Architecture (EA) leader or reporting to an IT leader(s), as described in the table below. Set expectations and be open to change.As business architecture teams mature, they frequently evolve their structure, positioning and even the role. The Center of Excellence has emerged as a frequently used and effective structure, allowing business architecture teams to maintain a common source of vision, practices and knowledge about the business and business architecture. These plans can be viewed inside the repository or exported to an external file and saved into a variety of formats. Enterprise Architect has powerful and flexible Kanban support that can be used to manage the creation and development of architectures. A team may have been incubated while reporting to an IT leader and then it later shifts to report to a business leader. There has been a trend of business architects reporting to the business for a number of years now and with success. This key person should possess all the skills of a Strategic thinker, Architecture Designer, Planner, Policy Manager, Systems Engineer, Diplomat and Communicator. The Chief Architect should have a strong command of the architecture framework and the Repository and be able to understand how to use the tool to create and manage the architectures, govern the implementation initiatives, and create visualizations that communicate how the architectures are moving the enterprise in the direction of its goals. The committee should be made up of members representing all major business and technology divisions of the enterprise, and given the power as overseers of the Enterprise Architecture Program from a strategic point of view and to act as a liaison with the Enterprise Portfolio Management Office. When defining the business architect role, consideration should be given to how the IT architect roles and levels are defined.