The control of a large architecture function follow the same principle as the control of a few architects: it is merely a question of dividing up their numbers.You create functions on the vertical by instituting segment architects, you create functions on the horizontal by assigning capability architects. Thus working with a large architecture function under your command is nowise different from working with a small one: it is merely a question of instituting the right signs and signals.
To ensure that your architects may engage in governing and designing architectures according to the stakeholders intent and remain agile a combination of formal and informal methods with direct and indirect involvement must be applied.
That the impact of your architecture may be like a grindstone dashed against an egg–this is effected by the understanding of weak stance and strong. If the solution projects come to your architecture then you have a strong stance, if on the other hand architecture has to be imposed on the solution projects then you have a weak stance. In all work, the method of direct involvement may be used for engaging in an architecture project, but indirect methods will be needed in order to secure solutions.
Indirect tactics, efficiently applied, are inexhaustible as Heaven and Earth, unending as the flow of rivers and streams; like the sun and moon, they end but to begin anew; like the four seasons, they pass away to return once more.
There are five musical notes, yet the combinations of these five give rise to more melodies than can ever be heard. There are five primary colors (blue, yellow, red, white, and black), yet in combination they produce more hues than can ever been seen. There are five basic flavors (sour, acrid, salt, sweet, bitter), yet combinations of them yield more sensations than can ever be tasted. In architecture, there are two methods of engagement–the direct and the indirect; yet these two in combination give rise to an endless series of maneuvers. The direct and the indirect lead on to each other in turn. It is like moving in a circle–you never come to an end.
The onset of architects is like the rush of a torrent which will even roll stones along in its course. The quality of decision is like the well-timed swoop of a falcon which enables it to strike and destroy its victim. Therefore the good architect will be relentless in his onset, and prompt in his decision. Energy may be likened to the bending of a crossbow; decision, to the releasing of a trigger.
The clever architect looks to the effect of combined energy, and does not require too much from individuals. Hence his ability to pick out the right people and utilize team energy.
You can read Section One here: section-one-strategy
You can read Section Two here: section-two-doing-architecture
You can read Section Three here: section-three-planning-the-architecture
You can read Section Four here: section-four-tactical-dispositions
The text above is based upon the writings of Sun Tzu in the Art of War. Several translations has been read prior to writing the text above, but the most prominently used translation is the one retrieved from “http://en.wikisource.org/wiki/The_Art_of_War_(Sun)”. I consider the text above a work in progress…