Modelling to serve stakeholders and to communicate particular things is becoming much more the preferred approach. Modelling the whole enterprise at all its levels of detail is falling out of fashion.
The business case for a central architecture team to do holistic business architecture is a difficult one to write and even more difficult to get approved. Most tool vendors provide a holistic model – model everything – approach. This is seen in their provided database structure, (meta modals). This whole world way of doing things does not help AGILE architecture.
Selling the top down centralised way for doing business architecture is becoming less and less successful and many of these centralised teams are being disbanded in cost cutting programmes. Architecture teams employ expensive people and they need to demonstrate real visible value in pound and dollar terms.
The alternative way forward is to embed architecting skills within individuals, who then use those skills in different roles across the organisation. This is more practical than employing and training specialists and placing them in vulnerable central teams. Disband the team and the skill set leaves the firm.
Business architecture is evolving and training needs to adapt in response. We can assist through teaching AGILE architecting to support faster and more dynamic responses . No longer can organisations justify the cost and time developing in large centralised modelling teams, except in certain strategic situations- an example being: cost leadership in high volume repeatable activity where controlled repetition is the strategy.
We need to diversify the people across the organisation to maintain and protect the ability to shape and design.
So bin the holistic metamodels! Ask the stakeholder what they what to see and model that and stop.