ABSTRACT
This chapter illustrates how architecting works using reorganization as a practical example. Following the reorganizing process, it addresses the closely related issues of the creation, composition, and use of an architecting team, and the close relationship between architecting an organization and architecting a product-line. The chapter by example shows the essence of organizational architecting — the process of asking the client questions based on insights gained from experience in various domains. Through those questions the client comes to the value judgments essential to creating a desirable and feasible architecture for the problem at hand. Architecting a reorganization and architecting a new product line are shown to be closely related. Both have the same purpose, the creation of added value to the customer and the enterprise. Both require creating and working with an architecting team, a difficult and sensitive task with the exercise of responsibilities for both client and team being essential for success.
