tag:blogger.com,1999:blog-6149953344722382854.post1501060615761177760..comments2010-09-17T04:28:03.309-05:00AABhttp://www.blogger.com/profile/07464006705601227120noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-6149953344722382854.post-77867971960726813022010-09-17T04:28:03.309-05:002010-09-17T04:28:03.309-05:00Totally agree... Decision makers are not (very) interested in &quot;how you calculated the results&quot; but more in the results themselves.<br /><br />But to give clear evidence, architects need to have a structure in the background (stored in a tool or in their brains).Chrishttp://www.molinarius.chnoreply@blogger.comtag:blogger.com,1999:blog-6149953344722382854.post-44801949437266273792010-09-08T07:21:48.305-05:002010-09-08T07:21:48.305-05:00Hi Douglas,<br /><br />I agree that business people that I know just don’t care about the actual diagrams (notations) but might be interested in the proof. <br /><br />I would probably go a bit further and say it is possible to create much more accessible diagrams ‘of truth’ by applying the visual thinking techniques developed by <a href="http://www.wanderings.net/notebook/Main/DanRoamVisualLearningOnTheBackOfANapkin" rel="nofollow">Dan Roam</a><br /><br />I’ve been using cartoons and storyboarding techniques for describing and documenting Business Architecture for several years and have had great responses from CxOs, users, customers and technology leaders.<br /><br />For me, the most important thing is to male sure we can all understand the ‘stories’ of required change before we worry about engineering rigor and fine-grained architectural consistency. The former are best expressed as pictorial stories and the latter in the ‘tools of proof’ you describe.Nigelhttp://www.blogger.com/profile/12104626480904196956noreply@blogger.com