Changing the existing architecture can be carried out in three ways: supporting the current one, completely replacing the current one, complementing the current one. Replacing the current one requires a long and lengthy study of the functionality of the current system, then finding out the functionality that is currently in demand and searching for differences between the current functionality and the expected one, after which the cost and development time are calculated. During the presentation, in most cases, a refusal will be received in the development of the system, since the customer does not need a technical update of the existing functionality, but he needs new ones and the correction of the old, and even more so not for the time and funds that were spent on creating the current system. With the consistent improvement of the system, fundamental changes to the system cannot be achieved, since the architecturally different functionality of one part contradicts others and changes in the architectural style are not achieved by successive improvements of the parts due to the complex nature.

The Enterpris Architect strategy implements different company strategies in different ways:

* Growth (scaling) strategy when the market is free – the architecture unifies and debugs processes;

* Strategy of innovation (search for hypotheses by Lean Startup). Creation and delivery of features and testing of hypotheses about the demand for these features are as fast as possible;

* Integration strategy. It is necessary to develop an open, most scalable and versioned API;

* Adaptation strategy. Not a strategy using Agile to adapt to the market;

* Strategy of quick decisions. Consistent changes.

Difference between Architects and Architects (NEW)

In general, the architecture of a fairly large company is called Enterprise Architect. It describes all levels of detail and the entire scope of the company. For any IT architect, IT interacts with the rest of the company's business. For most companies, the business makes money, and IT provides this opportunity, and understanding how this happens and what needs to be changed the task of the corporate architect. To do this, the corporate architect works with two layers that make up the corporate architecture: business architecture and IT architecture. It is very important to understand that in most cases IT is the backing function of the company, and the architect describes the current business architecture of the company and adjusts the IT architecture so that the described business architecture functions as intended by its creators. The creators of the business architecture are the heads of departments, functional blocks and divisions. They are the ones who know exactly how their departments should work. At the same time, they, too, often do not take it out of their heads, but rely on existing processes, for example, the sales department relies on customer experience that they have received in other companies and to which they are accustomed, or as a result of negotiations. The already formed processes in the business architecture take advantage of the power of IT, but this does not mean that the corporate architect needs to make the IT architecture a mirror image of the business architecture. On the contrary, if several processes have similar requirements, then the IT architecture should unify this, if possible, provide flexibility and scalability in a short time in the wake of changes and growth of the process, as well as offer more efficient ways to solve problems.