One of the forces that holds enterprise architecture (EA) back from successful management of rapid change is a perspective from earlier days of the profession. A long-standing school of thought holds that architectural work at the enterprise level is best accomplished by a formal and comprehensive architectural project, which may — one hopes — be revisited periodically. However, the practice of pure “architecture projects” is antithetical to the current rapid pace of disruptive change. Architecture work measured in months and years is a relic of bygone times. What our current situation really needs is for EA to be performed by a continuous and situationally nimble process.