Not all activity undertaken under the guise of developing architecture models provides value to the business. I would hate to count up the number of times I have been asked to undertake some task which would identify the interdependencies between components within the enterprise only to find that there was either no real relationship established or in having identified one to find that knowledge of the relationship provided no tangible benefit.
As you are with two people, with some effort, able to establish a linkage between them so you can with components within a business. The question is, having established that linkage, what was the point?
The desire to link everything to everything is predicated on wanting to know it all. The problem of course is that knowing it can obscure what is important. It sometimes seems that the more you know about everything the less you know about the specific: a real demonstration of ‘not being able to see the forest for the trees’.
Architectural work undertaken must be guided by the questions that are important for the business to ask when making decisions. Activities that do not support these questions may be counter-productive, diverting resources and effort from more valuable endeavours.
When requested to undertake some activities sometimes the answer should be no.