The architect’s role in most organizations is too often avoided, and too easily usurped. The absence of true measures of performance covering the work of the architect is the main culprit. If the ones performing the design tasks that shape enterprises want to be legitimized to use best practices and be recognized as indispensable experts, then something has to be measured. And they must be accountable for the results. For those that want to explore what these measures could be, I provide two guiding principles and one reminder. First, the measurements should be close enough to what is actually performed by the architect. They should be relatable to daily work. Second, they must align with the reasons that justify the use of good practices —or the practice itself. Finally, a reminder that with a bit of imagination, some discipline and a lot of conviction, anything can be measured.