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The 7 Habits of Highly Successful Enterprise Architects Sept 14, 2005.

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Presentation on theme: "The 7 Habits of Highly Successful Enterprise Architects Sept 14, 2005."— Presentation transcript:

1 The 7 Habits of Highly Successful Enterprise Architects Sept 14, 2005

2 2 Acknowledgements  Andrew Bystrzycki  Susan Beausoleil  Gail Eagen  Fram Engineer  Neil Levette  Linda Savard  Greg Sherman  Selma Tennenhouse  Henry Baragar  John Bruder  Jean Cheng  Gord Colquhoun  Armand Guillemette  Oliver Javampour  Neil Kemp  J. P. Lortie  Skip Lumley  Ana Pedrosa  Ed Shallow Only with the support of many friends and colleagues was this presentation such a pleasure to create and deliver. My thanks to these individuals and their originations.

3 3 The 7 Habits... Can express any abstract concept on the back of a napkin Workaholic tendencies  Sleeps 3 hours per night  Drink lots of coffee  Can ignore family for long periods of time  Only networks at frequent pub crawls Spouts fluff and jargon with religious fervour Suspends reality to explore theoretical ideals Architectural theory overwrites life skills  "Models" imply Zachman not Tyra Banks Sacrificial lamb  Blamed for everything  Thick skinned & egotistical Have a weird sense of humour

4 4 Introduction Governments around the world are adopting sophisticated Enterprise Architecture  Move them towards a portfolio of cohesive e-services  Well aligned and fully interoperable. Enterprise Architects are being appointed to help meet this need  One of the more challenging roles in government today  Most people in this role have significant responsibility  Do not have authority or control. Management  Better understand how to select these critical champions Would-be architects  the challenges that face them

5 5 What is an Architect Throughout human history, architects have ranged from learned men revered by royalty, to anonymous craftsmen rising through the ranks of guilds. Both have built castles, cathedrals and chateaux. Until the last century, there were no schools of architecture, no building codes, etc. Michelangelo ( ) was an architect Anyone could hang out a shingle as an architect, and did.

6 6 A Historical View Circa 25 BC, Vitruvius described the role of an architect as:  The ideal architect should be a man of letters, a mathematician, familiar with historical studies, a diligent of philosophy, acquainted with music, not ignorant of medicine, learned in the responses of jurisconsultantis, familiar with astronomy and astronomical calculations.  Marcus Vitruvius Pollio first century B.C. - Roman architect and writer. His De Architectura is the only surviving text on ancient architectural theory.

7 7 Architecture has evolved By 2007, 15 percent of EA core teams will move out from under the IT organization's management structure, with direct reporting relationships to either corporate strategy or corporate change management functions. By 2007, 40 percent of enterprise architects will have primary expertise in business strategy or process engineering By 2006, 20% of Global 2000 organizations will integrate holistic enterprise architecture, enterprise program management, enterprise strategy/planning, and IT portfolio management into a common set of IT management processes META Group: Meta Trends &

8 8 Architecture in Government Things are changing  It is no longer enough to simply manage individual initiatives  Zachman once could not get an audience, now at 72, he is in constant demand USA - FEAF (Federated Enterprise Architecture Framework) Canadian Federal Government  BTEP - Business Transformation Enablement Program Provincial: PSRM – Public Service Reference Model Municipal: MRM – Municipal Reference Model

9 9 Draft Architectural Principles Tasmanian Government – Australia 1 - Reduce integration complexity 2 - Holistic approach 3 - Business event-driven systems 4 - Defined authoritative sources 5 - Security, confidentiality, privacy and protection of information 6 - Proven standards and technology 7 - Total cost of ownership (TCO) 8 - Adopt standard methodologies 9 - Extended information and services environment 10 - Multiple delivery channels 11 - Accessible government 12 - Robustness 13 - Plan for growth Also see:

10 10 META Group – Architect Skills and Credentials Bachelor’s degree in computer science, computer engineering, electrical engineering, systems analysis, or a related study, or equivalent experience. Three to four years of experience in at least two IT disciplines OR three to four years of experience in business analysis or business strategic planning. Exposure to multiple, diverse technical configurations, technologies, and processing environments. Excellent analytical and technical skills. Excellent planning and organizational skills. Knowledge of all components of a technical architecture. Knowledge of business re-engineering principles and processes. Strong understanding of network architecture. Strong understanding of client/server and object-oriented analysis and design. Ability to understand the long-term (“big picture”) and short-term perspectives Ability to translate business needs into technical architecture requirements. Ability to apply multiple technical solutions to business problems. Ability to quickly comprehend the functions and capabilities of new technologies META Group: How Many Architects Does It Take to Change a Light Bulb? Jan 2004

11 11 Architect Skills and Credentials continued … AND …  Strong leadership skills.  Excellent written and oral communications skills.  Basic knowledge of financial models and budgeting.  Ability to estimate financial impact of technical architecture alternatives.  Exceptional interpersonal skills, including teamwork, facilitation, and negotiation.  Understanding of the political climate of the enterprise and how to navigate the politics. META Group: How Many Architects Does It Take to Change a Light Bulb? Jan 2004

12 12 Architect Skills and Credentials continued … Characteristics  Works well with others  Is a respected leader  Is charismatic  Is influential in the organization  Is agnostic toward technology vendor and product choices; more interested in results than in personal choices  Is unflappable in the face of opposition to “architectural ideals”  Has a reputation of integrity  Drives short-term action consistent with long-term motivation META Group: How Many Architects Does It Take to Change a Light Bulb? Jan 2004

13 13 Activities to Build an Enterprise Architecture Source: August 2000 IEEE IT Pro

14 14 Skills an Architect Needs Source: August 2000 IEEE IT Pro

15 15 The Architect's Shifting Role  It is shifting … from technical focus … to business from just project based … to corporate role from trouble-shooting … to problem prevention from capable doer… to leader  Extends the “vision”  Provides “true north” for the organization

16 16 Recapping Researching: must become adept at understanding issues and finding answers quickly and creatively. Analysing: must be able to formulate questions used in business conversations to elicit facts or statements from them, and be willing to listen to what these individuals have to say. Engineering: must be able to apply principles of logic, science, and mathematics to the understanding of systems and processes so the latter can be improved. Communicating: must be able to expound on an important subject to inform and instruct an audience, convincing members to take further action. This entails persuading, marketing, and selling. Arbitrating: must be able to reconcile differences to achieve a common objective and find appropriate solutions. Teaching & Mentoring: must be able and willing to transfer knowledge to others, if necessary, identifying their weaknesses and helping in their correction. Organizing: must be able to put things together in an orderly, functioning, structured whole. This entails handling multiple things at the same time effectively. Adapted from META Group: The Chief Architect: The Transformation Leader Jan 2003

17 17 Sample Linkage to HR Competencies Technical Competencies Business Competencies Behavioral Competencies Basic Proficient Advanced Coach Leading, Inspiring, building trust Thinking Strategically Communications (listening, info gathering) Building relationships Influencing & Persuading Understand business org. culture Focus on results Focus on clients Understand existing systems Understand emerging technologies Understand Project Management Legend

18 18 Where to Start? “Big Picture” Thinker Leader Charismatic Advisor Champion Conceptual Influential Technical Unbiased Analytical Organizer Personable Respected “Results Oriented” Flexible Independent Pragmatic Provides a fresh perspective Sought after Conceptual thinker Connects the dots Negotiating skills Political Savvy

19 19 1.Does what must be done Demonstrates Flexibility / Agility  The role of the architect can be nebulous: management advisor, problem solver, trouble-shooter, "shadow" project manager Transformation Leader  Connects the Dots  Jack of all trades  The "glue" that holds the project together  Swiss army knife of consultants Polymorphic / “chameleon”  Fits in / Adapts to the client, not the other way around Active Champion  Reliable - willing to be fired - straight shooter  Need Guts to move Forward  Does what needs to be done

20 20 2. Provides Thought Leadership Often sought after for opinions and ideas Broad base of experience Can provide fresh perspective and rational approach Aware of a broad range of solutions and understands the limits of the current "state of the art" Follows current thinking and latest trends yet avoids fads and "cool" stuff  Can spot patterns: flat file / hierarchy / network / relational  4GL/application generators/web site templates/ERP/COTS Conceptual thinking  Analyses - separation of a whole into its constituent parts  Synthesizes - To combine so as to form a new, complex product Multi-dimensional thinker Can see and apply patterns  is familiar with many patterns

21 21 3. Builds Rapport & Trust Can moderate and build consensus Networking / builds on other peoples ideas / does not reinvent the wheel Negotiating skills  Architecture is not bound by a project Tends to be borderless: Architect deals with many parties and often needs to agree on perceived scope or boundary issues Example: working out the details of re-use Influential Seen as a leader Facilitation skills Teacher / mentor

22 22 4. Understands the Business Business / IT Alignment  Business should drive IT. 1/4 inch drill vs 1/4 inch hole  Business Architecture vs Technical Architecture  Applies rigour and methods without the participants feeling they had it "done to them“  Technology Independent Politically Savvy

23 23 Administratium Discovery of the heaviest element yet known to science, tentatively named “Administratium” Administratium has one neutron, 12 assistant neutrons, 75 deputy neutrons and 111 assistant deputy neutrons, giving it an atomic mass of 312. These 312 particles are held together by a force created by surrounding them with vast quantities of peons.

24 24 4. Business Understanding - continued Identify key stakeholder and influencers Motivational factors  Can demonstrate the value of architecture  Technically superior is not always preferred solution Sensitive to the issues  Topical issues: "hot potatoes" of the day, procurement, privacy,...  How will you pay for the solution; delivery it; sell it Government is different  Procurement process insights  Funding strategies  Justification & approval cycles  “The levers of government”

25 25 5. Demonstrates Technical Prowess Abreast & up-to-date on a wide variety of techniques & tools  Often perceived as a technical heavyweight Invests time to learn / experiment  Often have home LANS  Install and run a wide variety of software  Personally experiment with different software  Lots of reading / Conferences / Seminars / Web-Zines / On- line seminars Not the smartest person in the room  E.g. Recommend Biometrics; have the expert there Agnostic re technology Unbiased re outcome

26 26 Managing your bias No peeking

27 27 Group Photo 2 No peeking

28 28 Group Photo 3 Ready ?

29 29 6. Persuades & Communicates Effectively No matter how brilliant your design ideas, they are of little use unless they can be properly communicated In the final analysis, it helps to remember that architects are not the ultimate decision-makers. The ability to articulate your ideas in a way that they can be put to use by others is an absolute prerequisite for success. The only real power the architect has is the power of persuasion. Decision-making influencer  Constraints: budget, skill/capabilities, cultural fit,... Inform: so management makes a sound decision  Do not push your own agenda / avoid a biased position

30 30 Communicates Effectively (cont’d) Effective communications is critical to being able to bridge the gap between the language of business and the jargon of technology.  Every industry has it's jargon. Your client should not need to learn or understand your technical jargon. Formal / consistent  Program, Service, Process, … Listening skills  Understand the problem(s)  Separate problems from symptoms  Clarify Need  Define goal / desired outcomes Examples and analogies can be very effective Facilitate communications among different parties

31 31 7. Delivers Practical Results Architecture is not done for the sake of architecture, the client has clear goals and a purpose Client looks to the architect for what is viable, feasible Balance short term & long term  Architecture often sets target  Landscape plan looks quite different then the initial planting Never Perfect  Knows when enough is enough  Time box - 80/20 Entrepreneurial - make it happen, can overcome obstacles Can relate the technology to the true business needs  Should we be scanning all this paper?  What can be left manual?  Do we really need PKI?

32 32 The 7 Habits 1. Does what must be done 2. Provides Thought Leadership 3. Builds Rapport & Trust 4. Understands the Business 5. Demonstrates Technical Prowess 6. Persuades & Communicates Effectively 7. Delivers Practical Results

33 33 META Group – Bottom Line The strategic quality and content of an enterprise architecture hinges on having the right profiled (competent) person for the job of the chief architect. This will enable tighter business/IT alignment, better-quality decisions, and the successful implementation of an enterprise architecture. Business Impact The enterprise architects (stewards of this process) that will step up to the plate will demonstrate a consistent set of competencies and use them to foster a richer and more creative working relationship with their business and IT counterparts, providing a holistic view of the business and associated infrastructure.

34 34 Management- Making architecture successful Selecting the right champion Providing backing and support  Define the drivers of success  Coach the architects regarding issues, culture … Supporting processes & governance Effectively placed in the organization  Tied to the scope

35 35 Enhancing your skills DCI  CDI  FEAF Institute  Institute for Enterprise Architecture Developments 

36 36 Certification Copyright – World Wide Institute of Software Architects

37 37 Risks & Rewards Risks  Responsibility without corresponding control  A lot of resistance and disappointments along the way  Often encounter others that believe they have a better idea or solution Rewards  Focus on interesting and complex issues  Opportunity to advance to a very high levels in the organization with business & technical focus  Opportunity to make an enormous difference to the company and clients


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