Transcript 7 habits - National Capital FreeNet

Sept 14, 2005
The 7 Habits of Highly
Successful Enterprise
Architects
Acknowledgements
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.
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Andrew Bystrzycki
Susan Beausoleil
Gail Eagen
Fram Engineer
Neil Levette
Linda Savard
Greg Sherman
Selma Tennenhouse
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Henry Baragar
John Bruder
Jean Cheng
Gord Colquhoun
Armand Guillemette
Oliver Javampour
Neil Kemp
J. P. Lortie
Skip Lumley
Ana Pedrosa
Ed Shallow
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The 7 Habits . . .
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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
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Introduction
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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
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What is an Architect
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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 (1475-1564) was an architect
Anyone could hang out a shingle as an
architect, and did.
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A Historical View
Circa 25 BC,
Vitruvius described the role of an architect as:
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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.
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Marcus Vitruvius Pollio
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first century B.C. - Roman architect and writer.
His De Architectura is the only surviving text on ancient architectural theory.
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Architecture has evolved
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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.
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By 2007, 40 percent of enterprise architects will have primary
expertise in business strategy or process engineering
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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 2003-2004 & 2004-2005
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Architecture in Government
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Things are changing
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USA - FEAF (Federated Enterprise Architecture Framework)
Canadian Federal Government
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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
BTEP - Business Transformation Enablement Program
http://www.cio-dpi.gc.ca/btep-phto
Provincial: PSRM – Public Service Reference Model
Municipal: MRM – Municipal Reference Model
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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
www.go.tas.gov.au/enterprise_architecture/draft_architectural_principles.htm
Also see: http://www.tbs-sct.gc.ca/fap-paf/documents/iteration/iterationtb_e.asp
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META Group
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– 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
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Architect Skills and Credentials continued …
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AND …
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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
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Architect Skills and Credentials continued …
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Characteristics
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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
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Activities to Build an Enterprise Architecture
Process Step
Initiate the effort
Technical Activities
Develop an architecture
framework
Build the architecture team
Describe where we
are
Characterise the baseline
architecture
Identify where we’d
like to be
Develop the target
architecture
Plan how to get the
architecture
Develop the transition plan
Execute the target
architecture
Maintain/Enhance the target
architecture
Implement the
architecture
Business Activities
Create readiness for architecture
Overcome resistance to change
Identify and influence stakeholders
Encourage open participation and
involvement
Reveal discrepancies between current
and desired state
Make it clear to everyone why change is
needed
Convey credible expectations
Communicate valued outcomes
Communicate valued features
Energise commitment
Create a plan for transition activities
Communicate the transition plan
Establish sound management structure
Build support for the architect
Develop new competencies and skills
Reinforce architecture practices
Source: August 2000 IEEE IT Pro
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Skills an Architect Needs
Process Step
Initiate the
effort
Describe
where we are
Identify
where we’d
like to be
Plan how to
get there
Activities
 Deep understanding of
technology trends
 Technical vision
 Interviewing
 System analysis and
synthesis
 System modelling
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Implement the 
architecture
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Skills
 Ability to articulate and sell a vision
 Team building
 Insightful
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System conceptualisation 
System analysis and
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modelling
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Technology selection
Trade-off analysis
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Project/transition
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planning
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Technical assessments
Configuration
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management
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Project tracking and
monitoring
Investigative
High tolerance for ambiguity
Deep understanding of business strategy
Entrepreneurial and creative
Ability to moderate and build consensus
Practical and pragmatic
Resilient
Ability to mentor and coach
Communicate the transition plan
Establish sound management structure
Build support for the architect
Empathetic and approachable
Committed, dedicated, passionate
Source: August 2000 IEEE IT Pro
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The Architect's Shifting Role
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It is shifting …
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from technical focus
from just project based
from trouble-shooting
from capable doer
… to business
… to corporate role
… to problem prevention
… to leader
Extends the “vision”
Provides “true north” for the organization
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Recapping
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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
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Sample Linkage to HR Competencies
• Understand existing systems
• Understand emerging technologies
• Understand Project Management
• Understand business org. culture
• Focus on results
• Focus on clients
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Leading, Inspiring, building trust
Thinking Strategically
Communications (listening, info gathering)
Building relationships
Influencing & Persuading
Legend
Technical Competencies
Business Competencies
Behavioral Competencies
Coach
Advanced
Proficient
Basic
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Where to Start?
Provides a fresh perspective
Conceptual thinker
Independent
Leader
Analytical
Personable
Charismatic
Unbiased
Negotiating
skills
Champion
Pragmatic
Sought after
Political Savvy
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1. Does what must be done
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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
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2. Provides Thought Leadership
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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
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3. Builds Rapport & Trust
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Can moderate and build consensus
Networking / builds on other peoples ideas /
does not reinvent the wheel
Negotiating skills
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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
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Example: working out the details of re-use
Influential
Seen as a leader
Facilitation skills
Teacher / mentor
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4. Understands the Business
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Business / IT Alignment
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Business should drive IT.
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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
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Administratium
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Discovery of the heaviest element yet known to
science, tentatively named “Administratium”
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Administratium has one neutron, 12 assistant
neutrons, 75 deputy neutrons and 111 assistant
deputy neutrons, giving it an atomic mass of 312.
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These 312 particles are held together by a force
created by surrounding them with vast quantities of
peons.
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4. Business Understanding - continued
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Identify key stakeholder and influencers
Motivational factors
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Sensitive to the issues
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Can demonstrate the value of architecture
Technically superior is not always preferred solution
Topical issues: "hot potatoes" of the day, procurement,
privacy, ...
How will you pay for the solution; delivery it; sell it
Government is different
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Procurement process insights
Funding strategies
Justification & approval cycles
“The levers of government”
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5. Demonstrates Technical Prowess
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Abreast & up-to-date on a wide variety of techniques
& tools
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Invests time to learn / experiment
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Often have home LANS
Install and run a wide variety of software
Personally experiment with different software
Lots of reading / Conferences / Seminars / Web-Zines / Online seminars
Not the smartest person in the room
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Often perceived as a technical heavyweight
E.g. Recommend Biometrics; have the expert there
Agnostic re technology
Unbiased re outcome
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Managing your bias
No peeking
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Group Photo 2
No peeking
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Group Photo 3
Ready ?
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6. Persuades & Communicates Effectively
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No matter how brilliant your design ideas,
they are of little use unless they can be properly
communicated
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In the final analysis, it helps to remember that architects are
not the ultimate decision-makers.
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The ability to articulate your ideas in a way that they can be
put to use by others is an absolute prerequisite for success.
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The only real power the architect has is the power of
persuasion.
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Decision-making influencer
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Constraints: budget, skill/capabilities, cultural fit, ...
Inform: so management makes a sound decision
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Do not push your own agenda / avoid a biased position
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Communicates Effectively (cont’d)
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Effective communications is critical to being able to
bridge the gap between the language of business
and the jargon of technology.
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Formal / consistent
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Program, Service, Process, …
Listening skills
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Every industry has it's jargon. Your client should not need to
learn or understand your technical jargon.
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
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7. Delivers Practical Results
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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?
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The 7 Habits
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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
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META Group – Bottom Line
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The strategic quality and content of an enterprise architecture
hinges on having the right profiled (competent) person for the job
of the chief architect.
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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.
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Management- Making architecture successful
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Selecting the right champion
Providing backing and support
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Define the drivers of success
Coach the architects regarding issues, culture …
Supporting processes & governance
Effectively placed in the organization
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Tied to the scope
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Enhancing your skills
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DCI
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www.netsessions.net/euniversity
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www.cdilearn.com
CDI
FEAF Institute
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www.feacinstitute.org
Institute for Enterprise Architecture Developments
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www.enterprise-architecture.info/EA_Certification.htm
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Certification
Copyright – World Wide Institute of Software Architects
www.wwisa.org
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Risks & Rewards
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Risks
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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
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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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