The Art of Organizing Architecture

Transcription

1 The Art of Organizing Architecture

2 Themes n Form over Function What is Value nhealthy Tension vs Governance n Organizing For Reality and Value

3 Architecture Form Form, in architecture, starts in the eye of the beholder or in deep processes that transcend human existence Agile Software Architecture, Alan W. Brown, Muhammad Ali Babar, Ivan Mistrik

4 Structure Creates and Realizes Form

5 Function Can Destroy Form

6 Architecture is what happens when a product is deployed not what happens on the way

7 Architecture Form Profitability Constituent Value Reuse Grow Market Size Grow Market Quality

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9 Healthy Tension Taking Engineering and Architecture Seriously

10 Better Roles n Engineering and Architecture have a joint opportunity n There are overlapping skills and comprehensive coverage n Self-Organizing and Self- Describing

11 are responsible for Form and Structure Engineers are concerned with Structure and Function

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13 Value Stories and Value Themes Often stories cannot be prioritized against each other. What s more important on a car, the left front wheel or the right front wheel Mike Cohn Prioritizing Your Backlog

14 Agile Teams Need More Not Less

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16 Architecture Doesn t Happen At Your Desk It Happens At Someone Else s

17 Architect Deployment Enterprise Enterprise Business Information Business Capability Enterprise Solution Architect Infrastructure Software Architect Software Architect Data Center

18 Why You Should Care To Be Project Measure Measure Asset Mgmt. C-Suite EAs Set Goals Portfolio Mgmt. Plan Project Project Deliver Design Milestone Review Execute Governance Fund Project Design Measure Plan Measure Plan Measure Plan Project Teams Project Teams Project Teams Deliver Design Deliver Design Deliver Design Measure Plan Measure Plan Project Teams Project Teams Deliver Design Deliver Design

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21 Organizing Architecture Teams n There are generally more projects than there are architects n This leads to the following situations: n focus on governance enforcement: the rubber stamp effect n create design and then throw it over the wall : the senior designer n work only on enterprise modeling and process improvement: the ivory tower

22 Topic: How Architecture Teams are Organized CEO CSO CMO CIO CFO COO LOB Owner LOB Owner Chief Arch PMO PMO Ent Arch Acct Acct Solution Arch

23 Topic: How Architecture Teams are Organized CEO CFO COO CSO LOB Owner CMO CIO CTO LOB Owner LOB Owner LOB Owner Enterprise Arch Solution Arch Solution Arch Solution Arch

24 Siloed Architect Organizations Finance Business LOB Enterprise Information Software Infrastructure Solution Business LOB Enterprise Information Software Infrastructure Solution n Random groups n Spread through enterprise n Disconnected lines of reporting n Develop the arch community

25 Centralized Architect Organization n The centralized model Finance LOB IT n Manages architecture from the IT department n Often IT Centric Internally n Sometimes Strategy Oriented n Strong technical capability Business Enterprise Information Software Infrastructure Solution

26 Blended Architect Organization Enterprise LOB Operations IT Information n The Matrixed team n EA and other may report outside of IT Business Solution Software Infrastructure n Strongly business focused n Risk: May lose technical capability n Risk: Chasm between business and technical architects

27 Partner Architect Organizations n Partners have architects n Manage accountability n Integrate into engagement n Define access n Require certification Finance LOB Business IT Enterprise Informatio n Software Infrastruct ure Partner Solution Vendor Solution Solution

28 Extended Architecture Teams Business Technical Leads Project Managers Other Enterprise Chief n Made up of roles impacting or delivering architecture n Tech leads deliver on smaller projects n PMs manage value/risk n Value is shared across technologists

29 Extended Team n Most organizations use the extended n To be successful your organization should follow these steps 1. Define the extended roles explicitly 2. Define role in the SALC (Solution Arch Life Cycle) explicitly 3. Educate and extended team 4. Constantly include and build relationships extended team 5. Communicate successes of the extended team 6. Provide long-term opportunities for ET members to become architects

30 Defining Your Organization 1. Organize the total community of architects independent from reporting structure 2. Define the current state interaction of your architects in relation to projects (module 2) 3. Create your engagement model based on architect goals (module 2) 4. Create a recommended architect reporting structure and community model based on 2 and 3 1. Number of existing architects in organization and partners 2. Define job descriptions for each type of architect 3. Assess team skills and levels 4. Connect to HR definitions 5. Create mentoring opportunities

31 Architect Community n Successful architecture teams n Are connected n Consult regularly n Recognize all architects as professionals n Are aware of their strengths and gaps n Grow the entire team n Create a community of architects within the company (not just your group)

32 Defining Job Descriptions n Utilize the Iasa standard job descriptions as a starting place n Modify based on current role differences n Connect with any internal standards (SFIAplusor others) n Analyze grades to ensure appropriate skills and experience n Require skill focused experience based certifications for advancement and from contractors/outsourcers n Review career path starts early n Architecture is not a place where IT people go to retire n Ensure every architect has provided feedback

33 Assessing Team Skills n Adopt a skill taxonomy BEFORE the job description n Job descriptions are not the best format for describing skills needed n Four primary tools for assessment n Self-assessment surveys use Iasa or invent your own n Peer Assessment n 360 Assessment peer, management, customers, external n Board Certification Iasa provides the CITA-S and CITA-P n Collate results and share with team

34 Connecting with HR n Start the dialog with HR and IT management early n Let them know the goals and outcome of the architect-led skill activity n Begin recommending changes AS A SINGLE TEAM n Get the organization thinking about ALL ARCHITECTS n Begin working together across reporting lines

35 Example Engagement Artifacts Engagement Level Plan Build Run Value 1 Program Business Case Business Strategy Capability Map Architecture Description Value Guide Architecture Assessments Risk Assessments Requirements Delivery Architecture Change Management Risk and Governance Impact Value Realization Engagement Update Value Optimization Plans Future Projects 2 Project Business Case Architecture Description Value Guide Requirements Delivery Architecture Value Realization Engagement Update 3 Update Change Request Arch Impact Document Delivery Document

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