Architect,

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  • The architect works within a four element framework with in the organizations that drives and assist the business to look at his performanceOrganization. Determines how the organization is designed for corporate performanceHuman Resources. Corporate culture its alignment with the strategic visionPolitical. Organization politics ensure alignment of the vision and reduce resistance to change. Badly use they can polarize and destroySymbolic. Enables creation of a compelling vision of the future. A vision that inspires the organization
  • Architect,

    1. 1. 1Architect,It is not only a Rank or Grade…Juan Ramón, AcostaCloud Automation ArchitectCisco Systems, IncTrack: Architecture Leadership
    2. 2. Popular belief: Road to be Architect
    3. 3. CompetenciesExperienceProducesChangeSetsDirectionMotivates&Aligns Leadership
    4. 4. Architect RolesAmit Unde, Becoming an Architect in a System Integrator,The Architecture Journal, April 2008
    5. 5. Framework* OrganizationPoliticalHumanResourcesSymbolic*Bolman & Deal. Reframing Organizations: Artistry, choice and leadership.San Francisco: Jossey-Bass. 2nd Ed. 1997
    6. 6. • Self-Awareness*• Know one’s strength and limits• SelfConfidence• Recognizes impact of “gut sense” on one’s own decisions• Self-Management*• Keeps disruptive emissions and impulses under control• Flexibility to adapt during changing situations or to overcomechallenges• Readiness to act or seize opportunities• Social Awareness*• Understand others perspectives and take interest in their concerns• Align with organizational priorities• Meet customer, organization and team requirementsTransformational Leader
    7. 7. • Relationship Management• Guiding and motivating with a compelling vision• Influence others• Help others to develop their abilities thru feedback and guidance• Initiate, manage and lead in a new direction• Resolve disagreements• Build alliances• TeamworkTransformational Leader (cont..)* Daniel Goleman, Primal Leadership Learning to Lead with Emotional Intelligence.Harvard Business School Press 2004
    8. 8. Situational LeaderLeadership Principle WhenVisionary Move people toward a commonshared goalNeeding a new directionor visionCoaching Connects what a person wants withthe organization goalsHelp team member buildlong-term competenciesAffiliative Create harmony by connectingpeople with each otherMotivate during stressfultimes and strengthenrelationshipsDemocratic Values team’s input and getscommitment thru participationTo build consensus orelicit valuable input fromteamPacesetting Meeting challenging and excitinggoalsTo get high-qualityresults from the teamCommanding Give direction and create focus Kick start a project orreturn control duringcrisis
    9. 9. • Defines technological vision for the companies product• Creates verifiable abstract models of real-business domain use cases• No technology religion, never mix architecture with implementation• Has breath and depth of the business domain• Has breath and enough depth in technology• Creates and maintains relationships with the implementation team andtechnology subject matter experts (SMEs)• Owns the Requirement’s Engineering process• Acts as liaison between business development , product marketing andthe engineering team• Insures the implementation of the Architecture Design is complete,correct and meets end-user functional/usability requirementsTechnologist
    10. 10. • Not the highest achievement on an engineering carrierpath• It is a Job Role that requires a professional with a lot ofexperience, that is a visionary and is an effective leaderConclusions
    11. 11. Resources
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