The Role Of The Architect In Turbulent Times
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The Role Of The Architect In Turbulent Times

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Presentation delivered at Microsoft Architect Cafe in August 2009; by Miha Kralj

Presentation delivered at Microsoft Architect Cafe in August 2009; by Miha Kralj

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The Role Of The Architect In Turbulent Times The Role Of The Architect In Turbulent Times Presentation Transcript

  • The role of the Architectin Turbulent Times
    MihaKralj
    Sr. Architect
    Microsoft Corporation
    Session Code: ARC207
  • Architecture Impetus
    You can’t build a sky rise the way you build a dog house…
    Booch, SD’99
    Architectural leadership always comes from the least expected direction…
    Unknown
    Architecture??? We are in recession,who needs architecture now!
    CIO of undisclosed company
  • Architecture is the translation of intent into technology
    Architecture: Raison d'être
    Technology
    Business
  • Architecture is the translation of intent into technology
    Architecture: Raison d'être
    Technology
    Business
    Aesthetics
  • Architecture is the translation of intent into technology
    Architecture: Raison d'être
    Technology
    Business
    Aesthetics:Judgment of sentiments and taste
    Aesthetics
  • Architecture: Raison d'être
    Business desires the right
    Function
    Technology
    Business
    Aesthetics
  • Architecture: Raison d'être
    Technology seeks the rightStructure
    Business desires the right
    Function
    Technology
    Business
    Aesthetics
  • Architecture: Raison d'être
    Technology seeks the rightStructure
    Business desires the right
    Function
    Technology
    Business
    Aesthetics requires the rightAppearance
    Aesthetics
  • Architecting process
    Design
    Requirements
    Analysis
    Design
    Conscious effort to create something that is both functional and aesthetically pleasing
    All architecture is design.
    Not all design is architecture.
  • Who Does What Best?
    Business Analyst
    DeveloperIT Professional .
    Architect
    Design
    Requirements
    Analysis
  • Architectural Levels
    Design all things by considering them in their larger contexts
    An enterprise in an industry
    A system in an enterprise
    A component in a system
    An object in a component
    Put the large rocks in the place first
  • Scope of Architectural Decisions
    Architecture is the set of decisions that cannot be delegated without compromising overall system objectives
    product family architecture decisions
    decisions optimized over the whole, making tradeoffs and compromises across the products for the overall good of the whole
    product architecture
    decisions
    Product family scope
    Product B scope
    Product A scope
    Component scope
    decisions made here are tuned to product A
  • Enterprise Architecture - Definition
    Enterprise Architecture
    Addresses Enterprise objectives:
    Encompasses:
    Application Architecture
    Consistency, Integration, Interoperability, Security
    Infrastructure Architecture
    Flexibility to make, buy or outsource IT solutions
    Information Architecture
    Reuse across applications, solutions and product families
    Business Architecture
    EA has Enterprise-wide scope and crossesintra-organizational boundaries
  • Value
    EA = BA + EWITA
    Enhance Business/IT Alignment
    EA = EWITA Enhance Value Management
    EA = TA
    Reduce IT cost and enhance operations
    Scope
    Evolution of Enterprise Architecture
  • Goal of an Architect
    Get the Architecture Right
    Right Direction: Architectural Vision and Strategy
    Right Focus: Architectural Requirements and Prioritization
    Right Solution: Architecture Specification
    Get the Architecture Used Right
    Get the Architecture used (at all)
  • Architect responsibilities
    What it really is:
    What you think the job is:
    Technical work
    Solving interesting problems
    Technical work
    Touchy-feely stuff
    Applying design patterns
    Organizational politics
    Technology choices, system design
    Getting participation
    Building consensus
    Non-technical work
  • The Main Activities of an Architect
    What an Architect really does?
    Think, Analyze
    Present, Meet, Teach, Discuss
    Listen, Talk, Walk around
    Test, Integrate
    Design, Brainstorm, Explain
    Write, Consolidate, Browse
    Assist with risks, WBS, schedule
    Read, Review
    How do you explicitly measure success of these tasks?
    GerritMuller, “The Role and Task of the System Architect”, http://www.gaudisite.nl/RoleSystemArchitectPaper.pdf
  • Architect Competencies
    Technical Competencies
    Business
    Competencies
    Personal Competencies
    Leadership
    Technology in Breadth
    Organizational Dynamics
    Communication
    Strategy
    Technology in Depth
    Process and Tactics
  • Split of the Role in the Hard Times
    Business Analyst
    Project Manager
    Strategy Advisor
    Development Lead
    Testing Lead
    Operations Lead
    Technical Competencies
    Business
    Competencies
    Personal Competencies
    Leadership
    Technology in Breadth
    Organizational Dynamics
    Communication
    Strategy
    Technology in Depth
    Process and Tactics
  • Split of the Role by Domain Focus
    EA
    Solution Architecture
    (Infrastructure, Information)
    Technical Architecture
    (Software, Application, System)
  • Split of the Role by Domain Focus
    Business Analyst
    Project Manager
    Strategy Advisor
    EA
    Solution Architecture
    (Infrastructure, Information)
    Development Lead
    Testing Lead
    Operations Lead
    Technical Architecture
    (Software, Application, System)
  • Shifting the Focus
    Diminishing Old Priorities
    New Projects – due to the overwhelming amount of internal optimization new projects are few and far apart.
    Large-scale SOA projects – With widespread failures of large SOA projects architects are reconsidering their approach to SOA
    Web 2.0 projects – The experiments on if this technology paradigm is viable is deemed non mission-critical.
    Server consolidation – the lifetimes of servers is extended thus reducing the amount of consolidation projects
  • Shifting the Focus
    Emerging New Priorities
    Optimization of current portfolio– How to leverage Company’s assets in a struggling economy (do more with less)
    Cost Reducing Programs – Programs that look at cost reductions are becoming a major property for architects
    Mergers and Acquisitions (M&A)– Many pre- and post-M&A projects will occur during the recession time
    Compliance– New regulations will emerge to control all aspects of how IT operates
    Value Add Customer-facing projects – Furthering the reach of the company past traditional methods to add to the value chain
  • Four Key Architectural Imperatives
    What to do in the times of uncertainty
    Align – Find direct links to business imperatives.
    Optimize– Do more with what you have
    Externalize – Move IT assets outside of the IT operating environment, if they do not add value
    Consolidate – Reduce unnecessary redundancies
  • Align the Architecture
    Assessments
    Key Metrics
    Repeatable and consistent assessments should drive how decisions are made, and they must illustrate how architectural trade-offs occurred.
    Instead of defining IT-specific metrics, architecture organizations need to operate more like a business. By doing so, they need not only to demonstrate their effectiveness, but also to quantify it.
    Define the assessment metrics for all aspects of your work
    Redefine how you are measured and evaluated
  • Link the Architecture
    Architecture Management
    Requirements Management
    Architecture management should link into the standard processes, such as application portfolio management and Project Management Office processes.
    Capturing functional and nonfunctional requirements in reusable ways will help align architectures to the business and drive both the functionality and the architecture.
    Prove the value of architecture through PMO
    Align with business with the right requirements capturing process
  • Optimize the Architecture
    ALM Management
    Portfolio Management
    ALM improvements can include process optimizations to streamline efforts, new tools to automate and accelerate application development, and key information-gathering points to support architecture efforts and quantify business value.
    Reviewing the IT portfolio of applications will allow architects to either inventory existing systems or review the systems that have been cataloged.
    How can you improve the ALM tools, process or skills?
    What Solutions bring the most value and return?
  • Optimize your Tools and Solutions
    Optimizing Solutions
    Development tooling
    With a wave of new innovations in social computing, context-aware architectures, cloud-based architectures, and SaaS, there are ways to introduce lower risk, cost, and support for your company.
    Optimizing the tooling that is used in the actual development and architectural planning is essential for companies. In times of slowed project work, it is optimal to retool.
    Find the low-cost refactoring ideas and approaches.
    Are you using the right tools for the architecting process?
  • Consolidate your IT Assets
    IT Services
    IT Infrastructure
    Collaboration, VOIP, e-mail, business intelligence, portals, system monitoring, and project-management systems are all IT services that can be streamlined by creation of standards or consolidation of multiple vendors.
    The hardware backbone of an enterprise often is the first to be consolidated with virtualization solutions. While it is easy to virtualize, there is careful planning needed, as it could lead to the same problem that we have with server sprawl.
    What redundant IT Services can you find and consolidate?
    What infrastructure elements are ready for virtualization?
  • Consolidate your IT Assets
    Process Management
    Solution Architectures
    Process management can be a valuable exercise to consolidate disconnected and redundant processes. This streamlines your architectural efforts by providing repeatable and predictable measurements.
    Companies often find redundancies in solutions across LOBs or functional areas. Consolidating solutions will be key to lowering costs and complexity within the organization.
    What processes are fat, long and unnecessary?
    How much cost-reduction can you bring with consolidation?
  • Invent New Usage of Current Technology
    Use technology NOT as originally intended
    Redefine where the applied cutting edge really is
    Go beyond prescribed scenarios and personas
    Are you using technology the same way as your competition?
    Improve Customer Experiences
    Experience is more important than functionality
    If you don’t improve the experience, someone else will!
    Eliminate negative, tedious or hard-to-understand parts
    How do you get dissatisfied users to talk before they walk?
  • Render Your Own Cash Cow Obsolete
    Is there a single product/service that generates the majority of income?
    Create new Cash Cows out of Stars and Question marks (BCG)
    Anyone’s Cash Cow can be (and will be) stolen
    How do you reposition your own current Cash Cow?
    Learn to Fail Fast
    Plan ahead and get the advantage of unavoidable future
    Don’t refuse to accept failure; Invest in the next success
    If horse is dead, GET OFF!
    Is your product, service or engagement slowly failing?
  • Systematically Look Into the Future
    Focus on the NEW big picture
    Look for trends, patterns and new disruptors
    Technological changes can redefine the entire industries
    What changes can you identify that might yield an opportunity?
    Solve Predictable Future Problems Today
    Shift from Crisis Management to Opportunity Management
    Most of Future Issues are predictable and avoidable
    Anticipate, Plan and Pre-empt
    What problems can you eliminate before they happen?
  • Co-create the Future with your Customers
    Reward and stimulate customer innovation
    Foster collaborative research and creation
    Customers will help you design future products with THEM in mind
    Do customers send you their innovate ideas to implement?
    Create Strategic Alliances
    Cooperation and Competition are merging (Coopetition)
    Alliances are partnerships of equal players
    Strategic alliances tend to create advantages for all
    Which alliance would benefit your ecosystem?
  • question & answer
  • Required Slide
    Speakers,
    TechEd 2009 is not producing
    a DVD. Please announce that
    attendees can access session
    recordings at TechEd Online.
    www.microsoft.com/teched
    Sessions On-Demand & Community
    www.microsoft.com/learning
    Microsoft Certification & Training Resources
    http://microsoft.com/technet
    Resources for IT Professionals
    http://microsoft.com/msdn
    Resources for Developers
    www.microsoft.com/learning
    Microsoft Certification and Training Resources
    Resources
  • Required Slide
    Complete an evaluation on CommNet and enter to win!
  • Required Slide
    © 2009 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.
    The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.