The role of the Architectin Turbulent TimesMihaKraljSr. ArchitectMicrosoft CorporationSession Code: ARC207

Architecture ImpetusYou can’t build a sky rise the way you build a dog house…Booch, SD’99Architectural leadership always comes from the least expected direction…UnknownArchitecture??? We are in recession,who needs architecture now!CIO of undisclosed company

Architecture is the translation of intent into technologyArchitecture: Raison d'êtreTechnologyBusiness

Architecture is the translation of intent into technologyArchitecture: Raison d'êtreTechnologyBusinessAesthetics

Architecture is the translation of intent into technologyArchitecture: Raison d'êtreTechnologyBusinessAesthetics:Judgment of sentiments and tasteAesthetics

Architecture: Raison d'êtreBusiness desires the rightFunctionTechnologyBusinessAesthetics

Architecture: Raison d'êtreTechnology seeks the rightStructureBusiness desires the rightFunctionTechnologyBusinessAesthetics

Architecture: Raison d'êtreTechnology seeks the rightStructureBusiness desires the rightFunctionTechnologyBusinessAesthetics requires the rightAppearanceAesthetics

Architecting processDesignRequirementsAnalysisDesignConscious effort to create something that is both functional and aesthetically pleasingAll architecture is design.Not all design is architecture.

Who Does What Best?Business AnalystDeveloperIT Professional .ArchitectDesignRequirementsAnalysis

Architectural LevelsDesign all things by considering them in their larger contextsAn enterprise in an industryA system in an enterpriseA component in a systemAn object in a componentPut the large rocks in the place first

Scope of Architectural DecisionsArchitecture is the set of decisions that cannot be delegated without compromising overall system objectivesproduct family architecture decisionsdecisions optimized over the whole, making tradeoffs and compromises across the products for the overall good of the wholeproduct architecturedecisionsProduct family scopeProduct B scopeProduct A scopeComponent scopedecisions made here are tuned to product A

Enterprise Architecture - DefinitionEnterprise ArchitectureAddresses Enterprise objectives:Encompasses:Application ArchitectureConsistency, Integration, Interoperability, SecurityInfrastructure ArchitectureFlexibility to make, buy or outsource IT solutionsInformation ArchitectureReuse across applications, solutions and product familiesBusiness ArchitectureEA has Enterprise-wide scope and crossesintra-organizational boundaries

ValueEA = BA + EWITAEnhance Business/IT AlignmentEA = EWITA Enhance Value ManagementEA = TAReduce IT cost and enhance operationsScopeEvolution of Enterprise Architecture

Goal of an ArchitectGet the Architecture RightRight Direction: Architectural Vision and StrategyRight Focus: Architectural Requirements and PrioritizationRight Solution: Architecture SpecificationGet the Architecture Used RightGet the Architecture used (at all)

Architect responsibilitiesWhat it really is:What you think the job is:Technical workSolving interesting problemsTechnical workTouchy-feely stuffApplying design patternsOrganizational politicsTechnology choices, system designGetting participationBuilding consensusNon-technical work

The Main Activities of an ArchitectWhat an Architect really does?Think, AnalyzePresent, Meet, Teach, DiscussListen, Talk, Walk aroundTest, IntegrateDesign, Brainstorm, ExplainWrite, Consolidate, BrowseAssist with risks, WBS, scheduleRead, ReviewHow do you explicitly measure success of these tasks?GerritMuller, “The Role and Task of the System Architect”, http://www.gaudisite.nl/RoleSystemArchitectPaper.pdf

Architect CompetenciesTechnical CompetenciesBusinessCompetenciesPersonal CompetenciesLeadershipTechnology in BreadthOrganizational DynamicsCommunicationStrategyTechnology in DepthProcess and Tactics

Split of the Role in the Hard TimesBusiness AnalystProject ManagerStrategy AdvisorDevelopment LeadTesting LeadOperations LeadTechnical CompetenciesBusinessCompetenciesPersonal CompetenciesLeadershipTechnology in BreadthOrganizational DynamicsCommunicationStrategyTechnology in DepthProcess and Tactics

Split of the Role by Domain FocusEASolution Architecture(Infrastructure, Information)Technical Architecture(Software, Application, System)

Split of the Role by Domain FocusBusiness AnalystProject ManagerStrategy AdvisorEASolution Architecture(Infrastructure, Information)Development LeadTesting LeadOperations LeadTechnical Architecture(Software, Application, System)

Shifting the FocusDiminishing Old PrioritiesNew 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 SOAWeb 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 FocusEmerging New PrioritiesOptimization 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 timeCompliance– 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 ImperativesWhat to do in the times of uncertaintyAlign – Find direct links to business imperatives.Optimize– Do more with what you haveExternalize – Move IT assets outside of the IT operating environment, if they do not add valueConsolidate – Reduce unnecessary redundancies

Align the ArchitectureAssessmentsKey MetricsRepeatable 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 ManagementRequirements ManagementArchitecture 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 PMOAlign with business with the right requirements capturing process

Optimize the ArchitectureALM ManagementPortfolio ManagementALM 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 SolutionsOptimizing SolutionsDevelopment toolingWith 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 AssetsIT ServicesIT InfrastructureCollaboration, 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 AssetsProcess ManagementSolution ArchitecturesProcess 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 TechnologyUse technology NOT as originally intendedRedefine where the applied cutting edge really isGo beyond prescribed scenarios and personasAre you using technology the same way as your competition?Improve Customer ExperiencesExperience is more important than functionalityIf you don’t improve the experience, someone else will!Eliminate negative, tedious or hard-to-understand partsHow do you get dissatisfied users to talk before they walk?

Render Your Own Cash Cow ObsoleteIs 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) stolenHow do you reposition your own current Cash Cow?Learn to Fail FastPlan ahead and get the advantage of unavoidable futureDon’t refuse to accept failure; Invest in the next successIf horse is dead, GET OFF!Is your product, service or engagement slowly failing?

Systematically Look Into the FutureFocus on the NEW big pictureLook for trends, patterns and new disruptorsTechnological changes can redefine the entire industriesWhat changes can you identify that might yield an opportunity?Solve Predictable Future Problems TodayShift from Crisis Management to Opportunity ManagementMost of Future Issues are predictable and avoidableAnticipate, Plan and Pre-emptWhat problems can you eliminate before they happen?

Co-create the Future with your CustomersReward and stimulate customer innovationFoster collaborative research and creationCustomers will help you design future products with THEM in mindDo customers send you their innovate ideas to implement?Create Strategic AlliancesCooperation and Competition are merging (Coopetition)Alliances are partnerships of equal playersStrategic alliances tend to create advantages for allWhich alliance would benefit your ecosystem?

question & answer

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