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2009 Summit Event Master Keynote Sowell


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2009 Summit Event Master Keynote Sowell

  1. 1. Please WelcomeKathie Sowell<br />SowellEAC<br />
  2. 2. What is a Professional Enterprise Architect? Or...How Can We Help PeopleUnderstand What We Do?<br />2009 CAEAP SummitFour Seasons Resort & Club DallasLas Colinas, TexasJune 20, 2009<br />Kathie Sowell<br />President, Custom Enterprise Solutions, LLC<br />Copyright 2009, P.K. Sowell<br />
  3. 3. The Road Not Taken, by Robert Frost<br />3<br />Two roads diverged in a yellow wood,<br />And sorry I could not travel both<br />And be one traveler, long I stood<br />And looked down one as far as I could<br />To where it bent in the undergrowth;<br />Literal Interpretation*:<br />Be a rugged individual!<br />Don’t follow the crowd!<br />(But also, you’d better<br />be right, because every-<br />thing you do goes on <br />your permanent record.)<br />Then took the other, as just as fair,<br />And having perhaps the better claim,<br />Because as for that the passing there<br />Had worn them really about the same,<br />And both that morning equally lay<br />In leaves no step had trodden black.<br />Oh, I kept the first for another day!<br />Yet knowing how way leads on to way,<br />I doubted if I should ever come back.<br />Ironic Interpretation*:<br />Nah, the poem is just<br />trying to justify the <br />poet’s choice by <br />getting all dramatic.<br />His choice of road<br />really didn’t make any<br />difference at all.<br />I shall be telling this with a sigh<br />Somewhere ages and ages hence:<br />Two roads diverged in a wood, and I –<br />I took the one less traveled by,<br />And that has made all the difference.<br />* Thank you, Wikipedia!<br />Copyright 2009, P.K. Sowell<br />
  4. 4. What does this have to do with Enterprise Architects?<br />4<br />There are two divergent roads I have seen that lead to getting EA understood and incorporated into an organization.<br />EA<br />Stealthy Approach<br />Direct<br /> Approach<br />Copyright 2009, P.K. Sowell<br />
  5. 5. What would lead us to choose the “Direct Approach?”<br />5<br /> “Nobody understands us!”<br />Copyright 2009, P.K. Sowell<br />
  6. 6. Enterprise Architects: Are you suffering an identity crisis?<br />Has your own mother ever said this to you: “Honey, I’m proud of what you do, whatever it is”?<br />6<br /><ul><li>Do you feel that no one understands what you do for a living?</li></ul>Copyright 2009, P.K. Sowell<br />
  7. 7. Has this ever happened to you?<br />7<br />Well... I’m an<br /> Enterprise Architect.<br />Hi there! Name’s Bob!<br />Sales is my game!<br />What do you do?<br />No, no... It’s not like<br />that. You see...I<br />Great! Great!<br />I’ve got this little<br />plumbing problem...<br />Great! Great! <br />Whatever...So long!<br />#$%@*! “Bob!”<br />Copyright 2009, P.K. Sowell<br />
  8. 8. Is your mailbox stuffed with these?<br />8<br />Dear Enterprise Architect:<br />Cheep Charlie has a deal for you!<br />Gen-u-wine South American <br />Zebra Bamboo Flooring <br />Blowout Prices!!<br />Deep Discounts!!<br />Hurry!! Hurry!!<br />Subscribe to Construction Monthly!<br />Learn the latest techniques <br />for making your construction business<br />profitable in all seasons and all<br />economic conditions!<br />Only $999.00/year<br />Copyright 2009, P.K. Sowell<br />
  9. 9. How can we use the “direct approach” to help people understand what we do? <br />We can define our profession<br />9<br /><ul><li>We can spread understanding of our profession
  10. 10. We can build acceptance of and respect for our profession
  11. 11. We can promote our profession to the extent that we become integral to decisionsregarding Enterprise direction</li></ul>This is what the CAEAP can help us to do.<br />Copyright 2009, P.K. Sowell<br />
  12. 12. Okay, then, what should we tell people that a Professional Enterprise Architect does?<br />We pinpoint problems in our organizations<br />10<br /><ul><li>We make models of the business processes
  13. 13. We make models of the technology used in our organizations
  14. 14. We analyze the models
  15. 15. We diagnose the causes of the problems
  16. 16. We “align the technology with the business”
  17. 17. We recommend problem solutions and transition paths
  18. 18. We partner with Enterprise leaders in determining strategic direction and in assessing progress over time </li></ul>Copyright 2009, P.K. Sowell<br />
  19. 19. Can we be more succinct?<br />11<br />Short Answer:<br />A Professional Enterprise Architect makes sure that internal Enterprise operations are aligned with the Enterprise’s client needs and the Enterprise’s own goals and values<br />Outside<br />Client<br />Operations<br />Internal<br />Enterprise<br />Operations<br />Professional <br />Enterprise<br />Architect<br />Copyright 2009, P.K. Sowell<br />
  20. 20. What constitutes an effective Enterprise Architecture Team?<br />Professional Enterprise Architect:Certified and experienced in EA development, modeling, integration, and presentation<br />Domain Experts:Intimately familiar with business and mission operations addressed in the architecture<br />Architecture Analyst:<br />Knowledgeable in the types of processes and systems pertinent to the architecture<br />Technically astute and experienced in ability to conduct process/system assessments, trade-offs, and linkages to the operations supported<br />Bridge between the Enterprise Architect and the Process and/or Systems Engineer <br />Process and/or Systems Engineers<br />In-depth understanding of the processes and/or technologies pertinent to the As-Is and To-Be EA<br />Honest broker between the Enterprise Architect and the Domain Expert (e.g., Can the user practically employ the recommended technologies? Are the suggested solutions mature? cost-effective? <br />12<br />Copyright 2009, P.K. Sowell<br />
  21. 21. The EA Team and Beyond<br />13<br />ENTERPRISE STAKEHOLDERS<br />Auxiliary Team Support<br />Domain <br />Expert<br />Business Process Engineer<br />Professional <br />EA Architect<br />Systems Engineer<br />Tools<br />Analysts<br />Graphics<br />Investors<br />Leadership<br />EA Framework<br />Clients<br />EA Team<br />Copyright 2009, P.K. Sowell<br />
  22. 22. Now, let’s focus on the Enterprise Architect<br />Think logically<br />Think holistically (grasp the big picture)<br />Communicate with human beings<br />Clients<br />Techie ones<br />“Suits” <br />Non-techies<br />Anti-techies<br />Communicate in complete sentences<br />Think, function, and communicate even when the Internet is down !<br />Visualize<br />14<br />An Enterprise Architect should be able to: <br />Copyright 2009, P.K. Sowell<br />
  23. 23. A good Enterprise Architect will be able to think visually and express thoughts visually<br />15<br />Why? Because people think in pictures.<br />Copyright 2009, P.K. Sowell<br />
  24. 24. 16<br />Who Dunnit?<br />What’s Killing Her?<br />Where do Enterprise Architects come from?<br />Traditionally:<br />Systems engineers<br />Software engineers<br />Business and systems analysts<br />Out-of-the-box<br />Musicians<br />Visual Artists<br />Writers<br />Detectives and Medical Diagnosticians*<br /> * Ever watch “House?” or “Law and Order?” They always draw a Business Node Connection Diagram to figure out who/what did or influenced what.<br />Copyright 2009, P.K. Sowell<br />
  25. 25. 17<br />Good Enterprise<br />Architects come<br /> from this region<br />Discipline<br />Grasp/Visualization<br />But, more important than one’s background, is the potential one has to be an effective Enterprise Architect<br />Totally Anal<br />Obsessive Rule Follower<br />Follows Rules, but Creative<br />Loose Cannon<br />Incorrigible<br />Enterprises<br />Microbots<br />Subsystems<br />Systems<br />Enterprise of Enterprises<br />Copyright 2009, P.K. Sowell<br />
  26. 26. Where does the role of the Professional Enterprise Architect fit within an enterprise?<br />18<br />Align<br />Professional <br />Enterprise Architect<br />E<br />N<br />T<br />E<br />Blueprint for improving the enterprise<br />C<br />R<br />L<br />P<br />R<br />Leadership<br />I<br />I<br />E<br />S<br />N<br />E<br />T<br />O<br />Strategic Direction to “follow the Blueprint”<br />O<br />P<br />P<br />E<br />E<br />Department<br />Managers<br />R<br />R<br />A<br />A<br />T<br />T<br />I<br />I<br />O<br />O<br />Management of Blueprint implementation<br />Coordination<br />N<br />N<br />S<br />S<br />Staff<br />Implementation of Blueprint<br />Copyright 2009, P.K. Sowell<br />
  27. 27. The Enterprise Architect role is not so different from some other familiar roles <br />19<br />We may be able to increase<br /> understanding of and respect for<br />our profession by comparing it to <br />other professions that already<br />enjoy respect from the general<br />public.<br />Copyright 2009, P.K. Sowell<br />
  28. 28. For example, building construction<br />20<br />Customer Requirements<br />Architect<br />Blueprint for constructing the building<br />Foreman or<br />General Contractor<br />Direction to “follow the Blueprint”<br />HVAC<br />Electrician<br />Carpenter<br />Specialty Contractors<br />“Uh-oh, this won’t work!”<br />Plumber<br />Tilesetter<br />Mason<br />Coordination<br />Management of selective Blueprint specifications<br />Laborers<br />Implementation of Blueprint<br />Copyright 2009, P.K. Sowell<br />
  29. 29. 21<br />#$%@*! “Bob!”<br />But wait, comparing ourselves<br />to construction architects already got us into trouble ! <br />Let’s try<br />a different analogy...<br />(Remember these?)<br />Copyright 2009, P.K. Sowell<br />
  30. 30. Classical music has an “EnterpriseArchitect” too; it’s the composer<br />22<br />Audience<br />Requirements<br />Composer <br />(The “Architect”)<br />Blueprint for performing a composition<br />Conductor<br />“Uh-oh, this won’t work!”<br />Direction to “follow the Blueprint – MY WAY”<br />Concert<br />Master<br />Section Heads<br />Principal<br />Oboe<br />Principal<br />Cello<br />Principal<br />Flute<br />Management of selective Blueprint specifications<br />“ Bow this way; Breathe here; ...”<br />Section Musicians<br />Implementation of Blueprint<br />Copyright 2009, P.K. Sowell<br />
  31. 31. So, what do we need to do to ensure that the Enterprise Architect achieves the requisite level of prominence? <br />This is a challenge confronting the CAEAP!<br />Some food for thought .....<br />We need to make sure we are selecting the right people to become Enterprise Architects<br />23<br /><ul><li>We need to have a poster child (or more) to convince Enterprise leadership of EA’s ROI
  32. 32. We need to engage the leaders of the Enterprise “top-down”
  33. 33. We need to have a clear-cut strategy for establishing and evolving the EA role within the Enterprise
  34. 34. We need to convince leaders that they need to take ownership of the Enterprise Architecture and use it as their primary source of self-assessment and direction
  35. 35. We need to acquire leadership’s understanding that to do so requires the Professional Enterprise Architect to be their partner</li></ul>Copyright 2009, P.K. Sowell<br />
  36. 36. But, what about that other road, the “Stealth” road? Does it matter which road you take?<br />24<br />Copyright 2009, P.K. Sowell<br />
  37. 37. Yes, because sometimes, the Stealth Road is your only option<br />Sometimes, resistance to the “EA” word is such that the Direct Approach just will not work<br />25<br />Go EA!<br /><ul><li>Sometimes, even “executive buy-in” is not enough, e.g., when that executive retires and takes his buy-in with him</li></ul>Copyright 2009, P.K. Sowell<br />
  38. 38. If you have to, just keep working underground and let your work blossom without a name!<br />26<br />“The Name”<br />Copyright 2009, P.K. Sowell<br />
  39. 39. 27<br />Thank you! Enjoy the Summit!<br />Contact Information:<br />Kathie Sowell:<br /> 703 620-0639<br />for SowellEAC Enterprise Architect Certification Programsunder auspices of National-Louis University, use contact<br />info above or<br />Next class planned for September<br />Copyright 2009, P.K. Sowell<br />