Core Competences of Architects


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Core Competences of Architects

  1. 1. Core competences of Architects Danny Greefhorst ( contributions by: Toon Abcouwer, Casper van den Wall Bake, Fons Panneman and Pascal van Eck
  2. 2. Agenda • Context • Developments • Competence frameworks • Core activitites • Core competences 2
  3. 3. About Danny Greefhorst 3 • Director and consultant at ArchiXL • Instructor on EA, TOGAF and ArchiMate • Chair of Via Nova Architectura • Board member of Dutch Computer Society • Honorary Medal | Dutch Architecture Forum • Author of “Architecture Principles” book
  4. 4. Reason: • Overlap of sections within Dutch Computer Association Collaboration: • Understanding each discipline • Determining overlap and relationships – Processes – Competences • Papers 4 Collaboration within Dutch Computer Association IT-governance Architecture Business information management
  5. 5. High-level positioning Business information management Architecture IT- governance 5 Control and agreements Vision and structure Coordination, information and meaning
  6. 6. • Outsourcing and cloud computing – Shift of IT-departments from execution to coordination – Increasing importance of IT- governance, information management and architecture • More focus on strategic organizational issues in information management • Shift from IT-architecture to business architecture • More focus on architecture principles 6 Relevant developments
  7. 7. 7 Competence frameworks Competences of IT Architects R. Wieringa et al. The Open Group Certified Architect (Open CA) The Open Group BCS Enterprise and Solution Architecture British Computer Society European e-Competence Framework CEN Enterprise Architecture – Creating Value by Informed Governance M. Op ‘t Land et al. Certified Information Technology Architect Foundation IASA TOGAF The Open Group Bachelor of ICT domeinbeschrijving HBO-i Sturen op samenhang op basis van GEA R. Wagter Functiegebouw Rijk Min BZK Employability Framework Informatica (EFI) Ngi Functie-ordeningsysteem (UFO) VSNU The Open Group Certified IT Specialist (Open CITS) The Open Group Taken, Functies, Rollen en Competenties in de Informatica Ngi Skills Framework for the Information Age (SFIA) SFIA foundation CIGREF's nomenclature of IT job profiles CIGREF Advanced IT Training System (AITTS) Kibnet European Certification of Informatics Professionals EUCIP ArchitectureInformationTechnologyGeneral
  8. 8. 8 Competences of architects in TOGAF
  9. 9. 9 The architect
  10. 10. Architecture Design in e-CF 3.0 Title and generic description • Specifies, refines, updates and makes available a formal approach to implement solutions, necessary to develop and operate the IS architecture. • Identifies change requirements and the components involved: hardware, software, applications, processes, information and technology platform. • Takes into account interoperability, scalability, usability and security. • Maintains alignment between business evolution and technology developments. Proficiency levels 10 Level 3 Exploits specialist knowledge to define relevant ICT technology and specifications to be deployed in the construction of multiple ICT projects, applications or infrastructure improvements. Level 4 Acts with wide ranging accountability to define the strategy to implement ICT technology compliant with business need. Takes account of the current technology platform, obsolescent equipment and latest technological innovations. Level 5 Provides ICT strategic leadership for implementing the enterprise strategy. Applies strategic thinking to discover and recognize new patterns in vast datasets and new ICT systems, to achieve business savings.
  11. 11. Knowledge examples • architecture frameworks, methodologies and systems design tools • systems architecture requirements: performance, maintainability, extendi bility, scalability, availability, security and accessibility • costs, benefits and risks of a system architecture • the company’s enterprise architecture and internal standards • new emerging technologies (e.g., distributed systems, virtualisation models, datasets, mobile systems) Skills examples • provide expertise to help solve complex technical problems and ensure best architecture solutions are implemented • use knowledge in various technology areas to build and deliver the enterprise architecture • understand the business objectives/drivers that impact the architecture component • assist in communication of the enterprise architecture and standards, principles and objectives to the application teams • develop design patterns and models to assist system analysts in designing consistent applications 11 Architecture Design in e-CF 3.0 (2)
  12. 12. Main tasks • Devise business improvement opportunities and create proposals • Align IT strategy and planning with the organisation’s business goals • Streamline business processes, functions, procedures and workflows and apply a consistent implementation approach • Manage stakeholder engagement in the development of new processes and systems and verifies feasibility • Conduct post-implementation reviews to evaluate benefits accrued from new processes and systems e-Competences • IS and Business Strategy Alignment (Level 4-5) • Business Plan Development (Level 3-4) • Architecture Design (Level 4) • Technology Watching (Level 5) • Business Change Management (Level 4- 5) 12 Enterprise Architect in CWA 16458 (European ICT Professional Profiles) Mission • Balances technological opportunities with business (process) requirements. Maintains a holistic view of the organisation’s strategy, processes, information and ICT assets. Links the business mission, strategy and processes to the IT strategy.
  13. 13. The three disciplines in verbs Business information manager Inspire Mediate Organise Architect Translate Validate Structure Governance consultant Motivate Secure Assign 13
  14. 14. Core activities of a business information manager Inspire: can show the importance of information from business motivations in a socio-organizational context; Mediate: can inform and communicate to show how IT can support the organization; Organise: can coordinate the realisation of IT systems, building upon the governance principles. 14
  15. 15. Core activities of an architect Translate: translates business motivation to the desired design of organization, processes and information systems; Validate: ensures that knowledge, ideas and opinions of individuals are properly represented in common principles, guidelines, structures and plans; Structure: can reduce complex information at several abstraction levels to the essential structure. 15
  16. 16. Core activities of a governance-consultant Motivate: can properly motivate and support decisions with respect to project / asset / services portfolios quantitatively and / or qualitatively based on systematic and complete inventory of projects, assets and / or services; Secure: can secure that the IT organization is in line with laws and regulations and that IT resources are used efficiently and effectively; Assign: can facilitate the process in which responsibilities with respect to IT are assigned properly within the organization. 16
  17. 17. Dublin Descriptors Knowledge and understanding Applying knowledge and understanding Making judgements Communication Learning skills 17
  18. 18. Core competences of an architect Knowledge and understanding • Has knowledge of the typical organization of organizations, processes and IT and the associated advantages and disadvantages. • Has knowledge of methods and techniques for the development of architecture principles and modeling of processes, information and IT systems such as TOGAF and ArchiMate. Applying knowledge and understanding • Is able to determine a structured approach to determine a high-level solution for a given problem. • Is able to determine the most appropriate decisions of how to structure systems based on business motivations. • Is able to translate information into a model that provides a relevant perspective on that information. 18
  19. 19. Core competences of an architect (2) Making judgements • Is able to determine which decisions need to be made at a certain moment in time. • Is able to determine which information and opinions need to be collected to support decisions. • Is able to determine “the things that matter” in information and reduce them to the essence. 19
  20. 20. Common competences Communication • Is able to formulate issues, hypotheses and questions and collect the information needed using interviews, questionnaires and workshops • Is able to identify and emphasize commonalities in conversations and discussions and build consensus for them. • Is able to support decisions using qualitative and quantitative statements and defend these towards (senior) management. • Is able to use verbal and written communications to convey information in an accessible manner using the appropriate media. Learning skills • Is able to determine which additional personal knowledge and skills are essential at a certain moment in time and attain these in a short amount of time. 20
  21. 21. Conclusions • Increased importance of information management, architecture and IT- governance • Multi-disciplinairy collaboration is necessary • Competences should be developed • Focus on core competences, use of Dublin Descriptors 21
  22. 22. Questions? 22