Architectural Leadership
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1. Architectural leadership requires perspective, abstraction, and an understanding of time in order to effectively guide organizational change. 2. An architectural leader must anticipate how business changes will impact design choices and how technical changes will influence investment decisions. They broker wide-ranging changes across an organization by establishing a vision for the future and the craft required to achieve it. 3. When taking action, architectural leaders focus on basic questions at each step of a project to guide their work, rather than formalism alone. They expose important trade-offs and ensure their design principles continue to apply as circumstances change over time.
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Architectural Leadership
- 1. Architectural Leadership Justin Arbuckle
- 2. 1.Theory & 2. Action
- 3. 1. Whatever it is that makes ‘great’ architects is something every business leader could use, and makes architects ‘great’ business leaders too.
- 5. the hole Know what’s out there
- 6. the mast Know what’s over there
- 7. the balance Know what’s keeping it there
- 8. the mirror Know where you are
- 9. perspective is a context for assumption
- 10. 1b. Abstraction is the basis of Judgement
- 11. 1c. Time
- 12. planned future emerging or present unplanned future past
- 13. Time is a context for Tool selection
- 14. 1d. Epistêmê Technê
- 15. 1e. Crafting
- 16. a.Perspective is a context for assumption b.Abstraction is the basis of judgement c.Time is a context for tool d.Craft is the basis of agility e.Hope is the basis of change
- 17. An Architectural leader … Anticipates the effect of business change upon [__________] design choices & The effect of [__________] change on business investment choices And Brokers the organisation-wide change that this implies By Provoking a clear rationale for the future and the craft it requires.
- 18. 2. Action Forget formalism for its own sake. Some very basic questions, asked at every step of every project guide Architectural Leadership
- 19. in here Viewpoint theory Orientation action out there
- 20. Sins of focus in here all about all about delivery perfection theory action all about the all about commercial alignment environment out there
- 21. in here time theory action past emerging out there
- 22. in here theory action out there
- 23. in here decision design theory action description development out there
- 24. theory from the past Describe 2a. What assumptions were made that put out there you HERE today? Are they still true? …organisational silos …incumbent platforms …
- 25. 2b. Which (non-obvious) trade-offs are you exposing? …business involvement …dependent complexity …specification detail … in here Decide your present theory
- 26. the planned future 2c. What will continue your design principles? …Reuse in here …Portfolio … Design action
- 27. action Develop out there 2d. What would erode your purpose? …competitors …leadership … the unplanned future
- 28. What will continue Which trade-offs are your design you exposing? principles? What assumptions What would erode were made to get your purpose? here?
- 29. Appendix
- 30. • Component Interaction • Matrix of principles and their • Design Pattern Choice & impact on each system in Mining context. • Context • Interviews with stakeholders • Use cases • Matrices: • System – Process • Process – Service • Non Functional Req. • Domain Model • User Stories
Editor's Notes
- This is the basic premise of the argument. Architects that ‘really’ make a difference are nothing if not great leaders of change. There are disciplines and practises that are part of the architect’s toolbox that are in other leaders’ toolboxes but great architects seem to use them more often and more ‘directly’. Business leaders outside of technology would do well to keep the PATH in mind.
- Sometimes, when you’re in a hole the best thing to do is stop digging. Stop projects. Architects should do this more frequently than they do. But the hole is also about imagining what is outside the hole….what you have ‘dug’ yourself away from. Architects remind us of the assumptions we have about what waits outside the hole.
- The most classic behaviour of the architect is the perspective that comes from looking over the many things that people are doing and in being so involved in it, are unable to see how what they are doing relates to the myriad projects that others are similarly pursuing.
- Compromise is the way of the architect. Not in a negative way. But in a world where there are not infinite resources, time or money…compromise is the reality and design is all about trading one design feature off against another with respect to cost and value. The development of a shared perspective is critical to enabling a dialogue about ‘balance’.
- Implication….what were we expecting. Understanding the contrasts between the planned world and the existing one.
- From ManfredKetsdeVries…’Leaders are merchants of hope’
- Compare the difference between agile and waterfall methods here.
- Landscape….could be a context diagramme.Actors….could be users, use cases.Monuments…. The assumptions everyone makes because doing it any differently is impossible.Examples of monuments – Assumptions of the reigning chief architect who designed the last system… / Organisational boundaries that constrain collaboration.
- Spikes….what absolutely MUST get done. What questions do sponsors ALWAYS ask? How does their perception differ from yours?Craft…HOW are you prioritising?Trades … do you know what your trade-offs are?
- Principles …. The core of design.Pivot …the core of your design. At the nexus of your and your stakeholders expectations.Prototypes …. Evolution of your understanding