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Disintegrated enterprise-architecture?


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Disintegrated EA? - how to fight against fragmentation of the architecture

What are the factors that cause fragmentation of an enterprise-architecture? And what can we do about them? Focussing more on the human-factors in enterprise-architecture, this presentation explores a set of meta-disciplines that can be used to guide EA practice - and 'Seven Sins of Dubious Discipline' that can lead us astray!

Presentation at Integrated-EA 2016, London, 2 March 2016

Integrated-EA is a conference on enterprise-architecture in Defence and related contexts - hence the military flavour of some of the content and visual-jokes in the slidedeck.

(In case the number of slides here causes you some concern: yes, it's almost 200 slides, but it's fast-paced - it all fits into a 30-minute conference-slot.)

Published in: Business

Disintegrated enterprise-architecture?

  1. 1. Disintegrated-EA? how to fight against fragmentation of the architecture Tom Graves, Tetradian Consulting Integrated EA Conference, London, March 2016 the futures of business
  2. 2. Hi. I’m Tom Graves. (that’s the introductions done.)
  3. 3. “Things work better because they work together, on purpose.” The key to all architecture:
  4. 4. Integrated Enterprise Architecture!
  5. 5. What a great idea! CC-BY cornelii via Flickr
  6. 6. Bridge tall silos at a single bound! CC-BY St_A_Sh via Flickr
  7. 7. Rebuild old legacy systems…
  8. 8. …with modern building-blocks!
  9. 9. Functional replica of the Antikythera device created in Lego All the pieces fit together…
  10. 10. …everything runs like clockwork! CC-BY mikemccaffrey via Flickr
  11. 11. Miracles worked every day! CC-BY yashna13 via Flickr
  12. 12. A wondrous performance! CC-BY usfwsmtnprairie via Flickr
  13. 13. After all that, you’d take a bow… CC-BY-ND rosengrant via Flickr
  14. 14. to rapturous applause… CC-BY Incase via Flickr
  15. 15. …even senior management take notice! CC-BY rquinett via Flickr
  16. 16. That’s how it’s supposed to go, isn’t it?
  17. 17. So how’s it really going, so far? CC-BY milos milosevic via Flickr
  18. 18. (Don’t all cry at once…)CC-BY-SA skippyjon via Flickr
  19. 19. If we can’t fix this… …our prospects may not look too good.(image source not known)
  20. 20. Right now, it’s a bit like a video-game…
  21. 21. It looks easy enough at the start, but… image from ‘Lara Croft Go’, Square Enix Montreal
  22. 22. soon we’re sidestepping sawblades… image from ‘Lara Croft Go’, Square Enix Montreal
  23. 23. having to think and act ahead… image from ‘Lara Croft Go’, Square Enix Montreal
  24. 24. searching for solutions… image from ‘Lara Croft Go’, Square Enix Montreal
  25. 25. dodging disasters every day… image from ‘Lara Croft Go’, Square Enix Montreal image from ‘Lara Croft Go’, Square Enix Montreal
  26. 26. and fending-off furious fauna… image from ‘Lara Croft Go’, Square Enix Montreal
  27. 27. In short: it ain’t as easy as it looks…
  28. 28. So often it seems as soon as we’ve designed developed delivered the perfect architecture along comes something else to knock it all down once more!
  29. 29. We work with the Squiggle… uncertain certain …as a model and metaphor of change
  30. 30. We’re busy joining the dots… uncertain certain …but meanwhile, someone else…
  31. 31. …is busy dotting all the joins… uncertain certain …breaking up the architecture again!
  32. 32. Why is it that an integrated EA so often seems like an impossible dream?
  33. 33. More to the point, what can we do about it?
  34. 34. We need to understand the pressures towards fragmentation
  35. 35. On one side, everywhere there’s uncertainty inherent in what we do, with different aims, goals and drivers…
  36. 36. from warfighting… CC-BY-NC-ND defenceimages via Flickr
  37. 37. counter- insurgency… CC-BY-NC-ND defenceimages via Flickr
  38. 38. peacekeeping… CC-BY-NC-ND un_photo via Flickr
  39. 39. disaster-recovery… CC-BY civmilcoe via Flickr
  40. 40. disaster-relief… CC-BY dvids via Flickr
  41. 41. response against pandemics… CC-BY-NC-ND dfids via Flickr
  42. 42. or all of these roles, together… CC-BY-NC-ND un_photo via Flickr
  43. 43. …and all of those interactions with others, including… other armed-forces, civil authorities, health-workers, border-agencies, environment-agencies, NGOs and many more…
  44. 44. And we also have our own internal forces towards fragmentation…
  45. 45. Complexity and uncertainty… CC-BY jurvetson via Flickr
  46. 46. no ‘The Life and Opinions of Tristram Shandy, Gentleman’ St James Theatre, ‘Tristram Shandy’
  47. 47. mismatches between theory… Brickmania via Google Image Search
  48. 48. CC-BY-NC VAGuardPAO via Flickr …and real-world practice
  49. 49. an inability to understand… …that information about a thing is not the same as the thing itself?
  50. 50. silo-thinking… CC-BY-SA kickize via Flickr
  51. 51. (the other silo-thinking…) CC-BY-SA jurvetson via Flickr
  52. 52. unchecked assumptions… CC-BY morten812 via Flickr (Maginot Line…)
  53. 53. back-to-front business-models… profit (monetary only) value-flow ('how', 'with-what') values ('why') supplier relations value- proposition purchase supplier channels product value- creation sales customer channels customer relations cost value- outlay management value- governance revenue value- return supplier customer owner future future present present past past investment dividend management value- governance none ('making money' is the only acknowledged 'value') (classic Taylorist top-down management-metaphors won’t fit well to the needs of most modern contexts…)
  54. 54. misplaced ‘efficiency’… (people and enterprises are not machines…) CC-BY Todd Hudson via Flickr
  55. 55. misplaced attempts at ‘control’… CC-BY-ND archeon via Flickr (targets always create perverse-incentives…)
  56. 56. communication gaps… NOW! before certain uncertain PLAN POSIWID muddled chaos… ‘inexplicable’ political impacts (garbled simplification) (garbled simplification) (imaginary world of sanitised info) fingerspitzengefühl (realities) auftragstaktik (guidance)
  57. 57. and bureaucracy… CC-BY striatic via Flickr
  58. 58. more bureaucracy… CC-BY Christian Schnettelker via Flickr
  59. 59. and cluelessness… CC-BY duncanh1 via Flickr
  60. 60. Which we could summarise as: - trying to control that which is not controllable - inability to keep track of what is sort-of controllable - persistent failure to understand the difference…
  61. 61. Linked to all of this, another cause of problems is poor sensemaking discipline across the overall context. For example…
  62. 62. Technology-adoption lifecycle (Everett Rogers et al, crossmapped to reversed SCAN frame)
  63. 63. “Crossing the Chasm” (Geoffrey Moore, “Crossing the Chasm”, 1991) ‘The Big Scary Chasm’ (between Early Adopters and Early Majority) (invention) (towards end of useful life)
  64. 64. Over-hype creates the Chasm (Gartner Hype-Cycle crossmapped to “Crossing the Chasm”) Laggards Late Majority Early Majority Early Adopters Innovators Peak of Inflated Expectations Trough of Disillusionment Plateau of Productivity Slope of Enlightenment (The Chasm)
  65. 65. Big-consultancies and big-vendors rush to the rescue! “We have a solution for you! - a bridge across the Chasm!” “(It’s proprietary, of course.)”
  66. 66. Laggards Late Majority Early Majority Early Adopters Innovators Big-consultancy bridge Peak of Inflated Expectations Trough of Disillusionment Plateau of Productivity Slope of Enlightenment (The Chasm) Bridging across the Chasm (‘solving’ a problem caused by their own over-hype?)
  67. 67. “Our clients demand a future that is fully proven.” (direct paraphrase from quote by big-consultancy principal) Delusions of certainty:
  68. 68. The vendors’ ‘solution’… (…of which at times almost none is really true…) “we are the innovators” “uncertainty does not exist” “fully proven future” “ahead of the competition”
  69. 69. A better option: get rid of the darn hype! Laggards Late Majority Early Majority Early Adopters Innovators Plateau of Productivity (quiet, continual) Slope of Enlightenment (no Chasm) (no hype)
  70. 70. What can we do about this, in practice?
  71. 71. Answer: it all depends on CC-BY grotuk via Flickr
  72. 72. (as seen in this kind of discipline…) CC-BY-ND oldschoolrocker via Flickr
  73. 73. (or this kind of discipline…) CC-BY eschipul via Flickr
  74. 74. CC-BY-SA hernanpc via Flickr (or this discipline, if you prefer…)
  75. 75. Behind each discipline, what we most need here are four distinct meta-disciplines…
  76. 76. ‘truth’ (thought) ‘value’ (feeling) internalised (‘subjective’) externalised (‘objective’) Four distinct meta-disciplines… More detail: ‘Sensemaking and the swamp-metaphor’, Technologist (‘outer value’) Scientist (‘outer truth’) Artist (‘inner value’) Believer (‘inner truth’) uncharted swamp
  77. 77. Four distinct meta-disciplines… • sense (Artist) • make-sense (Technologist) • decide (Scientist) • act (Believer) recursively, fractally, indefinitely… weave through, around, between each other
  78. 78. Four distinct meta-disciplines…  Artist emphasis  “what do I/we feel?”  Technologist emphasis  “what can I/we improve?”  Scientist emphasis  “what do I/we know?”  Believer emphasis  “what do I/we do?”  Simple two-axis matrix  driver: value ↔ truth  context: outer ↔ inner More detail: ‘Sensemaking and the swamp-metaphor’, ‘truth’ (thought) ‘value’ (feeling) internalised (‘subjective’) externalised (‘objective’) Artist (‘inner value’) Scientist (‘outer truth’) Believer (‘inner truth’) Technologist (‘outer value’) uncharted swamp (aligned with the Squiggle)
  79. 79. ‘truth’ (thought) ‘value’ (feeling) internalised (‘subjective’) externalised (‘objective’) Artist (‘inner value’) Scientist (‘outer truth’) Believer (‘inner truth’) Technologist (‘outer value’) uncharted swamp …with distinct modes and roles  Artist mode  new ideas, experiences  Technologist mode  tools for practical use  Scientist mode  clarity, consistency  Believer mode  meaning, certainty, action  Don’t play ‘mix and match’!  modes are different and distinct More detail: ‘Sensemaking – modes and disciplines’,  Modes support each other  idea, hypothesis, theory, law
  80. 80. These meta-disciplines represent abstract-modes, not individual people. To emphasise this, we’ll use old-fashioned images here to denote the respective modes.
  81. 81. The Artist discipline “explore the Not-known”
  82. 82. Role is ... to notice, to pay attention, to elicit new ideas, new information, new experiences Manages ... that which is inherently unique, one-off, with no apparent connection to anything else Responds via ... a sense of inner value, whatever feels right in the moment Action-loop via … ‘do or not-do’ → sense → reflect/review The Artist discipline More detail: ‘Sensemaking – modes and disciplines’,
  83. 83. Rules of the Artist discipline ‘Anything goes’ – there is no right or wrong The feeling or response is its own truth: it is what it is The response exists only in the moment – if we try to hold onto it, it will disappear The response must be ‘real-ised’ in some form of expression, usually in the moment The response is personal – it does not necessarily ‘mean’ anything, it just is More detail: ‘Sensemaking – modes and disciplines’,
  84. 84. “This means...”, “This proves...” [blurring Artist with Scientist or Believer] “This has no purpose”, “This feeling is wrong” [blurring Artist with Technologist or Believer] “I should not feel this...”, “I ought to feel...” [blurring Artist with Believer, or overdose of ego] “The feeling I had here last time was…” [blurring Artist with Scientist] Signs of dubious Artist discipline More detail: ‘Sensemaking – modes and disciplines’,
  85. 85. The Technologist discipline “seek always to make it work better”
  86. 86. Role is ... to use, and to question use and usefulness Manages ... that which is inherently ambiguous – uncertain, requiring adaptation, with cause- and-effect often identifiable only in retrospect Responds via ... a sense of outer value, experimenting to find what feels appropriate Action-loop via … experiment → sense → evaluate The Technologist discipline More detail: ‘Sensemaking – modes and disciplines’,
  87. 87. There is no ‘truth’ – only usefulness or not- usefulness Beliefs, feelings, objects, facts, everything is a tool to a purpose ‘As above, so below’ – everything contains everything else; reality is fractal, recursive Emphasis on effectiveness, and on value Ethics and integrity take priority over ‘truth’ – rule of personal responsibility for actions Rules of Technologist discipline More detail: ‘Sensemaking – modes and disciplines’,
  88. 88. “The way to do it is...” [blurring Technologist with Believer or Scientist] “It’ll be the same as last time...” [blurring Technologist with Scientist] “The end justifies the means...” [allowing Believer ‘truth’ to override value-assessment] “Get the job out the door, any old way will do” [weak handling of values trade-offs, also failure to bridge to Scientist and Artist to aid in improving quality] Dubious Technologist discipline More detail: ‘Sensemaking – modes and disciplines’,
  89. 89. The Scientist discipline “ensure consistency and certainty”
  90. 90. Role is ... to verify the truth of things in relation to others Manages ... that which is inherently certain or ‘knowable’ – everything interlinked through complicated chains of cause-and-effect Responds via ... a sense of outer truth, measuring, monitoring, assessing factors that make up chains of relationship Action-loop via ... enquire → sense → analyse/assess The Scientist discipline More detail: ‘Sensemaking – modes and disciplines’,
  91. 91. Rules of Scientist discipline Only facts are real – opinion is permitted only where vetted and verified by peer-review Everything must be anchored in facts, in turn anchored in shared standards Proof depends on repeatability by others Things are true only if verified in formal logic All parameters must be defined and declared Experiments should change only one parameter at a time More detail: ‘Sensemaking – modes and disciplines’,
  92. 92. Emotional attachment to any supposed ‘fact’ [blurring Scientist with other modes, usually the Believer] “Must be...”, “It’s obvious...”, “Of course...” [failure to bridge to Artist or Technologist to cross-check for ‘logic-holes’] “The exception proves the rule...” [blurring Scientist formal-logic with Technologist heuristics] “The only possible truth...” [blurring Scientist analysis with Believer ‘The Truth’] Dubious Scientist discipline More detail: ‘Sensemaking – modes and disciplines’,
  93. 93. The Believer discipline “follow the work-instructions”
  94. 94. Role is ... to focus, and to act, usually via and in line with predetermined belief Manages ... that which is inherently known – delving ever deeper into the meaning of a known ‘universal truth’ Responds via ... a sense of inner truth, acting on a clear certainty of right and wrong Action-loop via ... sense → categorise → act/reflect Believer discipline More detail: ‘Sensemaking – modes and disciplines’,
  95. 95. There is only one Truth There are definite boundaries between true and not-true, between right and wrong Consistent focus on the one Truth will provide all the answers needed Belief is the force that holds everything together – don’t doubt! Rules of Believer discipline More detail: ‘Sensemaking – modes and disciplines’,
  96. 96. Dubious Believer discipline “Is this the right way to [do this, be this]...?” [getting lost in self-doubt] “This is true for me, therefore true for all” [blurring Believer (subjective) with Scientist (objective)] “People of different beliefs are lesser worth” [overdose of ego, also blurring Believer with Technologist – using ‘truth’ for value-judgements] “I am the Great One who causes change...” [blurring Believer self-certainty with Technologist action] More detail: ‘Sensemaking – modes and disciplines’,
  97. 97. Move between disciplines, continuously, with awareness
  98. 98. A discipline of integration “the discipline of linking the disciplines together”
  99. 99. Know the role and function of each discipline Each moment, know which discipline you’re in – Artist, Technologist, Scientist, Believer Use the discipline correctly, following its own rules and decision-sequence Bridge cleanly between the disciplines Watch continually for warning-signs of dubious discipline A discipline of integration More detail: ‘Sensemaking – modes and disciplines’,
  100. 100. Disciplines link to each other… …a distinct if implicit sequence within the change-process – a discipline of disciplines
  101. 101. What happens if we don’t watch the discipline?
  102. 102. A call to action! We must stand firm against the Seven Sins of Dubious Discipline: #1: The Hype Hubris #2: The Golden-Age Game #3: The Newage Nuisance #4: The Meaning Mistake #5: The Possession Problem #6: The Reality Risk #7: Lost in the Learning Labyrinth More detail: ‘Seven sins of dubious discipline’,
  103. 103. #1: The Hype Hubris • “a triumph of marketing over technical expertise“ • style becomes more important than substance • those who do the real work are misused, derided, plagiarised, then ignored • relentless pursuit of glamour – Cloud! Big-Data! IoT! the Golden Age! More detail: ‘Seven sins – 1: The Hype Hubris’,
  104. 104. #2: The Golden-Age Game • “a bizarre blend of super- science and super-belief” • minimal evidence anywhere in real-world cultural analogues • psych drivers: nostalgia, narcissism, hiraeth • focus on the future or past to evade realities of the present? More detail: ‘Seven sins – 2: Golden-Age Game’,
  105. 105. #3: The Newage Nuisance • “newage – it rhymes with ‘sewage’, discarded remnant of what was once nutritious” • dilettante ‘disneyfication’ of real issues • psych: enthusiasm overrides sense, self-honesty • arbitrary jumps between distinct forms of ‘truth’ in art, science, technology and belief-systems More detail: ‘Seven sins – 3: The Newage Nuisance’,
  106. 106. #4: The Meaning Mistake • “half-baked, overcooked or just plain inedible” • half-baked – characteristic of newage • overcooked – characteristic of careless practice or poor science • inedible – all too many examples in these fields… More detail: ‘Seven sins – 4: The Meaning Mistake’,
  107. 107. #5: The Possession Problem • “neither places nor ideas are commodities to be possessed” • no separate domains – it’s a continuum • psych: a childish ‘mine!’ • deconstruction and ‘privileged’ worldviews • what worldviews are ‘privileged’ in EA? More detail: ‘Seven sins – 5: The Possession Problem’,
  108. 108. • “not ‘real or imaginary’, but ‘real and imaginary’ – both at the same time” • psych implications – reality as anarchy, risks of panic • Not-known is imaginary and real – both the ‘good’ and ‘bad’ • real dangers – “like playing with matches in a firework factory” #6: The Reality Risk More detail: ‘Seven sins – 6: The Reality Risk’,
  109. 109. #7: Lost in the Learning Labyrinth • “going round the bend” • all skills-development follows a predictable pattern – but it’s not linear • there’s only one path, yet many ways to get lost • characteristic learning- mistakes that can lead to other ‘Sins of Dubious Discipline’More detail: ‘Seven sins – 7: Lost in the Learning Labyrinth’,
  110. 110. 1: Survival 6: Mind 4: Caring 5: Communication 3: Control 2: Self 7: Meditation 8: Mastery three New Age mistakes: - ‘path of spirit’ - ‘beginner’s luck’ - ‘path of heart’ ‘moment of despair’ (break out to failure) opposite directions, but all going inwards within the labyrinth The labyrinthine path to skill More detail: ‘Seven sins – 7: Lost in the Learning Labyrinth’,
  111. 111. What should we do about these? • “respect the mystery, yet keep it real” • need to balance our passion with care and quiet discipline • learn from the past to apply in the present • use all of the senses – and a bit of common-sense!
  112. 112. Get out of that armchair! • Talk is pleasant, but we don’t learn anything new • Dilettante flitting through domains gives shallow appreciation, but not much depth • Crucial details may only be visible in the field
  113. 113. Using the disciplines-set within the change-process
  114. 114. Making the Squiggle our friend… …also shows us which of the disciplines to apply, where, when, and why
  115. 115. Squiggle is also recursive, fractal
  116. 116. We need toolsets that help us make the Squiggle our friend (which mostly they don’t…)
  117. 117. Most current ‘EA’-toolsets cover… uncertain certain …only the ‘easy bit’ of the EA space… Typical scope of ‘Enterprise-Architecture’ tools
  118. 118. We can find various tools… uncertain certain …that sort-of cover the whole Squiggle…
  119. 119. …but they don’t link up together! Disconnected tools / toolsets are a key cause of fragmentation in EA, by dotting the joins
  120. 120. To help us make more sense of the Squiggle, here’s a question:
  121. 121. Why is it that so-called hard-skills are (relatively) easy yet so-called soft-skills are so darned hard?
  122. 122. Soft-skills and the Squiggle… Soft-skills are essential in managing human uncertainty, both intrapersonal and interpersonal – such as we always have in new development Soft-skills are essential here Hard-skills are essential here Balance needed here between soft-skills and hard-skills uncertain certain
  123. 123. We especially need soft-skills to work with the human element
  124. 124. If we don’t have those soft-skills… CC-BY-ND chatirygirl via Flickr …we may rediscover that ‘stakeholder’ has an older, more-worrying meaning…
  125. 125. We also need to tackle the human-element early – if we leave it too late, we’ll also get into a fight…
  126. 126. Group Dynamics sequence… Forming (Purpose) 1 2 3 4 5 Performing (Process) Storming (People) Norming (Preparation) Adjourning (Performance) (there are well-researched reasons why it’s this sequence…) Clashes of ideas, intent and experience are expected Soft-skills applied to resolve clashes Only minor clashes still occur during production, and quickly resolved
  127. 127. …as fractal Five Element cycle (adapted from classic Group Dynamics project-lifecycle and VPEC-T framework) (Start here) Purpose (Forming) People (Storming) Preparation (Norming) Process (Performing) Performance (Adjourning) Events PoliciesValues Completions Success Trust
  128. 128. What happens when we try to skip the People-stuff, and go straight to the plan? A common mistake:
  129. 129. Start with predefined ‘solution’… Performance (Adjourning) Purpose (Forming) People (Storming) Preparation (Norming) Process (Performing) PoliciesValues Events Completions Success Purpose (Forming) Preparation (Norming) Performance (Adjourning) People (Storming) (We probably never do get it into production…)
  130. 130. Start with predefined ‘solution’… Forming (Purpose) 1 3 5 2 Storming (People) Norming (Preparation) Adjourning (Performance) Clashes of ideas, intent and experience are not expected Planning collapses into analysis- paralysis… …followed by recriminations and blame about delay FIGHT!
  131. 131. What happens when we try to skip both People and Plan, and go straight to Process action? Another common mistake:
  132. 132. Go straight into production… Performance (Adjourning) Purpose (Forming) People (Storming) Preparation (Norming) Process (Performing) PoliciesValues Events Completions Success Purpose (Forming) Process (Performing) People (Storming) (We bounce straight out again into endless arguments…)
  133. 133. Go straight into production… Forming (Purpose) 1 4 2 Performing (Process) Storming (People) Clashes of ideas, intent and experience are not expected, nor allowed Production may start well, but soon collapses into chaos and confusion BIG FIGHT!
  134. 134. Remember the Squiggle is fractal
  135. 135. If we do it the right way round… …the Storming gets smaller each time. agreed solution
  136. 136. If we do it the wrong way round… …the Storming gets worse and worse… imposed ‘solution’
  137. 137. There’s a reason we do it that way round, in that Five Element sequence… …don’t try to skip over that Storming stage!
  138. 138. We also need tools that provide an emphasis on ‘meta-’ – on context before content
  139. 139. “I never met a ‘meta-’ that I didn’t like” …all of it fractal and recursive… Tools for metadisciplines…
  140. 140. every point expresses the pattern… CC-BY usfwsnortheast via Flickr
  141. 141. Some examples… (okay, some of this is a bit of a sales-pitch, but they’re all non-proprietary)
  142. 142. Whole-enterprise dimensions Purpose (clarity / 'Business') Relations (connection / 'People') Stuff (content / 'Technology') Information (context / 'Knowledge') Integration (rotate between the views) More detail: ‘Assets and services,
  143. 143. Five Element strategy-cycle More detail: posts on Five Element framework,
  144. 144. SCORE to assess strategy outcomes within actionexternal worldinternal world efficientreliable elegant appropriate integrated strengths (what we already have) responses (expected from the real-world) challenges (what we’d need to work on) options (in the real-world) core question services support capabilities-needed opportunities / risks rewards restraints constraints effectiveness (things work better, together, on purpose) More detail: ‘Using SCORE to reframe the business-model’,
  145. 145. More detail: posts on SCAN framework, SCAN (and its feedback-loops) NOW! certain uncertain ‘Simple’ (ENACT) ‘Not-known’ (EXPLORE) edge of panic fears options ‘Complicated’ (EVALUATE) ‘Ambiguous’ (EXPERIMENT) edge of uncertainty questions answers news principles edge of innovationrealities rules edge of action before
  146. 146. Backbone and edge domain CRM product catalogue sales process backbone person- definition business standards standard ops procedures edge CRM experiment sales/ purchase portal Agile product-dev domain ERP facilities mgmt procurement process Agile-type governance of dependencies Waterfall-type governance of dependencies ≈ “Town-Planners” ≈ “Settlers” ≈ “Pioneers” (spectrum of ‘governance of governance’) More detail: ‘Architecting the enterprise backbone’,
  147. 147. Communication-flow NOW! certain uncertain PRACTICE THEORY fingerspitzengefühl (realities) auftragstaktik (guidance) edge of action before PLAN ACTION More detail: ‘Auftragstaktik and fingerspitzengefühl’,
  148. 148. Enterprise Canvas elements investor (money etc) customer (value) citizen (values) supplier relations value- proposition supplier channels value- creation customer channels customer relations value- outlay value- governance value- return supplier customer investor beneficiary coordinationdirectionvalidation before before during during after after investment dividend guidanceguidance mgmt-info More detail: posts on Enterprise Canvas framework,
  149. 149. John Boyd’s ‘OODA’ More detail: Wikipedia on ‘OODA loop’,
  150. 150. VPEC-T framework (developed by Nigel Green and Carl Bate, as per their book ‘Lost In Translation’ [Evolved Technologist Press, 2007]) Values Events Content Trust Policies
  151. 151. Causal Layered Analysis (developed by Sohail Inayatullah, as per Metafuture website: )
  152. 152. Wardley value-chain maps by Simon Wardley: e.g. see CIO,
  153. 153. - tools and methods that explore architectures in a fractal, recursive, ‘meta-’ way …and many, many others, from many different sources (yet also grounded in and work well with the ‘messiness’ of real-world practice…)
  154. 154. To wrap up this tale…
  155. 155. Things work better overall when everything works together on purpose. The key to all architecture:
  156. 156. - whilst countering those forces that are still so busy dotting the joins… To do that, keep joining the dots!
  157. 157. Or, to summarise more in black-and-white…
  158. 158. Think of this as a wake-up call…
  159. 159. Don’t suffer in silence…
  160. 160. even in the cause of our art…
  161. 161. Don’t hide in the backroom!
  162. 162. (and yes, just doing so can bring real joy!) …get out to meet with people!
  163. 163. No more blundering in the dark…
  164. 164. listen out for what’s going on…
  165. 165. …it’s easy to miss those that matter most… don’t ignore the warning-signs…
  166. 166. …can at times seem overwhelming in size… Even though our architectures…
  167. 167. …can seem even harder and to get right people involved…
  168. 168. yet whilst we’re a bit unusual… …at once both engineers and artists…
  169. 169. …part of our job is to see things differently! we have an important job to do…
  170. 170. …good innovations come from many places! …and help others do so too…
  171. 171. Be disciplined about the disciplines… Artist Technologist Scientist Believer
  172. 172. …and vigilant against the Seven Sins… …perhaps especially in ourselves!
  173. 173. As we develop our models…
  174. 174. don’t drown people in documents!
  175. 175. …settle for snapshots and summaries… …instead, wherever practicable…
  176. 176. give the right guidance…
  177. 177. make it engaging…
  178. 178. thought-provoking…
  179. 179. new direction where needed…
  180. 180. …to greater heights… inspiring everyone…
  181. 181. …wherever needed, in real-world conditions. …and ensure it’s all readable…
  182. 182. Communicate well with others…
  183. 183. inspire people, from lethargy…
  184. 184. to exuberant action!
  185. 185. …don’t avoid the Storming stage! And remember the soft-skills…
  186. 186. …there could be consequences!
  187. 187. …between silos and worlds Bridge across the chasms…
  188. 188. ride with its moves, don’t try to control it… learn to dance with the Squiggle…
  189. 189. …that help to shape the world we need… use the right tools for the job…
  190. 190. …and remember to celebrate!
  191. 191. That’s how we create an integrated EA. Integrated Enterprise Architecture conference, London, 2016
  192. 192. “What’s the story?” Thank you!
  193. 193. Contact: Tom Graves Company: Tetradian Consulting Email: Twitter: @tetradian ( ) Weblog: Slidedecks: Publications: Books: • The enterprise as story: the role of narrative in enterprise- architecture (2012) • Mapping the enterprise: modelling the enterprise as services with the Enterprise Canvas (2010) • Everyday enterprise-architecture: sensemaking, strategy, structures and solutions (2010) • Doing enterprise-architecture: process and practice in the real enterprise (2009) Further information: