| Preface |
|
xix | |
| Acknowledgments |
|
xxiii | |
| About the Author |
|
xxv | |
| Part I: Project Skills |
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1 | (138) |
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5 | (24) |
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6 | (1) |
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What Are the Key Aspects of a Partnership? |
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6 | (1) |
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6 | (6) |
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With Whom Do I Need to Be Partners? |
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7 | (2) |
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Finding the Thought Leaders |
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9 | (1) |
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10 | (1) |
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Establishing Trusted Adviser(s) |
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10 | (1) |
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Community Review (Architecture Review Board) |
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10 | (1) |
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Seeking Alignment before Making Key Decisions |
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11 | (1) |
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Alignment of a Shared Vision Enables Partnerships |
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11 | (1) |
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12 | (5) |
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12 | (1) |
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Establishing Open Disclosure |
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12 | (1) |
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Avoiding Getting Spread Too Thin (Overcommitting) |
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13 | (1) |
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How to Unwind after You Have Overcommitted |
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14 | (1) |
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15 | (1) |
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Trust Enables Transparencythe Lifeblood of Partnerships |
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16 | (1) |
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17 | (4) |
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Realizing the Nature of the Partnership |
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17 | (1) |
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Being Aware of Your Business Context |
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18 | (1) |
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Technical Decisions Require Partnerships |
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18 | (1) |
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Key Point: Technical Decisions Are Political Decisions |
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19 | (1) |
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Presenting the Situation First (Give Context) |
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19 | (1) |
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Having Your Partners' Backs |
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20 | (1) |
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Contributing to Your Partners' Successes |
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20 | (1) |
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21 | (1) |
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21 | (4) |
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Bringing Value to the Table |
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22 | (1) |
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22 | (1) |
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23 | (1) |
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Partnerships Can Be a Source of Opportunity |
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24 | (1) |
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Partnerships Are a Step toward Ideation |
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24 | (1) |
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Collaboration Drives Stronger Partnerships |
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24 | (1) |
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25 | (2) |
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Partnerships Are Not Just about Business |
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25 | (1) |
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Making Deposits before You Start Withdrawing |
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25 | (1) |
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26 | (1) |
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Bad Experiences in the Past? |
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26 | (1) |
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Avoiding Caustic Members of the Organization |
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26 | (1) |
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27 | (1) |
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28 | (1) |
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29 | (26) |
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30 | (1) |
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30 | (2) |
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Understanding the Customer |
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32 | (11) |
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Partnering with Sales, Marketing, and New Product Development |
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32 | (5) |
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37 | (6) |
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What Will Delight the Customer? |
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43 | (1) |
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43 | (8) |
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Learning about the Customers' Customers |
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46 | (1) |
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Where Are the Customers Willing to Spend Money? |
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47 | (1) |
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What Is the Competition Doing? |
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48 | (2) |
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Listening to Themes across Customers |
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50 | (1) |
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Understanding Your Business |
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51 | (2) |
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Learning What Your Business Wants to Do |
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52 | (1) |
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Personalizing Your Company's Strategic Goals |
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52 | (1) |
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Developing a Business Context for Decision Making |
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52 | (1) |
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53 | (1) |
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53 | (2) |
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Chapter 3 Conceptualization |
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55 | (24) |
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56 | (1) |
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57 | (1) |
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Conceptualization: Bringing Ideas to Life |
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58 | (1) |
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59 | (8) |
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What Language Are They Speaking? |
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59 | (1) |
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What Problem Is Being Discussed? |
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60 | (2) |
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When Arriving Late to the Ideation Party, Be Cautious about Committing |
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62 | (1) |
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What Does This Concept Look Like? |
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63 | (4) |
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67 | (4) |
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67 | (1) |
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The Need for Experimentation |
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68 | (1) |
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Establishing Assumptions Can Help Harmonize the Vision |
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68 | (1) |
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Establishing Essential Capabilities and Customer Roles |
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69 | (1) |
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70 | (1) |
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71 | (4) |
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Being a Student of History |
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71 | (1) |
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Embracing Multiple Perspectives |
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72 | (1) |
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Seeking Conceptual Integrity |
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73 | (2) |
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Recognizing Adjacent Opportunities |
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75 | (1) |
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75 | (1) |
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76 | (3) |
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79 | (30) |
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80 | (4) |
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What Is the Purpose of the Estimate? |
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80 | (2) |
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Is There an Established Project Context? |
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82 | (1) |
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What Is an Architectural Approach? |
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82 | (2) |
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Understanding the Estimating Process |
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84 | (4) |
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84 | (1) |
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85 | (1) |
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Alternative Ways of Financing Projects |
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86 | (1) |
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Understanding the Business Process |
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87 | (1) |
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Developing the Architectural Approach |
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88 | (9) |
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Is This a Partnership or a Contractual Relationship? |
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88 | (1) |
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What Is the Business Rationale for the Project? |
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89 | (1) |
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What Is the Marketing Approach? |
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89 | (1) |
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Is This a Repeat Estimate? |
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90 | (1) |
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What Risks Have You Identified? Can You Mitigate Them? |
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91 | (2) |
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Are You Building a Platform? |
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93 | (1) |
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93 | (1) |
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What Technologies Are in Play? |
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94 | (1) |
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What Is the Organizational Structure? |
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95 | (1) |
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Do You Need to Seek External Research? |
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96 | (1) |
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Have You Identified Leverageable Components? |
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96 | (1) |
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97 | (2) |
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Plan for Unknowns and Challenges |
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97 | (1) |
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Be Realistic: Don't Cave In Just to Get the Project |
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98 | (1) |
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Keep the Critical Things Close |
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98 | (1) |
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Develop Estimating Feedback Loops |
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98 | (1) |
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Minimize Organization Coupling and Cohesion |
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98 | (1) |
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99 | (1) |
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99 | (1) |
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Gain Executive and Organization Buy-in Early |
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99 | (1) |
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99 | (3) |
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100 | (1) |
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100 | (1) |
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Leave Design Decisions Open |
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100 | (1) |
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100 | (1) |
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100 | (1) |
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100 | (1) |
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Seek Opportunities to Say Yes |
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100 | (1) |
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Bargain Hard Now, Not Later |
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101 | (1) |
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101 | (1) |
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101 | (1) |
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Beware of Projects That Others Have Estimated |
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101 | (1) |
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Know the Business's Targeted Build Price |
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101 | (1) |
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102 | (4) |
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102 | (1) |
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Who Is Involved with Estimating? |
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102 | (1) |
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Understanding Your Leverage Points |
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103 | (1) |
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103 | (1) |
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103 | (1) |
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104 | (2) |
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106 | (1) |
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106 | (3) |
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109 | (30) |
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Architecture Management Defined |
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110 | (1) |
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Areas of Architectural Responsibility |
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110 | (1) |
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Striving toward Technology Excellence |
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111 | (5) |
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112 | (1) |
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Raising Awareness of Technical Debt and Funding the Right Solution |
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112 | (1) |
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Keeping the Technical Environment Interesting |
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113 | (1) |
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Finding Potential Patents |
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114 | (1) |
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Seeking Data Center and Operations Support for Your Direction |
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114 | (1) |
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Generalizing the Solution |
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115 | (1) |
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115 | (1) |
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115 | (1) |
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116 | (5) |
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Partnering with the Project Manager |
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116 | (1) |
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Eliminating Dependencies Ruthlessly |
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116 | (1) |
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116 | (1) |
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Mastering the Development Process |
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117 | (1) |
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Being Where the Problems Are |
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118 | (1) |
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Being Aware of Nontransparency on Your Projects |
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118 | (1) |
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Limiting the Number of Contractors in Leadership Positions |
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119 | (1) |
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Providing Technical Management (Areas of Responsibility) |
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119 | (1) |
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Managing by Walking Around |
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120 | (1) |
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121 | (4) |
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Asking the Tough Questions |
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121 | (1) |
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Dealing with Problems in the Moment |
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121 | (1) |
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Saying No, but with Options |
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122 | (1) |
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Striving to Be Consistent in Your Decisions |
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122 | (2) |
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Learning to Deal with Things Head-on, Cards Faceup on the Table |
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124 | (1) |
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Knowing What You Are Willing to Cave On When Negotiating |
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124 | (1) |
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Being Willing to Challenge Areas You Don't Agree with (Respectfully) |
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124 | (1) |
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Being Willing to Stand Your Ground |
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125 | (1) |
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Knowing What Is Not Your Problem |
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125 | (1) |
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Partnering with Executives |
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125 | (2) |
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Managing Risk through Transparency |
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125 | (1) |
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126 | (1) |
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Limiting the Number of Boxes on Diagrams |
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126 | (1) |
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Raising Technology Awareness |
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126 | (1) |
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127 | (1) |
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Avoiding Interrupting Executives When They Are Talking |
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127 | (1) |
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127 | (1) |
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127 | (4) |
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Limiting the Number of Projects to Which You Commit |
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128 | (1) |
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Defining Your Role and Bounding It |
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128 | (1) |
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Prioritizing Where to Engage Your Time |
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128 | (2) |
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Learning to Make Decisions on Limited Data and with Limited Time |
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130 | (1) |
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Attending Meetings Only If You Are an Active Participant |
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130 | (1) |
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130 | (1) |
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Delegating to Those You Trust |
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130 | (1) |
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131 | (1) |
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Grooming Technical Talent |
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131 | (3) |
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Having an Architecture Mentorship Program |
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131 | (1) |
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Having a Technology Forum |
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132 | (1) |
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Encouraging Members of Your Technical Team to Attend Local Conferences and User Groups |
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132 | (1) |
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Hiring the Best People: Don't Just Fill a Position |
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133 | (1) |
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134 | (2) |
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Sitting with Other Architects |
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134 | (1) |
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Doing Something Technical Every Day |
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134 | (1) |
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Focusing on What Scares You |
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135 | (1) |
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Becoming an Expert in an Area |
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135 | (1) |
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Looking for Projects Where You Can Grow Your Skills |
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135 | (1) |
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136 | (1) |
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136 | (3) |
| Part II: Technology Skills |
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139 | (94) |
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Chapter 6 Platform Development |
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143 | (26) |
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Platform Development Defined |
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144 | (1) |
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The Elements of Platform Development |
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144 | (1) |
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145 | (3) |
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Defining the Set of Objectives |
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145 | (1) |
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Defining the Set of Capabilities |
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146 | (1) |
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Focusing on Leverageable Capabilities |
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146 | (1) |
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Developing a Strong Conceptual Model |
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147 | (1) |
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APIs Are the Keys to the Kingdom |
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147 | (1) |
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148 | (16) |
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148 | (1) |
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148 | (7) |
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155 | (3) |
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158 | (3) |
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Acknowledging the Costs Associated with the Platform |
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161 | (1) |
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Managing Platform Quality |
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162 | (1) |
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162 | (2) |
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164 | (1) |
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164 | (1) |
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164 | (2) |
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164 | (1) |
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Seek Operational Excellence |
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164 | (1) |
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Seek Configurability over Hard Coding |
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165 | (1) |
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165 | (1) |
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Seek Redundant Architecture |
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165 | (1) |
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166 | (1) |
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Avoid Platform Entanglement |
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166 | (1) |
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166 | (1) |
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Keep Upgrading to Current Technologies |
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166 | (1) |
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166 | (1) |
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167 | (2) |
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Chapter 7 Architectural Perspective |
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169 | (24) |
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Architectural Perspective Defined |
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170 | (1) |
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170 | (7) |
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The Principle of Least Surprise |
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170 | (2) |
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The Principle of Least Knowledge (aka the Law of Demeter) |
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172 | (1) |
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The Principle of Least Effort (aka Zipf's Law) |
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172 | (1) |
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The Principle of Opportunity Cost |
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173 | (2) |
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The Principle of Single Responsibility |
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175 | (1) |
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The Principle of Parsimony (aka Occam's Razor or KISS) |
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175 | (1) |
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The Principle of Last Responsible Moment (aka Cost of Delay) |
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176 | (1) |
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The Principle of Feedback |
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177 | (1) |
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177 | (6) |
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178 | (2) |
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180 | (1) |
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181 | (1) |
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182 | (1) |
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182 | (1) |
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182 | (1) |
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Security, Disaster Recovery, Business Continuity, and Open-Source Licensing |
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183 | (1) |
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183 | (1) |
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Architectural Communication |
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183 | (8) |
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184 | (1) |
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184 | (1) |
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185 | (1) |
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186 | (1) |
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Logical Architecture Diagram |
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186 | (1) |
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Executive Overview Diagram |
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187 | (1) |
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Hardware Environments Diagram |
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187 | (1) |
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Risks, Assumptions, Issues, and Dependencies (RAID) |
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188 | (3) |
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191 | (1) |
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192 | (1) |
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192 | (1) |
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193 | (20) |
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194 | (1) |
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194 | (9) |
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194 | (1) |
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Encourage Open-Source Usage |
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195 | (1) |
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Minimize the Cost of Disruption (aka Enable Business Continuity Planning and Disaster Recovery) |
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196 | (2) |
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Enable Loose Coupling between Business Units |
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198 | (1) |
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Leverage Common Capabilities |
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199 | (1) |
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Ensure Regulatory Compliance |
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200 | (1) |
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201 | (1) |
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The Principle of Least Privilege (aka the Principle of Least Authority) |
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202 | (1) |
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Seek Unified Identity and Access Management |
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202 | (1) |
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Seek Data Portability (aka Avoid Data Lock-in) |
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203 | (1) |
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Seek Integration and Automation |
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203 | (1) |
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203 | (6) |
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204 | (1) |
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205 | (1) |
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206 | (2) |
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208 | (1) |
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Building, Coding, Integrating, Deploying, Testing, and Monitoring |
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208 | (1) |
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Governance and a Healthy Tension with Agile |
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209 | (1) |
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210 | (1) |
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210 | (3) |
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213 | (20) |
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214 | (1) |
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215 | (14) |
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Developing Know-how Relevance |
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215 | (3) |
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Developing Know-how Currency |
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218 | (3) |
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Developing Know-how Excellence |
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221 | (8) |
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229 | (1) |
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Know-how-Driven Architecture |
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230 | (1) |
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231 | (1) |
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232 | (1) |
| Part III: Visionary Skills |
|
233 | (54) |
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Chapter 10 Technology Innovation |
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237 | (18) |
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Technology Innovation Defined |
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238 | (1) |
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238 | (4) |
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240 | (1) |
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241 | (1) |
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242 | (3) |
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Paying Attention to Trends on Customer Inquiries |
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242 | (1) |
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Getting Customer Feedback |
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242 | (1) |
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Analyzing Customer Feedback |
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243 | (1) |
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When to Be Cautious about Trends |
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243 | (2) |
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245 | (1) |
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245 | (2) |
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246 | (1) |
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Technology Innovation Principles |
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247 | (5) |
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Seek Approved but Minimal Time and Funding to Explore |
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247 | (1) |
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248 | (1) |
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Use Technology Scouting to Scan and Track the Trends Regularly |
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248 | (1) |
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249 | (1) |
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Use Rapid Experimentation with User Feedback Loops |
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250 | (1) |
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Show the Business and Customers Prototypes |
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250 | (1) |
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Introduce New Technologies at the Edge |
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250 | (2) |
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Pragmatic Technology Innovation |
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252 | (1) |
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253 | (1) |
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254 | (1) |
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Chapter 11 Strategic Roadmapping |
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255 | (16) |
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Strategic Roadmapping Defined |
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256 | (1) |
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Elements of a Strategic Roadmap |
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257 | (3) |
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257 | (1) |
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257 | (1) |
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257 | (1) |
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257 | (1) |
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258 | (1) |
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258 | (1) |
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258 | (1) |
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Context Dependent (Personalized) |
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258 | (1) |
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Multidisciplinary and Specialized |
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258 | (1) |
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259 | (1) |
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259 | (1) |
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259 | (1) |
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259 | (1) |
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259 | (1) |
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260 | (1) |
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Whiteboarding the Roadmap Using Sticky Notes |
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260 | (1) |
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Starting with the End (aka Work Backward) |
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260 | (1) |
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260 | (1) |
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Thinking of Roadmapping as a Project |
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|
261 | (1) |
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Capturing Underlying Guiding Principles |
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|
261 | (1) |
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|
261 | (4) |
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261 | (1) |
|
Partner with the Business |
|
|
262 | (1) |
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262 | (1) |
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|
262 | (1) |
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Strategies without Goals Are Pointless |
|
|
262 | (1) |
|
Identify Areas That Require Research and Innovation |
|
|
263 | (1) |
|
Identify Skill and Knowledge Gaps |
|
|
263 | (1) |
|
Be Flexible on the Timing of Getting to the Destination |
|
|
263 | (1) |
|
Be Willing to Take a New Route |
|
|
263 | (1) |
|
It's Not about the Details; Focus on the Destination and Key Milestones |
|
|
264 | (1) |
|
Follow What Energizes You |
|
|
265 | (1) |
|
What Is an Architect's Role in Roadmapping? |
|
|
265 | (1) |
|
Where Can You Use Roadmaps? |
|
|
266 | (1) |
|
|
|
266 | (2) |
|
|
|
268 | (1) |
|
Celebrating Milestones Achieved |
|
|
269 | (1) |
|
|
|
269 | (1) |
|
|
|
270 | (1) |
|
Chapter 12 Entrepreneurial Execution |
|
|
271 | (16) |
|
Entrepreneurial Execution Defined |
|
|
272 | (1) |
|
Elements of Entrepreneurial Execution |
|
|
272 | (4) |
|
|
|
274 | (1) |
|
|
|
275 | (1) |
|
|
|
276 | (1) |
|
Entrepreneurial Execution Principles |
|
|
276 | (7) |
|
Affordable Loss Principle |
|
|
276 | (1) |
|
|
|
276 | (1) |
|
Patchwork Quilt Principle |
|
|
277 | (1) |
|
Bird-in-the-Hand Principle |
|
|
277 | (1) |
|
Pilot-in-the-Plane Principle |
|
|
277 | (1) |
|
|
|
278 | (1) |
|
|
|
278 | (1) |
|
|
|
279 | (1) |
|
Learn by Doing (Making Mistakes), but Do It Cost-Effectively |
|
|
280 | (1) |
|
|
|
281 | (1) |
|
|
|
282 | (1) |
|
Architecting with Entrepreneurial Execution |
|
|
283 | (1) |
|
|
|
284 | (1) |
|
|
|
284 | (3) |
| Epilogue: Bringing It All Together |
|
287 | (4) |
|
Thinking about Skill Development |
|
|
288 | (1) |
|
|
|
289 | (2) |
| Index |
|
291 | |
