tag:blogger.com,1999:blog-54877238282007210822024-02-02T10:52:45.112+01:00Social Enterprise ArchitectureAnonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.comBlogger78125tag:blogger.com,1999:blog-5487723828200721082.post-84586143083819332642015-01-02T10:20:00.002+01:002015-01-02T10:20:40.613+01:00Exploring a new world - Raspberry PIIt has been quite a while since I last posted here and I am very sorry for that. There is so much I want to do and share with the Enterprise Archtecture community which just piles up on a long (very long, indeed) list of things. Among quite some posts there is three books I planned to write (not knowing if I ever manage to finish one of them, nor knowing if anyone is interested in reading them).<br />
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Nevertheless, as a christmas gift to myself I bought my very first <a href="http://www.raspberrypi.org/">Raspberry PI</a> which is a quite cool device. There is so much written already on the internet, that I am not sure if I can contribute anything further to the community, but its quite obvious a device with some potential to disrupt and I will use it to teach my kids Linux (Rasbian) and programming.<br />
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In just no time (granted, I do have some Linux administration background) I was able to setup a local RAID 1 NAS where te whole family can share files of any kind (at the moment up to the limit of 1.5TB). Thanks to dynamic DNS approaches I can also access the files from remote locations (assuming I am interested in that).<br />
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My first Raspberry PI steps are already providing:<br />
<ol>
<li>Raid 1 (<a href="http://www.davidhunt.ie/raid-pi-raspberry-pi-as-a-raid-file-server/">Raspberry PI as raid server</a></li>
<li>Private Family Cloud (<a href="http://owncloud.org/">ownCloud</a>)</li>
</ol>
Next steps could include (if I want to):<br />
<ol>
<li>Remote Family Cloud (<a href="http://twodns.de/">Two DNS</a>)</li>
<li>User & File Management (<a href="https://www.samba.org/">Samba</a>)</li>
<li>Mail Server (<a href="https://samhobbs.co.uk/raspberry-pi-email-server">Postfix, Devocot, Squirrelmail, Spamassassin and Sieve</a>)</li>
</ol>
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There is quite some other ideas out there in which I am interested. Lets see if I find the time to realize them and the time to blog about them. Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com1tag:blogger.com,1999:blog-5487723828200721082.post-66707998628435429022014-07-30T15:19:00.000+02:002014-07-30T15:19:06.195+02:00Intended (Good Architecture) vs Actual (Real Architecture)I just stumbled by accident accross a nice video: <strong>RSA Animate - The Internet in Society: Empowering or Censoring Citizens?</strong><br />
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<span class="feeditemfirstentity">And there is one key take-away for me in that video: Never confuse the intended use of technology (good architecture) with the actual use (real architecture). To use that stress field for designing an even better solution (good architecture) which is then also used (real architecture) it is worth spending time on the conflicts between good and real architecture. A classical Fit/Gap Analysis might help from a mechanical point of view here, but in general that area of conflict is of special interest, because as high energy areas it might be the place where new innovation is born (despite all the waste which is most likely also generated). So look beyond the obvious and use the daily applied stupidity to find brilliant innovation ideas.</span><br />
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Good luck.</div>
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Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-55985260256733011352014-04-18T21:20:00.003+02:002014-04-18T21:20:38.046+02:00Evolution of IT - Stage 1 - The Developer<div style="clear: both; text-align: left;">
I failed to write the book (actually two) which I planned to do as mentioned in an old <a href="http://socialea.chickenbrain.de/2013/06/simplified-my-life-prepared-for.html">blog post</a>. It almost killed my blogging, because I put my writing energy into the book, but never really managed to get something to paper (or <a href="https://leanpub.com/">leanpub</a> to be more precise). In fact it pretty much felt like Gerhard Polts "Der Gedanke". If you are interested a link to a audio file on <a href="https://www.youtube.com/watch?v=tF86qNDA1JM">youtube (in german)</a>.<br />
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So instead of continue to failing with the book I plan to write <a href="http://socialea.chickenbrain.de/2014/03/running-and-scaling-virtual-enterprise.html">more blog posts</a> again and I will use some of the thoughts I had for the book in a series of posts. I will try to share my mental model (inspired by <a href="https://twitter.com/tetradian">Tom Graves</a> and his great and interesting post <a href="http://weblog.tetradian.com/2014/04/09/how-do-you-think/">"How do you think?"</a>). My conclusion is total different than his, but that is something I reserve for another post. You might have read about my thoughts behind GLUE, and this is what I will try to re-explain in a total different way. My working title for the moment is <strong>Evolution of IT</strong> and I will start with <strong>Stage 1 - The Developer</strong>.</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiR8fYdO6pee9gAD3KtPKk_H-JM-s89zGmulA4f3YwL_QQ4DsN3T0_fVS5Z21_2JqpyeLfoNKhwA-JWtCJI6fIUGBPpgkm7z1S_yj02FpfAOcR90HG-TJrb6PHW2JIpTafX_eVPY_s2ezQ/s1600/Builder-Bricklayer.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiR8fYdO6pee9gAD3KtPKk_H-JM-s89zGmulA4f3YwL_QQ4DsN3T0_fVS5Z21_2JqpyeLfoNKhwA-JWtCJI6fIUGBPpgkm7z1S_yj02FpfAOcR90HG-TJrb6PHW2JIpTafX_eVPY_s2ezQ/s1600/Builder-Bricklayer.png" height="100" width="83" /></a><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiO0ktXk04ZsVZqrIrHoHeNz3YUOJNb0aJjitIKUDe3ZCdqWm_QTflAG2koEEYR9PHRFlLA9qnWzD69qCQ-cE3cRgA-Oa_Dd09ejfurshawQGJr9NBXq18-fb6s0c2jywtJdxJFeOcY7UM/s1600/Idea.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiO0ktXk04ZsVZqrIrHoHeNz3YUOJNb0aJjitIKUDe3ZCdqWm_QTflAG2koEEYR9PHRFlLA9qnWzD69qCQ-cE3cRgA-Oa_Dd09ejfurshawQGJr9NBXq18-fb6s0c2jywtJdxJFeOcY7UM/s1600/Idea.png" height="91" width="100" /></a>Unce upon a time a person was facing a a truly challenging problem. This person had an idea how to overcome the problem, an idea which was most likely based on collision of other ideas, as Steven Johnson puts it so great in his book <a href="https://www.youtube.com/watch?v=NugRZGDbPFU">Where Good Ideas Come From</a>. To solve the challenge this person developed a solution and was therefore the first <strong>Developer</strong> of a new tribe.<br />
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As I have put in an <a href="http://socialea.chickenbrain.de/2012/09/glue-value-add.html">old post</a> of mine, this is the only value adding activity of IT (the new tribe) and therefore it is brilliant that the developer is all alone and can therefore contribute with 100% of his time to value adding activities. The other good news is that there is plenty of new tribes founded all over the place. Many of them are rooted in so called shadow IT or based on hairball architecture. As I have put in an older post of mine <a href="http://socialea.chickenbrain.de/2012/10/embrace-emergent-complexity-or-hail.html">hail the hairball architecture</a>, because there innovation is born. (There is of course also quite some negative aspects in hairball architecture (e.g. the loss of transparency and the wasteful approach to resources), but I will come to that aspect in later posts of this series.<br />
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In my next post I will write about the first contact between the Developer and another person from another tribe and how that has changed the life of the developer.</div>
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I have written every now and then about <a href="http://socialea.chickenbrain.de/2013/04/power-process-project-people-effect.html">People</a>, especially in my small series Power, Process, Project, People, a topic which I was happy to share on the Gartner EA Summit 2013 in London. I am invited again to host a <a href="http://www.gartner.com/technology/summits/emea/enterprise-architecture/agenda/session-roundtables.jsp">roundtable</a> and this time I have chosen the topic "Running and Scaling Virtual Enterprise Architecture in the Digital Age" which is mainly about having a purely virtual Enterprise Architecture team and no dedicated resources in a Power based structure. I plan to blog a bit about that topic over the course of my next posts. Given the fact that the event is hosted by Gartner we talk Enterprise IT Architecture of course. If you happen to be there I am happy to discuss with you, be it on that roundtable or in another place. Just contact me.<br />
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The process implementation is a vanilla <a href="http://socialea.chickenbrain.de/2013/05/scrum-at-center-of-enterprise.html">SCRUM</a> implementation to organize the core team which has a decent amount of time on Architecture topics with an Kanban based add on to manage all other people and their architecture activities. Potentially the whole organization could participate and the target is to increase the usage of the Kanban flow to secure an optimal realization of architecture topics.<br />
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The Chief Enterprise Architect (or as my official title is: Director of Enterprise IT Architecture) is taking the SCRUM Role Product Owner. One person is dedicated to the Role SCRUM Master and the core team is the classical SCRUM Team. All other people who are working on Architecture topics get triggered by the core team, so that always a core team member stays on top of the content to secure alignment in the total SCRUM team. Adding and removing people, especially in the Kanban flows, is now a fairly easy task, provided that they do understand the way we document and model.<br />
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<br />Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-72518641465752519332013-12-26T14:35:00.002+01:002013-12-26T14:35:48.787+01:00Fail Fast and Fail OftenFail fast and fail often is one of my main mantras which I use at least once a day if not more often both towards the people I coach as well as towards me. And I must confess, I failed again. But this time I was stupid enough to not see the signals. In my <a href="http://socialea.chickenbrain.de/2013/06/simplified-my-life-prepared-for.html">last post</a> which is quite a while ago I announced that I start something new. And I failed badly for various reasons. It was once again a dialogue with Tom Graves via his blog which made it obvious to me. If you are interested read his interesting post about <a href="http://weblog.tetradian.com/2013/12/11/starting-friction">Starting Friction</a> including all the comments. To be fair I actually already knew it without knowing, but the dialogue helped me to get it on the surface.<br />
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I really tried, but it blocked me. It blocked me in a way which made me stop blogging, which made me stop sharing public, which also made me comment less on other sides. The thinking process itself, how to structure, how to write made me fail. Fail badly. Now, during the dialogue with Tom I retweeted a tweet from <a href="https://twitter.com/transarchitect/">Bert van Lemoen</a> to Tom:<br />
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"<a href="https://twitter.com/transarchitect">@transarchitect</a>: If you want to do something, you’ll find a way; if you don’t, you’ll find an excuse." Very much true <a href="https://twitter.com/tetradian">@tetradian</a><br />
— Kai Schlüter (@ChBrain) <a href="https://twitter.com/ChBrain/statuses/416151799343902720">December 26, 2013</a></blockquote>
This was not at all meant negative, but perceived that way: <br />
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<a href="https://twitter.com/ChBrain">@ChBrain</a> hmm... feels just a leeeetle bit too much like a put-down - which definitely doesn't help right now, thank you... :-( :-(<br />
— Tom Graves (@tetradian) <a href="https://twitter.com/tetradian/statuses/416178899236966400">26. Dezember 2013</a></blockquote>
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I am sorry for that Tom, but it did enlighten me. Obviously the books are not (yet?) ready for me to start with. There is a lot more urgent and interesting things to do. Therefore I decided to move on and hopefully also find the energy again to share every now and then. Because writing my posts in the past never took long, but all of the sudden I started to think about writing and by that lost all movement. I do not know where this leads me to, but I know for sure that the idea of writing a book is for the moment history. It does not seem to be my medium to transport the message. Furthermore, when I look at my own reading it is quite obvious. Books about Enterprise Architecture never inspired me, Stories do the trick for me, fiction about people, emotions and such topics no matter what media (e.g. books, movies). Good stories make me think different and then I adapt and abstract it towards Enterprise Architecture and create just another (sometimes working) tool.<br />
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So, message of the day: Back to my strength.<br />
<script async="" charset="utf-8" src="//platform.twitter.com/widgets.js"></script>Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-14154903364449875832013-06-20T20:32:00.001+02:002013-06-20T20:32:16.001+02:00Simplified My Life - Prepared for Something NewLast week I had the pleasure to speak at the <a href="http://www.irmuk.co.uk/eac2013/">IRM-EAC</a> conference in London about "How To Implement Enterprise Architecture Agile From Scratch". Implementing Enterprise Architecture that way is actually my physical answer to my thoughts on Social Enterprise Architecture. For those of you who <a href="https://twitter.com/ChBrain">follow me on twitter</a> you might already have seen some tweets about my speech. I wasn't very active on my blog lately, because I was occupied in many other topics, but in general I have the plan to keep on putting my knowledge into the blog.<br />
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I also met <a href="https://twitter.com/tetradian">Tom Graves</a> at the conference and we spoke a while about various things. Despite my lack of understanding some specific english terms which are not my standard vocabulary the conversation went quite fine. A couple of times Tom explained me surely cool things where my face must have went blank, because he paused and tried with different words afterwards. I shared a practical story of my daily work with him, where I (mis)used his <a href="http://weblog.tetradian.com/tag/scan/">SCAN Framework</a> in Architecture Shootout Sessions. <a href="http://weblog.tetradian.com/2013/06/15/scan-as-decision-dartboard/">Obviously he has no obligation</a>.<br />
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These ideas happen, because in the daily work we are quite often faced with very difficult problems where we need to give quick answers. I do not know if SCAN is the best framework for doing complexity assessments or not, but I decided to select it, because of its brilliant name. It is sometimes as simple as that. Using such a brilliant acronym to do a Complexity SCAN really helps, because the name sinks in. Due to my thinking about <a href="http://socialea.chickenbrain.de/search/label/GLUE">GLUE</a>, where I always try to find the optimal holistic flow I have extended into three dimensions:<br />
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<ol>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-epic-scan.html">EPIC SCAN</a> to understand why we are where we are. So very literally the EPIC of the current complexity.</li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-wise-scan.html">WISE SCAN</a> to understand where we want to go. So very literally if it is WISE to go where we think we should go.</li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-pace-scan.html">PACE SCAN</a> to understand at what speed we can change. So again very literally the PACE of the change.</li>
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Besides that very intense and interesting (and hopefully relevant) discussion Tom also triggered me (again) to write a book. Wow, tough one. But I thought about it for a while, and I kept on thinking about it. And that triggered something else with me. All of a sudden I had the urge to reinstall my Notebook, even though it was perfectly working. Actually that is a habbit of mine when I start something new. A new thinking process, a new approach. I leave old boundaries and thoughts behind me. Technically I copy all files into a network backup folder, then I reinstall the operating system and only install software when needed. The backup folder I do not touch or move back but only look into it when I really search for something. After one year of not touching that folder I delete it completley without even trying to look into it. I picked that way of thinking up from "<a href="http://www.amazon.com/Simplify-Your-Life-Things-Really/dp/0786880007">Simplify Your Life</a>".<br />
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So now I am ready, but for what. I actually have started two books on <a href="https://leanpub.com/">LeanPub</a> (Thank you Tom for the recommendation). One book about "GLUE" and another book about "Implementing Social Enterprise Architecture in 100 days". I am not sure about the titles or what I must do in LeanPub and what I should not do. I then learned that I now have to invest a bit of time into <a href="http://db.tt/Dh9M1NxU">Dropbox</a>, because that is the way to work with LeanPub. Actually a tool I had no use for so far. Fair enough, new ideas, new ways of working. Lets give it a try.<br />
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Lets see if the flow is coming. (I also decided to not reuse any of the content of my blog directly. I will most likely also redraw my images, because it helps me to re-order my thinking. I do not know where this leads and what the outcome will be, but I am very exicited to try it. It could be that I do not finish one of them, it could be that GLUE is only for me to straighten my thinking, it could be that both work out. I do not know, but I'll try my very best.Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-25109785208792733222013-05-23T20:34:00.001+02:002013-05-23T20:34:25.544+02:00SCRUM at the center of Enterprise Architecture<span style="font-family: Arial, Helvetica, sans-serif;">A couple of days ago a tweet from </span><a href="https://twitter.com/gotze"><span style="font-family: Arial, Helvetica, sans-serif;">John Gøtze</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> cought my attention</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">EA can be agile and scrummilicious, says @</span><a href="https://twitter.com/soerenstaun"><span style="font-family: Arial, Helvetica, sans-serif;">soerenstaun</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> in guest lecture at the IT University of Copenhagen.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">— John Gøtze (@gotze) </span><a href="https://twitter.com/gotze/status/328924255989415936"><span style="font-family: Arial, Helvetica, sans-serif;">29. April 2013</span></a></blockquote>
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And my reaction to it was it should:</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">"@</span><a href="https://twitter.com/gotze"><span style="font-family: Arial, Helvetica, sans-serif;">gotze</span></a><span style="font-family: Arial, Helvetica, sans-serif;">: EA can be agile and scrummilicious, says @</span><a href="https://twitter.com/soerenstaun"><span style="font-family: Arial, Helvetica, sans-serif;">soerenstaun</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> in guest lecture at the IT University of Copenhagen." I say it should!</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">— Kai Schlüter (@ChBrain) </span><a href="https://twitter.com/ChBrain/status/328927371942047744"><span style="font-family: Arial, Helvetica, sans-serif;">29. April 2013</span></a></blockquote>
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<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://weblog.tetradian.com/wp-content/uploads/2012/08/swamp-scan.png" imageanchor="1" style="margin-left: auto; margin-right: auto;"><span style="font-family: Arial, Helvetica, sans-serif;"><img border="0" height="168" src="http://weblog.tetradian.com/wp-content/uploads/2012/08/swamp-scan.png" width="320" /></span></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: small;">(c) Tom Graves</span></td></tr>
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<span style="font-family: Arial, Helvetica, sans-serif;">To explore this a bit further now finally this blog post. When I am tasked to implement Enterprise Architecture first time or to improve an existing capability then I put an agile approach in the core, preferable SCRUM. There is various reasons for this. To explain the concept I borrow the SCAN framework from </span><a href="https://twitter.com/tetradian"><span style="font-family: Arial, Helvetica, sans-serif;">Tom Graves</span></a><span style="font-family: Arial, Helvetica, sans-serif;">, here in particular the post </span><a href="http://weblog.tetradian.com/2012/08/12/sensemaking-modes-and-disciplines/"><span style="font-family: Arial, Helvetica, sans-serif;">Sensemaking - modes and disciplines</span></a><span style="font-family: Arial, Helvetica, sans-serif;">.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">In my implementations of Enterprise Architecture activities I focus on the problem space <strong>A</strong>mbiguous and <strong>N</strong>ot-Known. Ambiguous problems can be quite well solved with SCRUM, where "the whole is greater than the sum of it parts", Aristotle. Agile approaches which do not put the team into the centre of their methodology do not seem to work as well in this problemspace. The identification to which quadrant a problem and the corresponding solution belongs is in my mind always an ambiguous problem, due to the scope of Enterprise Architecture, trying to cover the whole [which is more than the sum of its parts].</span><br />
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<span style="font-family: Arial;">Problems which belong to Simple or Complicated I usually hand over as fast as possible to better suited teams or individuals, while the ambiguous problems I keep inside of Enterprise Architecture. The Not-Known space is total different and typically I focus on finding the Innovation which emerges here instead of trying to force it. I believe that Innovation can be easier found peripheral and not really by looking for it centrally.</span><br />
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<span style="font-family: Arial;">By implementing SCRUM in the center some key elements needs to be in place to succeed. One of the most crucial elements is the Chief Architect, be it the official announced Chief Architect, or a manager (e.g. CIO) who is filling that role. The Chief Architect is the one who gets the SCRUM role Product Owner assigned. And here typically some effort and attention is needed to secure that the Chief Architect is focussing on delivering into his role as Product Owner instead of doing the actual work. The work should be done by the SCRUM team (or Pigs).</span><br />
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<span style="font-family: Arial;">The most important element here is to create an environment in which the team utilizes the strenghts of each other. And here also lies one of the biggest challenges, because most Enterprise Architects have been grown from technical roles and have been survived quite some selection criterias till they have become an Enterprise Architect. Statistically I observe a high amount of heroes or divas, who are quite biased that an Enterprise Architect and especially they themselves are the crown of the evolution. Concepts like the <a href="http://en.wikipedia.org/wiki/Peter_Principle">Peter Principle</a> support that thinking even more. :)</span><br />
<span style="font-family: Arial;"></span><br />
<span style="font-family: Arial;">The only role which is fairly easy to fill is the SCRUM Master. Just take any good SCRUM Master who is NOT knowing much about Enterprise Architecture (preferred) or willingly not going into the content (sometimes hard, if the SCRUM Master is self biased believing to know better about Enterprise Architecture). So literally someone who only focusses on securing that the process runs.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9L4yhPTPqTxBCluaS7CtHAM3q8BQB1aaePkO_jUOvaru6sovc4plxGVB2xgWJgtzIxV1vG18lG8hvBmtk5d40fJY4BdxQ73teqP0SrfVzqiQHZU1RGCBWsqS95PSLDRm5ekOubeezZXE/s1600/GLUE+Framework.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="231" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9L4yhPTPqTxBCluaS7CtHAM3q8BQB1aaePkO_jUOvaru6sovc4plxGVB2xgWJgtzIxV1vG18lG8hvBmtk5d40fJY4BdxQ73teqP0SrfVzqiQHZU1RGCBWsqS95PSLDRm5ekOubeezZXE/s320/GLUE+Framework.png" width="320" /></a></div>
<span style="font-family: Arial;">This is of course not always easy to implement, but it is my main target to achieve. And I continue developing a team towards that target, till it is achieved. And when achieved the speed can be even increased, because then the environmental problems are solved and the focus can be on the delivery of good Enterprise Architecture Services, which is a post I also plan. SCRUM helps me to deliver to my main objective. Enterprise Architecture and especially my approach GLUE is about People first:</span><br />
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<span style="font-family: Arial;"></span><br />
<span style="font-family: Arial;">Comments as always more than welcome.</span><br />
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Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com1tag:blogger.com,1999:blog-5487723828200721082.post-55359606339511752402013-05-16T20:41:00.000+02:002013-05-16T20:41:02.195+02:00What really mattersI planned for quite a while to write a post (or series of posts to be accurate) but there was always something distracting me. Well, that happens, so no worries. Yesterday and the day before I have been on the <a href="http://www.gartner.com/technology/summits/emea/enterprise-architecture/">Gartner EA Summit</a> which was truly great and enlightening in many different ways, despite my incapability to plan a bit ahead. When I left the hotel today 5:00 in the morning to catch the first flight home I truly planned to write about it, more than one post actually. But then something was brought to my intention, something what really matters. (I might though come back to the Gartner EA Summit and what I learned later).<br />
<br />
The flight went fine and I got picked up as planned by the taxi. <a href="http://www.lufthavnskoersel.dk/">Perfect service</a> by the way including Internet access and bottled water to drink. As always the travel went smooth and perfect, so I could work my way through a stockpile of email to put some things into context, sort one or the other topic. Basically normal travel type of work. But then, something was brought to my intention. Heavy impact actually. <br />
<ol>
<li>All of a sudden the driver had to go into the breaks, not really, but strong enough for me to recognize, so I looked up to see whats up and of course the classical motorway road works traffic jam.</li>
<li>I heard some breaks, but nothing really worrying and then suddenly the driver was taking his hands away from the steering wheel and in that very same moment a large truck was blowing his horn and then the noise of metal, plastics and humans screaming.</li>
<li>Something bumped also in the car I was sitting in (normally I was sitting always on the front seat, but this time I was sitting in the back to work) and a giant truck was sledging diagonal from the back into my sight field and into the farming field next to the roadway.</li>
<li>[total silence]</li>
<li>The driver of the truck left his truck within 10 seconds as far as I was able to recognize unharmed and the driver of the taxi I was sitting in just drove 20 meter forward to secure a way for potential emergency cars.</li>
<li>Then we left the car, and it was a field of demolition. Apparently a second truck was standing on the emergency lane obviously heavily hit by something in the rear. A small bus for 8 persons was wrecked and standing on his wheels but into the wrong direction (later my driver told me that he has seen that bus doing a rollover), 2 cars have been hit heavily (airbags executed) and bumped into the cars in front of them, one of them obviously hitting us. </li>
</ol>
Our car and another car almost unharmed, just small scratches in the rear, but have a look at the red truck who litereally was flying in as my driver told me on the rest of the travel more than once.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgTriFDb901ftqjDLr1xHjXZyU6DcjoVQFURuZ2kbFNgqITAyzbWUYDOciIC0klWhe-t5NZqN6_7lHqvCm0A3EYoskkEnr2VKrhyNag6_OW-S88cAgmDHzRuIUQogWKzQywrEmT-DKKChg/s1600/IMAG0089.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="238" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgTriFDb901ftqjDLr1xHjXZyU6DcjoVQFURuZ2kbFNgqITAyzbWUYDOciIC0klWhe-t5NZqN6_7lHqvCm0A3EYoskkEnr2VKrhyNag6_OW-S88cAgmDHzRuIUQogWKzQywrEmT-DKKChg/s400/IMAG0089.jpg" width="400" /></a></div>
<ol>
<li>Almost at the very moment 4 people from <a href="http://www.johanniter.de/die-johanniter/johanniter-unfall-hilfe/">Johanniter Unfallhilfe</a> came running. I was truly impressed, but in reality it was just luck that they have been driving a couple of cars behind us. So the professionals could take over and did that really great. It was very fast clear that noone was harmed heavily. Everyone involved could walk, talk and was cleary able to response reasonable (despite some really shaking knees and white faces).</li>
<li>Shortly afterwards police officers came to secure the area and a helicopter flew in. Impressive speed by the way, I haven't clocked it, but it for sure was well below 10 minutes till the helicopter with the doctor was there.</li>
<li>The volunteer fireworkers from that area also arrived with quite some vessels and people.</li>
<li>What was obvious in that realm of chaos was high professionalism, but also quite some communication and handovers. From Johanniter to police to doctors to fireworkers. The cars were triple checked (Johanniter, Policemen, Fireworkers) All of the involved professionals spoke to the people involved in the accident, quite some confusion about many things for example insurance (how irrelevant at THAT moment, yet important for some. As far as I recognized it, that insurance concept was at least one thing people understood in that moment).</li>
<li>They collected all of us and explained the steps and there was a fairly good atmosphere, because everyone was well aware that things could have been way worse. Personal data was recorded by the police people, the doctors did a short examination and send those from the more heavily impacted cars into hospital, the fireworkers cleaned the street to allow the emergency cars to drive through, lots of pictures were made.</li>
<li>Not that I want to make that experience again or wish that anyone, but it was brilliant to see them in action, coming from knowing nothing to full control of the situation in less then 15 minutes.</li>
</ol>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjuPDZ32nxxQgkFUoNuqhaFeE5NT2zehnbM6n6dBGvPpHL72YQ0kOnaHZULO4Zl44Xxq2gWgdbK7FWvK4etRi1BAn49aAbsZTJ2p8B3BymIZQS0eLyiO8BbCMoE7qhIBmSGuQgleVvWnQ0/s1600/IMAG0088.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="238" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjuPDZ32nxxQgkFUoNuqhaFeE5NT2zehnbM6n6dBGvPpHL72YQ0kOnaHZULO4Zl44Xxq2gWgdbK7FWvK4etRi1BAn49aAbsZTJ2p8B3BymIZQS0eLyiO8BbCMoE7qhIBmSGuQgleVvWnQ0/s320/IMAG0088.jpg" width="400" /></a></div>
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Given all what I learned at the Gartner EA Summit (and other events), why can that story not be told different?</div>
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</div>
<ol>
<li>Preventive</li>
<ol>
<li>A Traffic Jam is signalled back to the following cars (and to traffic control) and warns the drivers (like red alarm in Star Trek if you want) or even better forces the car to slow down, no matter what the driver believes.</li>
<li><div class="separator" style="clear: both; text-align: left;">
A car in trouble signals to the other cars (and traffic control) that it is in trouble.</div>
</li>
<li><div class="separator" style="clear: both; text-align: left;">
Cars are forced to have a relevant safety distance.</div>
</li>
<li><div class="separator" style="clear: both; text-align: left;">
Cars are forced to not overspeed (yes, there will be people who believe this should not be done, but in that case it would have helped a lot and under worse circumstances it would have saved life).</div>
</li>
</ol>
<li><div class="separator" style="clear: both; text-align: left;">
Impact</div>
</li>
<ol>
<li><div class="separator" style="clear: both; text-align: left;">
On an impact the car or environment is signalling to other cars as well as to traffic control.</div>
</li>
<li><div class="separator" style="clear: both; text-align: left;">
Traffic control sends a drone to examine the area and create a 3D model.</div>
</li>
<li><div class="separator" style="clear: both; text-align: left;">
That 3D model gets send to all potentially involved parties which can use it to plan the operation while already driving to location.</div>
</li>
<li><div class="separator" style="clear: both; text-align: left;">
Each unit supported by augmented reality updates new information real time into that model, so that everyone involved has the full picture and can therefore act acordingly, e.g. more people, specialized vessels, specialized skills, but also retreat if the impact was less harmful than thought. There could be way more parties involved than in this particular case.</div>
</li>
</ol>
<li><div class="separator" style="clear: both; text-align: left;">
Afterwards</div>
</li>
<ol>
<li><div class="separator" style="clear: both; text-align: left;">
All the information can be directly fed into the system including the 3D model for reports, insurance, news, whatsoever.</div>
</li>
</ol>
</ol>
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So thank you consumer market for bringing us all these great new potential, but it is only interesting. Relevant is something else, nevertheless, please explore more, because it might be useful somewhere else. Truly relevant. Over to you.</div>
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P.S.: This was just a quick writing, the accident is less than 8 hours ago and I was doing quite some other things in between, but I believe there could be many stories created out of this and potentially there are already units in the world building this system so that it is usable, easy to use and as cheap as possible. I can only hope for that.</div>
Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com1tag:blogger.com,1999:blog-5487723828200721082.post-50156176355320074182013-04-14T13:38:00.002+02:002013-04-14T13:38:44.295+02:00Power, Process, Project, People - The Effect<span style="font-family: Arial, Helvetica, sans-serif;">Finally I find the time to write another post and continue my series about </span><a href="http://socialea.chickenbrain.de/2013/02/power-process-project-people.html"><span style="font-family: Arial, Helvetica, sans-serif;">Power, Project, Process and People</span></a><span style="font-family: Arial, Helvetica, sans-serif;">. As a small summary here a oneliner about each of the three forces:</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"></span><br />
<ul>
<li><a href="http://socialea.chickenbrain.de/2013/02/power-process-project-people-force-one.html"><span style="font-family: Arial, Helvetica, sans-serif;">Power</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> is about control and authority which limits people.</span></li>
<li><a href="http://socialea.chickenbrain.de/2013/03/power-process-project-people-force-two.html"><span style="font-family: Arial, Helvetica, sans-serif;">Process</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> is about faster, higher and stronger which spins people faster. </span></li>
<li><a href="http://socialea.chickenbrain.de/2013/03/power-process-project-people-force-three.html"><span style="font-family: Arial, Helvetica, sans-serif;">Project</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> is about moving which changes people.</span></li>
</ul>
<span style="font-family: Arial, Helvetica, sans-serif;">All three forces together can have a quite severe impact on on people. Literally they force people to change faster and faster while limiting them.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; margin-left: 1em; margin-right: 1em;"><img border="0" height="243" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhZuA5uvHAsy3PKSpAmuTvX_njY2-C1qmIR5ce7Hlu9VV5HIMTq08o9U2Hmca0j6xh4eVsZz5Wwhi6nBTDBK8J7VndKwB3tEEyZc4_QQErG7tBGdivR5SoZSlb_WMztJ_rY5boYN3Yzu3w/s400/PPPP.png" width="400" /></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"></span> </div>
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<span style="font-family: Arial, Helvetica, sans-serif;"></span></div>
<span style="font-family: Arial, Helvetica, sans-serif;">So what is the chances to escape? Actually there is three typical ways to escape for each individual person:</span><br />
<ul>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Increase the power by climbing the hierarchy.</span></li>
<li><span style="font-family: Arial;">Forcing others to spin faster, higher and stronger by becoming process owner.</span></li>
<li><span style="font-family: Arial;">Forcing others to change by executing projects.</span></li>
</ul>
<span style="font-family: Arial;">The easiest way to escape lies in executing projects, be it as internal or as external. Being good at project execution protects people against being forced to change themselves, because the methodology on how the project was executed can be used again and again and again without adapting much. Furthermore if implementing a specific solution that very same solution with small adaptions can also be implemented many times in a row allowing to not change while those who are affected by the project must change.</span><br />
<span style="font-family: Arial;"></span><br />
<span style="font-family: Arial;">Being really strong in one methodology sometimes opens up for the chance to become process owner, which is great, because it allows to let other people spin faster (and higher and stronger), while the own speed more or less remains the same (except if the process owner of process management really makes process managers spin faster).</span><br />
<span style="font-family: Arial;"></span><br />
<span style="font-family: Arial;">Rising in the hierarchy is the option in which typically the people are interested most. First of all it is the option which has the highest chance to increase income significant. And it is (and makes) attractive, because it gives direct power over others.</span><br />
<span style="font-family: Arial;"></span><br />
<span style="font-family: Arial;">The interesting (and potentially relevant) observation I make in most cases is that one who is advancing either in Project, Process or Power terms is normally picking up the behaviour of who was leading him in respect to that particular force. It takes some time to free up and leave the old approaches behind and actually many who are in the position to control one of the forces never advance.</span>Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-53480333848532888682013-03-28T13:47:00.001+01:002013-03-28T13:47:28.213+01:00Power, Process, Project, People - Force ThreeI will now continue with my series about <a href="http://socialea.chickenbrain.de/2013/02/power-process-project-people.html">Power, Process, Project and People</a>. After touching <a href="http://socialea.chickenbrain.de/2013/02/power-process-project-people-force-one.html">Power</a> and <a href="http://socialea.chickenbrain.de/2013/03/power-process-project-people-force-two.html">Process</a>. The next thing I will now explore is Project and to once again repeat the definition of the <a href="http://oxforddictionaries.com/definition/english/project">Oxford Dictionaries</a>: <span class="definition">An individual or collaborative enterprise that is carefully planned to achieve a particular aim</span>. There is plenty of material available in various forms defining and framing project management and project as such, but for the moment I stick to this very simple definition.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQzIKZ2RNAGfpXxHl0KcAzgwUG_tu4kGgbZRY2k-8tpSbfQf8_1cFGn1GN5As8WgP5XpPHnkT9jZqFfIRXgwZ6eVcY7-U9u56i0k3TToOboVFqgW4uIBofxIAuRbSY-KnrW4wpTkGBTT0/s1600/Project.png" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQzIKZ2RNAGfpXxHl0KcAzgwUG_tu4kGgbZRY2k-8tpSbfQf8_1cFGn1GN5As8WgP5XpPHnkT9jZqFfIRXgwZ6eVcY7-U9u56i0k3TToOboVFqgW4uIBofxIAuRbSY-KnrW4wpTkGBTT0/s200/Project.png" width="138" /></a><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhZuA5uvHAsy3PKSpAmuTvX_njY2-C1qmIR5ce7Hlu9VV5HIMTq08o9U2Hmca0j6xh4eVsZz5Wwhi6nBTDBK8J7VndKwB3tEEyZc4_QQErG7tBGdivR5SoZSlb_WMztJ_rY5boYN3Yzu3w/s1600/PPPP.png" style="margin-left: 1em; margin-right: 1em;"></a></div>
To change and move one organization from one state into another projects are the most common approach to achieve that transition. In most cases they have a more or less well defined goal which the project aims for. Each and every project is constrained by various aspects (the most famous representation of these constraints is the iron project triangle, which I might return to). Besides the positive effect of moving the organization any given project also carries some negative side effects, because the organizational change the projects cause are changing the basis for the people who are used to work in that context. Professional Change Management approaches try to cover up for that, but it is not always the most easy thing to be successful with.<br />
<br />
So how do I utilize GLUE with respect to this? First of all I use the <a href="http://socialea.chickenbrain.de/2012/08/glue-divisions.html">GLUE Divisions</a>:<br />
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</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg5HXzAcgsICZtiaoSt3jI2cthpBR_BBkXYSAmm_SOLTmCVeAv9WO4So06KSOjkA4ECZQqJEx5zNn0rw6rOdhvgEPiwu2R0t3siCtZHZgxBFpgax-9xodm5UBE8MTCBt9KQs22EItw1JJo/s1600/GLUE+Divisions.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="53" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg5HXzAcgsICZtiaoSt3jI2cthpBR_BBkXYSAmm_SOLTmCVeAv9WO4So06KSOjkA4ECZQqJEx5zNn0rw6rOdhvgEPiwu2R0t3siCtZHZgxBFpgax-9xodm5UBE8MTCBt9KQs22EItw1JJo/s400/GLUE+Divisions.png" width="400" /> </a> </div>
<ol>
<li>Destinations looks at To-Be</li>
<li>Discovery looks at the Transition between As-Is and To-Be</li>
<li>Defence looks at As-Is</li>
</ol>
Then I use an adaption of <a href="http://weblog.tetradian.com/tag/scan/">Tom Graves SCAN</a> Framework:<br />
<ol>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-epic-scan.html">EPIC SCAN</a> for Defence</li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-wise-scan.html">WISE SCAN</a> for Destination</li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-pace-scan.html">PACE SCAN</a> for Discovery </li>
</ol>
And then I analyze the flow of information through the <a href="http://socialea.chickenbrain.de/2012/08/glue-space.html">GLUE SPACE</a> with a special focus on the information flow between the GLUE Divisions by adding the <a href="http://socialea.chickenbrain.de/2012/08/glue-disciplines.html">GLUE Disciplines</a> and <a href="http://socialea.chickenbrain.de/2012/08/glue-decks.html">GLUE Decks</a>.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s1600/GLUE+Circulatory+System.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="265" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s320/GLUE+Circulatory+System.png" width="320" /></a></div>
<br />
Actually all information which is floating through the GLUE circulatory system belongs to at least one project with the aim to somehow transform the organization. Being a part of the project in one way or the other, somehow related to and working myself deeply inside some of them does to the trick. Getting engaged and <a href="http://socialea.chickenbrain.de/2013/02/walk-talk.html">walking the talking</a> helps to secure that a given project is moving from As-Is to To-Be in the right speed. The closer I stay to the project the more easy I achieve the goal, but of course there is also ways in securing that others can fulfil the very same role. This is also achieved by transforming them via the GLUE Divisions from one architectural (mental) state to the other. And again the easiest and most successful way for me always was to walk the talk and lead by example and not by documents and orders.Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-788225932780116672013-03-23T18:04:00.001+01:002013-03-23T18:04:05.058+01:00Power, Process, Project, People - Force Two<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiCCwN_NVqb43fixaVTJXxYMLtodJ-IGED23QMS3Q2GJFy3bG7MRsd0v0VH43rBL04D15056UC7ZCjNEYs4srzXWiKJqAyjijVFCkLZtbNGAPMClYrw6tOvsQGcIIWHseCktZnuEFujPCk/s1600/Power.png" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><br /></a>
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Recently I have started a series about <a href="http://socialea.chickenbrain.de/2013/02/power-process-project-people.html">Power, Process, Project and People</a>. After I have touched <a href="http://socialea.chickenbrain.de/2013/02/power-process-project-people-force-one.html">Power</a>, I now like to reflect a bit on Process and what I am doing with processes in my daily Enterprise Architecture work. Just to repeat the definition from the <a href="http://oxforddictionaries.com/definition/english/process">Oxford Dictionaries</a>: A<span class="definition"> systematic series of mechanized or chemical operations that are performed in order to produce something.</span> There of course exist way more definitions to frame what a process is, but I stick to this fairly simple definition.</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgc4V2pk-vScOn-Ai0j1IS3YIPJe25cXPM6wKurEfp3ym1xugsrhD4CZAFu9VcCSP3Yaw_Lv0dazd7Ox7lyNLkZittGJTWZpS_9DwmpQz8deXX5u3fS6AAYcvotTnoSKeMSOYjTgt2MhhQ/s1600/Process.png" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgc4V2pk-vScOn-Ai0j1IS3YIPJe25cXPM6wKurEfp3ym1xugsrhD4CZAFu9VcCSP3Yaw_Lv0dazd7Ox7lyNLkZittGJTWZpS_9DwmpQz8deXX5u3fS6AAYcvotTnoSKeMSOYjTgt2MhhQ/s200/Process.png" width="136" /></a> </div>
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Processes are found a lot in organizations when there are attempts to reuse a successful approach. In most cases they are somehow standardized and formalized by some form of documentation, be it very document centric or a more modern approach by using a business process management suite. Typically the structure of the information is Input > Process > Output with <a href="http://socialea.chickenbrain.de/2012/08/glue-roles-and-responsibilities.html">Roles and Responsibilities</a> on the Process and references to other processes. It typically forces People to spin faster and faster and faster (work harder, not smarter) over time, because the Process Performance Indicators are supposed to increase year after year. Every now and then there usually is a massive process restructuring which allows to work smarter (or more accurate aligns Process to more or less strictly follow <a href="http://socialea.chickenbrain.de/2013/02/power-process-project-people-force-one.html">Power</a>. Quite often process changes (no matter if it work harder or work smarter) lead to massive problems, especially if the people are forgotten in the process change.<br />
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So what am I doing with support of GLUE? First of all I am using the <a href="http://socialea.chickenbrain.de/2012/08/glue-disciplines.html">GLUE Disciplines</a> to formulate a basic Process.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjZvj1mOMOZdiIcF8xy-l8-NeDc_NLNd-IWnkmEKBw-tOQLuHub55MKPFalqddru8OyqEZGNQ_1U9owB38AH-29iJjsjGpUG6hXGklHlQr4xqclwo8lSH5rsLsY-jRelHsmoV4fgXtrfRI/s1600/GLUE+Disciplines.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="108" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjZvj1mOMOZdiIcF8xy-l8-NeDc_NLNd-IWnkmEKBw-tOQLuHub55MKPFalqddru8OyqEZGNQ_1U9owB38AH-29iJjsjGpUG6hXGklHlQr4xqclwo8lSH5rsLsY-jRelHsmoV4fgXtrfRI/s400/GLUE+Disciplines.png" width="400" /></a></div>
In the combination with the <a href="http://socialea.chickenbrain.de/2012/08/glue-decks.html">GLUE Decks</a> and the <a href="http://socialea.chickenbrain.de/2012/08/glue-divisions.html">GLUE Divisions</a> the Disciplines form the <a href="http://socialea.chickenbrain.de/2012/08/glue-space.html">GLUE Space</a>. In that GLUE Space the flow of the Disciplines leads to the circulatory system.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s1600/GLUE+Circulatory+System.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="265" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s320/GLUE+Circulatory+System.png" width="320" /></a></div>
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When I now look at any given change initiative I analyze how it fits into the GLUE circulatory system and my main focus is to secure that the information circles as fast as possible through the whole system to secure that information is available to everyone involved and can be interpreted and transformed therefore by everyone. The more it is a circulatory system the better, the more it is a one way road the worse. The product of this circulatory system is by that defined by all involved stakeholders and not just pushed (by power) down to the system or emerged pure to no other choice.<br />
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The main reason why I work like this is lies in the nature of the problems I work with. For really simple problems there might be one perfect answer, but in most cases the <a href="http://socialea.chickenbrain.de/search/label/complexity">complexity</a> prevents this: neither the problem at hand is truly simple nor the solution selected can be perfectly simple. A very simple approach would be to package one solution and implement it (or sell it) unchanged as often as possible. By not looking at the <a href="http://socialea.chickenbrain.de/2012/08/always-remember-next-larger-context.html">greater context</a> this is indeed an approach which makes sense (and most likely generates quite some money). The damage created by this approach is quite often very high, even though due to the friction it also generates quite some <a href="http://socialea.chickenbrain.de/2012/10/embrace-emergent-complexity-or-hail.html">innovative ideas</a> (by accident). As always it is <a href="http://socialea.chickenbrain.de/2012/09/a-matter-of-perspective.html">a matter of perspective</a>. I do not know where this will lead me to in the future, but at the moment I mainly focus on people. For whatever reason it is the approach with the greatest rate of success so far, even though I constantly try other approaches, nothing has ever been close to beat my current approach. Collaboration with (many) others is by far the best tool for me.<br />
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As always comments more than welcome.</div>
Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-32549956094817377482013-02-24T07:54:00.001+01:002013-02-24T07:57:41.656+01:00No Power for Enterprise ArchitectsSome time ago I have written about <a href="http://socialea.chickenbrain.de/2012/10/the-enterprise-architecture-matrix.html">The Enterprise Architecture Matrix</a>, where I used a small sequence from the movie Matrix to explain my line of thinking for Enterprise Architecture. This time I use the scene from Lord Of The Ring where Frodo is looking into Galadriels mirror to see the future.But see yourself:<br />
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">Frodo is the Solution Architect, who is tr<span style="font-size: small;">ying to solve a problem at hand and Galadriel is the Enterprise Architect<span style="font-size: small;">(EA) </span>who provides the Solution Architect (SA) with tools (the mirror) and ad<span style="font-size: small;">vice.</span></span></span></span><br />
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"> </span></span> </span></span><br />
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">The Enterprise sleeps, and
when the Enterprise Architect <span style="font-size: small;">explains</span>, only the Solution Architect listens.</span></span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">E<span style="font-size: small;">A</span> : "Will you look into the mirror?"<br />
SA :
"What will I see?"<br />
EA : "Not even the wisest can say, for the mirror shows many
things. Things that are, things that were, and some things that have not yet
come to pass."</span></span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><span style="font-size: small;">SA</span> looks into the mirror,
and sees Legolas, Merry and Pippin, then Sam. The Shire as it was, then the
Shire ravaged, overrun with orcs, and Sam in chains. </span></span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">
</span></span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">Then the Eye appears, and
the Task grows heavier, trying to pull itself down into the mirror. SA
snatches it away, falls backward onto the ground.</span></span><br />
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<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">EA</span></span><span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"> : "I know what it is you have seen, for it is also in my
mind. It is what will come to pass if you should fail. The Fellowship is breaking.
Already it has begun. He will try to take the ring. You know of whom I speak.
One by one, it will destroy them all."</span></span><br />
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<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">SA :
'If you ask it of me, I will give you the One Task.'</span></span>
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<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">
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</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">
</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">EA : "You offer it to me freely. I do not deny that my heart
has greatly desired this."<br />
A dark light comes over her as she touches the power of the Task.<br />
EA : "Instead of a Dark Lord, you would have a queen, not
dark but beautiful and terrible as the dawn! Tempestuous as the sea, and stronger
than the foundations of the earth! All shall love me and despair!"</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">
</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">
<br />
</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">
</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">EA backs away from
the Ta<span style="font-size: small;">sk, </span>ut for a moment, she looks old, and it seems to bring her no joy
to have done the right thing.<br />
EA : "I passed the test. I will diminish, and go into the
west, and remain Galadriel."</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">
</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">
<br />
</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">
</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">SA : "I cannot do this alone."</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">
</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><br />
</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">
</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">EA : "You are a Ringbearer, Frodo. To bear a ar<span style="font-size: small;">chitecture task </span>is to be alone. This task was appointed to you, and if you do not find a way,
no one will."</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">
</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><br />
</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">
</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">Frodo
: "Then, I know what I must do. It's just I am afraid to
do it."<br />
Galadriel
: "Even the smallest person can change the course of the
future."</span></span><br />
<br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">I try to allow all ideas to influence my thinking about Enterprise
Architecture. Sometimes it works perfect, sometimes not at all, but I
truly hope that I try. <span style="font-size: small;">I personally believe that <span style="font-size: small;">an Enterprise Architect should sta<span style="font-size: small;">y away from <span style="font-size: small;">the power and if he decide<span style="font-size: small;">s to take the power stay away from Enterprise A<span style="font-size: small;">rchitecture. <span style="font-size: small;">There is a high risk that an Ente<span style="font-size: small;">rprise A<span style="font-size: small;">rchitect wi<span style="font-size: small;">th <a href="http://socialea.chickenbrain.de/2013/02/power-process-project-people-force-one.html">power</a> abuse<span style="font-size: small;">s that to <span style="font-size: small;">build <a href="http://socialea.chickenbrain.de/2013/02/dreamtime-summary.html">just another e</a><span style="font-size: small;"><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-summary.html">mpire</a> no<span style="font-size: small;"><span style="font-size: small;">-</span>one needs. Instead of bu<span style="font-size: small;">ilding this empire focus on <span style="font-size: small;">re<span style="font-size: small;">pair <a href="http://socialea.chickenbrain.de/2012/09/glue-disease.html">GLUE Di</a><span style="font-size: small;"><a href="http://socialea.chickenbrain.de/2012/09/glue-disease.html">seases</a> and fix the flows in the <a href="http://socialea.chickenbrain.de/2012/09/glue-updated-framework.html">GLUE Circulatory Syste</a><span style="font-size: small;"><a href="http://socialea.chickenbrain.de/2012/09/glue-updated-framework.html">m</a>.</span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span><br />
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<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"> </span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span><br />
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<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">Feedbac<span style="font-size: small;">k as always more than welcome.</span></span></span>Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-68461898050871937502013-02-23T16:53:00.001+01:002013-02-23T16:53:09.960+01:00Power, Process, Project, People - Force OneIn my last post I have started a series about <a href="http://socialea.chickenbrain.de/2013/02/power-process-project-people.html">Power, Process, Project and People</a>. In this post I like to reflect a bit on power and what I am doing with respect to power in my daily Enterprise Architecture life. Just to repeat the definition from the <a href="http://oxforddictionaries.com/definition/english/power">Oxford Dictionaries</a>: <b>Power is the ability or official capacity to exercise control; authority</b>. There is of course a lot of other definitions or deeper explanations of this concept. As a starter I recommend to read the <a href="http://tetradianbooks.com/2009/06/hss-manifesto/">Manifesto reference-sheet from power and response-ability</a> from <a href="http://twitter.com/tetradian">Tom Graves</a>. For simplicity reasons I here stick to the very simple above mentioned Oxford Dictionaries definition.<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiCCwN_NVqb43fixaVTJXxYMLtodJ-IGED23QMS3Q2GJFy3bG7MRsd0v0VH43rBL04D15056UC7ZCjNEYs4srzXWiKJqAyjijVFCkLZtbNGAPMClYrw6tOvsQGcIIWHseCktZnuEFujPCk/s1600/Power.png" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiCCwN_NVqb43fixaVTJXxYMLtodJ-IGED23QMS3Q2GJFy3bG7MRsd0v0VH43rBL04D15056UC7ZCjNEYs4srzXWiKJqAyjijVFCkLZtbNGAPMClYrw6tOvsQGcIIWHseCktZnuEFujPCk/s200/Power.png" width="127" /></a><br />
Power is most obviously found in organizations by just looking at the organizational chart. In most cases it is formed like a pyramid with one on the top and some below, which have each some below them again. This can potentially be a very high structure (e.g. CEO > CxO Board > Divisions > Departments > Groups > Employees), even though there is some companies who run a flat hierarchy. In most cases these structures are self defending (<a href="http://socialea.chickenbrain.de/2012/08/glue-divisions.html">GLUE Division Defence</a>). It is very uncommon to see an Employee who has a higher salary than his manager. Also concepts like a technical career path typically only worsen the situation, because now the employees themselves are organized in a pyramid. And it can all be summed up by the concept of Julius Caesar: <b>Divide and Conquer</b>, which I have used to introduce the concept of the <a href="http://socialea.chickenbrain.de/2012/08/glue-domains.html">GLUE Domains</a>. What I observe most it that it is limiting and framing people into something way smaller than they could be.<br />
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The typical advice I hear and read in various Enterprise Architecture Frameworks (e.g. <a href="http://pubs.opengroup.org/architecture/togaf9-doc/arch/index.html">TOGAF 9</a>) is to place Enterprise Architecture in the governance structure close to the CxO level, preferable reporting direct to the CIO (Enterprise IT Architecture) or to the CEO (Enterprise Architecture). There is also the idea to put it below the CMO (?Enterprise Marketing Architecture?). Even though I have seen a lot of value created at that level I also see a fair amount of disconnect to the employee level and Ivory tower behaviour. The balance between strategy, tactics and operational work is not always easy to keep. And if an Enterprise Architect works only in his power structure then the result will be biased towards exactly that structure, heavily influenced and by that imbalanced due to only staying inside the frames given by it.<br />
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So what am I doing different? I am actually using the <a href="http://socialea.chickenbrain.de/2012/08/glue-domains.html">GLUE Domains</a> in the GLUE Space to identify and map the power structures. The amount of <a href="http://socialea.chickenbrain.de/2012/08/glue-decks.html">GLUE Decks</a> very much depends on the context. For the blog I use four to explain the concept, but it can easily go way higher (or lower).<br />
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Typically these Domains are in conflict with each other with respect to <a href="http://socialea.chickenbrain.de/2012/08/glue-roles-and-responsibilities.html">Roles and Responsibilities</a>. For example the responsibility of an Application Owner in the processes of Application Lifecycle Management who owns every aspect of his Application:<br />
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And Test Execution, which is typically owned by Test Management. Here two Empires are potentially in conflict. <br />
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The (theoretically) simple answer for Enterprise Architecture is now to work close to the decision makers (in this case most likely the CIO) and guide the CIO to take the right decisions. The basic (and I think wrong) assumption behind that is, that the CIO decides and forces it in. Following the basic idea of the power then this is indeed the case and especially and heavy command & control liking environments there is a high likelihood that this will indeed be forced in, because the managers on those structures want to know everything what their people know. I personally believe that this is in most cases causing more damage than it is repairing, therefore I do work different. (<a href="http://twitter.com/ThisIsSethsBlog">Seth Godin</a> touches this problem in his post <a href="http://sethgodin.typepad.com/seths_blog/2013/02/destabilizing-the-bullying-power-structure.html">destabilizing the bullying power structure</a>.<br />
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I do not need only a strong connection to the decision makers, but I do need to be connected also to the lower levels of the organization. Therefore no framework and no formal governance is enabling me to be an enterprise architect, but <a href="http://socialea.chickenbrain.de/2012/10/dont-think-you-are-know-you-are.html">knowing that I am one</a> helps a lot! So instead of relying on pure power structures I go to the people who have the conflict and challenges at hand, and then I am doing Enterprise Architecture work by helping them to connect to the holistic Enterprise (repairing <a href="http://socialea.chickenbrain.de/2012/09/glue-disease.html">GLUE Diseases</a>), no matter how deep or high they are on the ladder of power. That of course requires that I have to earn trust first, which is most easily achieved by <a href="http://socialea.chickenbrain.de/2013/02/walk-talk.html">walking the talking</a>, especially when the advice is beyond the scope of the power structure.<br />
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Feedback as always more than welcome.Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-9095877782445333842013-02-21T21:49:00.003+01:002013-02-21T21:49:47.875+01:00Power, Process, Project, People<br />
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I keep writing about <a href="http://socialea.chickenbrain.de/2012/08/people-in-glue.html">People</a>, because I strongly believe that in the end the only thing which really matters is people, like in the <a href="http://agilemanifesto.org/">Agile Manifesto</a>: Individuals and Interactions over Processes and Tools.</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9L4yhPTPqTxBCluaS7CtHAM3q8BQB1aaePkO_jUOvaru6sovc4plxGVB2xgWJgtzIxV1vG18lG8hvBmtk5d40fJY4BdxQ73teqP0SrfVzqiQHZU1RGCBWsqS95PSLDRm5ekOubeezZXE/s1600/GLUE+Framework.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="288" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9L4yhPTPqTxBCluaS7CtHAM3q8BQB1aaePkO_jUOvaru6sovc4plxGVB2xgWJgtzIxV1vG18lG8hvBmtk5d40fJY4BdxQ73teqP0SrfVzqiQHZU1RGCBWsqS95PSLDRm5ekOubeezZXE/s400/GLUE+Framework.png" width="400" /></a></div>
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In the past days I have seen plenty of interesting posts putting various concepts in the focus. One caught my attention and is very much worth to read:<br />
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<blockquote class="twitter-tweet" data-partner="tweetdeck" lang="de">
RT @<a href="https://twitter.com/davidsprott">davidsprott</a>: The shape of the next generation EA framework. <a href="http://t.co/dolaKQtb" title="http://t.co/dolaKQtb">t.co/dolaKQtb</a> <a href="https://twitter.com/search/%23CIO">#CIO</a> <a href="https://twitter.com/search/%23ecosystem">#ecosystem</a> <a href="https://twitter.com/search/%23services">#services</a> <a href="https://twitter.com/search/%23entarch">#entarch</a><br />
— Tom Graves (@tetradian) <a href="https://twitter.com/tetradian/status/303620372903890945">18. Februar 2013</a></blockquote>
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This post followed some back and forth twittering and it was a very enjoyable discussion. It triggered some thinking I wanted to reflect already for a while, because every now and then I see an interesting tendency to market something as the one and only way on how to look at the world or solutions, be it IT or non IT.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEicwberOLG6fWd0RPttWOYaGXqJH3zK3ft0LQ1ebkKktAiEbaSjeUiYt79wr7WlF09rnnTfWy-jGdecKFoiK1SiWDph0CU8HGfxPni2XBS4k4sqmZ2d13EPGTStMHTVUQpWj3-4sp-jJQg/s1600/Enterprise+Architect.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEicwberOLG6fWd0RPttWOYaGXqJH3zK3ft0LQ1ebkKktAiEbaSjeUiYt79wr7WlF09rnnTfWy-jGdecKFoiK1SiWDph0CU8HGfxPni2XBS4k4sqmZ2d13EPGTStMHTVUQpWj3-4sp-jJQg/s200/Enterprise+Architect.jpg" width="95" /></a></div>
Coming back to people I want to reflect on three forces especially which I observe every day and what I do to work with them or what I see in the typical Enterprise Architecture approaches. The three forces are (for each one definition from <a href="http://oxforddictionaries.com/definition/english/">Oxford Dictionaries</a>):<br />
<ul>
<li><b>Power</b> - The ability or official capacity to exercise control; authority.</li>
<li><b>Project</b> - <span class="definition">An individual or collaborative enterprise that is carefully planned to achieve a particular aim</span>.</li>
<li><b>Process</b> - A<span class="definition"> systematic series of mechanized or chemical operations that are performed in order to produce something.</span> </li>
</ul>
<span class="definition"></span><br />
The definition of process and project is sometimes confusing if compared, so for simplification I typically differentiate by using project in the context of unique deliveries and process if the deliveries are repeatable. These three forces have a different effect on people, and each and every person has a different opinion what type of force he prefers, but in typical organizations all three forces exist in co-existence and influence each other. The key to all these three powers in the end is the <b>People</b> though and interesting enough they get quite often forgotten.<br />
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This is only the first post in a series, otherwise it is getting too long. The next post will be about power. If you have any input to give straight away then I am happy to read or hear from you.Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com4tag:blogger.com,1999:blog-5487723828200721082.post-66487822653583486202013-02-14T23:02:00.001+01:002013-02-21T20:43:29.872+01:00Enterprise Life Forms<div class="separator" style="clear: both; text-align: center;">
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In my last post "<a href="http://socialea.chickenbrain.de/2013/02/details-vs-context.html">Details vs Context</a>" I have touched the challenge to find the right balance between getting lost in the details and getting lost in the context. The frequent readers of my blog should by now know that my personal take on Enterprise Architecture is very much focusing on people without blending out the building blocks of the flow:<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9L4yhPTPqTxBCluaS7CtHAM3q8BQB1aaePkO_jUOvaru6sovc4plxGVB2xgWJgtzIxV1vG18lG8hvBmtk5d40fJY4BdxQ73teqP0SrfVzqiQHZU1RGCBWsqS95PSLDRm5ekOubeezZXE/s1600/GLUE+Framework.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="288" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9L4yhPTPqTxBCluaS7CtHAM3q8BQB1aaePkO_jUOvaru6sovc4plxGVB2xgWJgtzIxV1vG18lG8hvBmtk5d40fJY4BdxQ73teqP0SrfVzqiQHZU1RGCBWsqS95PSLDRm5ekOubeezZXE/s400/GLUE+Framework.png" width="400" /></a></div>
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An interesting and relevant observation of mine is now that each and every company has its very own soul, the true essence of that company. Of course on the surface they all (at least the big ones) seem to have the same functions, same processes, same good practices applied, but if you just manage to see one level deeper it all of a sudden is total different between the companies and has its very own beauty. The soul of a company has some aspects which seem to be generic patterns:<br />
<ul>
<li>It is deeply rooted in the old guard people (<a href="http://socialea.chickenbrain.de/2012/08/glue-divisions.html">GLUE Defence</a>).</li>
<li>New people sooner or later tend to adopt to it.</li>
<li>It is embedded in the structural, process, project and especially in the informal organization.</li>
<li>It can not be easily changed.</li>
<li>It has self healing effects which protect the system against damages inflicted by external sources or careless management / leadership attempts and forces the whole environment back into the pre-change attempt.</li>
</ul>
One of the first things when I work in or with a company for me is to try to identify the soul of it. Because it seems to be unique and very special. I have not seen two different companies with an identical soul and that is actually something which I personally find very interesting and relevant to create fit-to-purpose architectures, not to mention that the soul of the company has its very own unique beauty which is as far as I see it worth to be protected.<br />
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<br />Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-54645773105618966882013-02-13T22:21:00.002+01:002013-02-21T20:44:40.822+01:00Details vs ContextIn my last post I was writing about <a href="http://socialea.chickenbrain.de/2013/02/walk-talk.html">walking the talking</a>, which is based on my experience one of the key elements for success. Some time ago I have written about the need to <a href="http://socialea.chickenbrain.de/2012/08/always-remember-next-larger-context.html">remember the larger context</a> which is also reflected in my <a href="http://socialea.chickenbrain.de/2013/02/dreamtime-wise-scan.html">WISE SCAN</a> post (E stands for Environment). So it is essential to connect a solution in the context to secure sustainable success and not rely on random luck. The saying: "To not see the wood for the trees" is also based on that line of thinking.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgrmlVDZ_PWyCZ5kDNKdu0PloHvKJc_AbeCWfznLvlYXmENFD9Gzx8FcNGSqfOmZlf8g1CDyokGy3o3AS8Du8dG5zoFRbUgBuQAnhiXrYVQeuvAaB4tcHTSPTRKx7FYY3dfMY5Ulf1Q3-g/s1600/TreeWood.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgrmlVDZ_PWyCZ5kDNKdu0PloHvKJc_AbeCWfznLvlYXmENFD9Gzx8FcNGSqfOmZlf8g1CDyokGy3o3AS8Du8dG5zoFRbUgBuQAnhiXrYVQeuvAaB4tcHTSPTRKx7FYY3dfMY5Ulf1Q3-g/s1600/TreeWood.png" /></a></div>
The interesting challenge now is to not get lost in the greater context and by that forgetting to chop the trees. I have seen many Enterprise Architects loosing contact to reality and connecting literally everything to a problem or solution at hand but totally forgot to deliver the solution. The intellectual discussion with them was actually truly great and I learned a lot (this happened many many times), but pity enough it wasn't very relevant.<br />
I believe it carries the very same danger to not deliver than getting lost in the details, but does contain an additional problem. Those who get lost in the context loose credit due to not delivering, while those who get lost in the details are typically valued for their great knowledge, but questioned about their communication skills.<br />
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So my advice (and I try to live up to that every day) is: deliver while connecting, connect while delivering. Don't think something fully through, but connect it good enough. Fail often and fail fast. And secure that the whole environment is setup to support that. If not, then fix the information flow, fix the GLUE Circulatory Flow, so that information flows free, is easy accessible, enriched fast and supports collision of ideas.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s1600/GLUE+Circulatory+System.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="331" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s400/GLUE+Circulatory+System.png" width="400" /></a></div>
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And in most cases the answer lies in the people who are operating in the GLUE Circulatory System. They are the elements which needs to be worked on to secure information flow. Technology can be a catalyzer or facilitator but is typically not the key element to secure optimal information flow. Balancing details and context is an ongoing challenging task which mainly operates on people and their ability to connect details with context. Various Enterprise Architecture tools help here a lot, but what is most successful is finding the right words for the right people to connect the details and the context via an emotional holistic story touching all senses. Tough one, but there is moments of perfect flow in life. And those moments are the reason why I deeply love my job.Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-6545383560302575422013-02-12T18:02:00.001+01:002013-03-28T13:43:43.599+01:00Walk the Talk<span style="font-family: Arial, Helvetica, sans-serif;">My </span><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-summary.html"><span style="font-family: Arial, Helvetica, sans-serif;">last posts</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> have been very much focused and following a red line, so now I am trying to pick up some loose ends. There is one thing which bugs me quite often when I am doing Enterprise Architecture work. There is way to much focus on talking about Enterprise Architecture. Something which is also reflected by following twitter post:</span><br />
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<blockquote class="twitter-tweet" lang="de">
<span style="font-family: Arial, Helvetica, sans-serif;">I suspect that the primary job role of Enterprise Architects is to argue with other EAs about what </span><a href="https://twitter.com/search/%23entarch"><span style="font-family: Arial, Helvetica, sans-serif;">#entarch</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> is. Prove me wrong, people.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">— Kevin Brennan (@bakevin) </span><a href="https://twitter.com/bakevin/status/299374519573938176"><span style="font-family: Arial, Helvetica, sans-serif;">7. Februar 2013</span></a></blockquote>
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My personal observation is that Architects actually discuss about Enterprise Architecture, but do in most cases <b>not</b> argue. This is a differentiation I find very important, because an argumentation chain would at least provide a red line why one approach is chosen over the other. By looking at the </span><a href="http://www.pragmaticef.com/frameworks.htm"><span style="font-family: Arial, Helvetica, sans-serif;">pure amount of frameworks</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> and tools in the market and the amount of new players entering that space it is quite obvious that Enterprise Architecture is at the moment in a hype or fever situation. This can easily lead to total irrational decisions. On this topic I recommend to take a closer look at the </span><a href="http://en.wikipedia.org/wiki/Tulip_mania"><span style="font-family: Arial, Helvetica, sans-serif;">Tulip Mania</span></a><span style="font-family: Arial, Helvetica, sans-serif;">, some of the behaviours might also be seen in more recent crises.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Here (as mentioned before) I use </span><a href="http://socialea.chickenbrain.de/search/label/GLUE"><span style="font-family: Arial, Helvetica, sans-serif;">GLUE</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> as mapping tool for me. The real most interesting (and relevant) question for me always is: Where is a person stuck in the GLUE circulatory system.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s1600/GLUE+Circulatory+System.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="331" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s400/GLUE+Circulatory+System.png" width="400" /></a></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">And then I try to go into that position, placing myself onto the seat of that particular person to understand where the missing links are. If I manage to understand a portion of it I try to show the traces by using whatever terminology is approbiate for that particular person. Not GLUE, not a specific framework, but whatever language element helps. Sometimes indirect communication by others is the only way to succeed, sometimes I need to play over time. Invest today, harvest in a couple of month when a small trigger has grown into something powerful.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">In most cases showing the connections to other information streams (in the circulatory system) allows the person at hand to see some possible answers to concrete problems which have not been solveable before. And there is one thing I know, then it is that </span><a href="http://socialea.chickenbrain.de/2012/10/i-am-chickenbrain.html"><span style="font-family: Arial, Helvetica, sans-serif;">I do not know anything</span></a><span style="font-family: Arial, Helvetica, sans-serif;">, but what I know is that </span><a href="http://socialea.chickenbrain.de/2012/10/dont-think-you-are-know-you-are.html"><span style="font-family: Arial, Helvetica, sans-serif;">I am an Enterprise Architect</span></a><span style="font-family: Arial, Helvetica, sans-serif;">. So in most cases I have literally no chance to give a correct concrete answer even though I am fairly often asked to give one, but I am able to help the information flow, to unblock the thinking, to link elements. There is my focus and that enables others to bring their great knowledge to the game and solve problems I would not have dreamt of being solved.</span>Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-61648022460940169132013-02-09T22:51:00.003+01:002013-02-24T08:00:54.545+01:00drEAmtime - summary<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">This is my final post in a long series of posts where I used the <a href="http://www.strategicstructures.com/?p=441"><span style="color: #333399;">great
post</span></a> from <a href="https://twitter.com/kvistgaard"><span style="color: #333399;">Ivo
Velitchkov</span></a> as a red line to explain my thinking. Following posts did I create so far:</span></span><br />
<ol>
<li><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><a href="http://socialea.chickenbrain.de/2013/01/dreamtime-communication.html"><span style="color: #333399;">drEAmtime -
Communication</span></a></span></span>
</li>
<li><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-bridging-silos.html"><span style="color: #333399;">drEAmtime -
Bridging the Silo</span></a></span></span>
</li>
<li><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-capability-cemetery.html"><span style="color: #333399;">drEAmtime -
Capability Cemetery</span></a></span></span>
</li>
<li><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-epic-scan.html"><span style="color: #333399;">drEAmtime -
EPIC SCAN</span></a></span></span>
</li>
<li><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-archetypes.html"><span style="color: #333399;">drEAmtime -
Archetypes</span></a></span></span>
</li>
<li><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-wise-scan.html"><span style="color: #333399;">drEAmtime
- WISE SCAN</span></a></span></span>
</li>
<li><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-pace-scan.html"><span style="color: #333399;">drEAmtime
- PACE SCAN</span></a> </span></span></li>
<li><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-frameworks.html">drEAmtime - Frameworks</a></span></span></li>
<li><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-modelling.html">drEAmtime - modelling</a></span></span></li>
</ol>
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">So it is time to summarize the whole series and once again I like to use a quote from Ivo: </span></span><br />
<blockquote class="tr_bq">
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">In summary, more often than not, when contemporary mainstream EA is
trying to introduce a common language, it creates confusion and
additional work to deal with it. When trying to bridge the silos, it
creates new silos instead. When trying reduce the IT <span style="font-size: small;">spending</span>, it in
fact makes no change or increases them. When trying to deal with
complexity, it’s just pathetic</span></span></blockquote>
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">I completely share Ivos line of thinking here. The first observation ("When contemporary mainstream EA is trying to introduce a common language, it creates confusion and additional work to deal with it") is actually the main reason that started my work on GLUE. I was facing a situation where multiple software supplier and various integrators including a fairly diversified internal IT process structure had to deliver towards 4 releases every year without sharing any common knowledge and understanding, but all of them tried to teach introduce their approaches. So, I have to confess, in my first line of thinking, GLUE was just another stupid approach to create a common language to try to bring them all on the same page.</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">After working some weeks on the concepts I proudly presented it and was astonished that my brightness (GLUE) was not obvious to everyone. What I faced (and most of the feedback I collected over several years afterwards) was (of course) full misunderstanding. Everyone was all in for the idea of aligning to language to a single common one, as long as it is the one already used to protect the own way of thinking (tribe). So I totally failed and out of frustration I parked GLUE for a couple of years. Looking back the main problem was that I was so full of being right that I did not listen to those I wanted to follow my line of thinking.</span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">Since then I have my changed my focus and live more up to the concept of <a href="http://socialea.chickenbrain.de/2012/10/i-am-chickenbrain.html">being a ChickenBrain</a>. I changed the focus from GLUE being the ultimate truth which everyone has to obey towards a pure mapping tool to identify <a href="http://socialea.chickenbrain.de/2012/09/glue-disease.html">GLUE diseases</a>. Whatever approach or framework in an engineering context I face I immediately map it into GLUE to double check my understanding of the framework at hand (and to ask sense making questions if needed).</span></span><br />
<div class="separator" style="clear: both; text-align: center;">
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s1600/GLUE+Circulatory+System.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="265" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s320/GLUE+Circulatory+System.png" width="320" /></a></span></span></div>
<div class="separator" style="clear: both; text-align: left;">
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">Ivos second observation ("When trying to bridge the silos, it
creates new silos instead.") is also something I observed more than once, most inside corporations where the Head of Enterprise Architecture tried to create or defend his very own Empire. That empire (or tribe) thinking is of course typically creating or defending an Enterprise Architecture silo. It can easily go worse if the Architecture Domains are split into several teams which have to argue their existence and easily spend more time on defending their existence than in providing real value. And it typically it does not matter how they are split, as long as they are split roles and responsibilities will be defined and some sort of open or hidden fighting is typically the result.</span></span></div>
<div class="separator" style="clear: both; text-align: left;">
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></span></div>
<div class="separator" style="clear: both; text-align: left;">
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">Ivos third observation ("When trying reduce the IT <span style="font-size: small;">spending</span>, it in
fact makes no change or increases them.") and fourth observation ("When trying to deal with
complexity, it’s just pathetic.") are connected and has typically many root causes. For example information flow problems or how I name them a <a href="http://socialea.chickenbrain.de/2012/09/glue-disease.html">GLUE disease</a>, lack of analyzing the To-Be Architecture where the <a href="http://socialea.chickenbrain.de/2013/02/dreamtime-wise-scan.html">WISE SCAN</a> of the <a href="http://socialea.chickenbrain.de/2012/08/glue-divisions.html">GLUE Division </a><a href="http://socialea.chickenbrain.de/2012/08/glue-divisions.html">Destination</a> helps and quite often just bad implementations, where the <a href="http://socialea.chickenbrain.de/2013/02/dreamtime-pace-scan.html">PACE SCAN</a> of the <a href="http://socialea.chickenbrain.de/2012/08/glue-divisions.html">GL</a><a href="http://socialea.chickenbrain.de/2012/08/glue-divisions.html">UE Division Discovery</a> helps. The various root causes of unneeded complexity can be analyzed with the help of the <a href="http://socialea.chickenbrain.de/2013/02/dreamtime-epic-scan.html">EPIC SCAN</a>. </span></span></div>
<div class="separator" style="clear: both; text-align: left;">
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></span></div>
<div class="separator" style="clear: both; text-align: left;">
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">I like to thank Ivo for his great inspirational post and I am happy that I finished to follow that red line. Comments and feedback is as always more than welcome (and new inspirational posts as well).</span></span></div>
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span>Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com1tag:blogger.com,1999:blog-5487723828200721082.post-81997563938779140072013-02-08T19:46:00.002+01:002013-04-26T15:35:03.047+02:00drEAmtime - modelling<span style="font-family: Arial, Helvetica, sans-serif;">Finally I can see the end of the red line created by the </span><a href="http://www.strategicstructures.com/?p=441"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">great
post</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> from </span><a href="https://twitter.com/kvistgaard"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">Ivo
Velitchkov</span></a><span style="font-family: Arial, Helvetica, sans-serif;">. So far I have created
following posts:
</span><br />
<ol><span style="font-family: Arial, Helvetica, sans-serif;">
</span>
<li><a href="http://socialea.chickenbrain.de/2013/01/dreamtime-communication.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime -
Communication</span></a><span style="font-family: Arial, Helvetica, sans-serif;">
</span>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-bridging-silos.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime -
Bridging the Silo</span></a><span style="font-family: Arial, Helvetica, sans-serif;">
</span>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-capability-cemetery.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime -
Capability Cemetery</span></a><span style="font-family: Arial, Helvetica, sans-serif;">
</span>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-epic-scan.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime -
EPIC SCAN</span></a><span style="font-family: Arial, Helvetica, sans-serif;">
</span>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-archetypes.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime -
Archetypes</span></a><span style="font-family: Arial, Helvetica, sans-serif;">
</span>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-wise-scan.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime
- WISE SCAN</span></a><span style="font-family: Arial, Helvetica, sans-serif;">
</span>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-pace-scan.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime
- PACE SCAN</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> </span></li>
<span style="font-family: Arial, Helvetica, sans-serif;">
</span>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-frameworks.html"><span style="font-family: Arial, Helvetica, sans-serif;">drEAmtime - Frameworks</span></a></li>
<span style="font-family: Arial, Helvetica, sans-serif;">
</span>
</li>
</li>
</li>
</li>
</li>
</li>
</ol>
<span style="font-family: Arial, Helvetica, sans-serif;">Two more posts to go, this one and another final one. To quote Ivo: </span><br />
<blockquote class="tr_bq">
<span style="font-family: Arial, Helvetica, sans-serif;">Then of course modelling itself is believed to help in dealing with complexity. But what kind of modelling? A very complicated architecture diagram does not show complexity. It just shows a lot of effort spent in denial of it.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"> </span></blockquote>
<span style="font-family: Arial, Helvetica, sans-serif;">Actually I personally believe that modelling is a great tool and support </span><a href="http://socialea.chickenbrain.de/2013/01/dreamtime-communication.html"><span style="font-family: Arial, Helvetica, sans-serif;">communication</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> quite a lot, if applied correctly. I also have a couple of models here in my blog which help me to explain and visualize what I think. Looking at them isolated they are most likely confusing and difficult to understand, which makes it sometimes indeed difficult to use them alone. But in the support of the whole storyline, be it as part of a blog post or as part of a presentation the model helps to align the thinking. The one I refer to most here in the blog is actually the circulatory GLUE system:</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"></span><br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s1600/GLUE+Circulatory+System.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="265" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s320/GLUE+Circulatory+System.png" width="320" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://4.bp.blogspot.com/-FHkMXfMrRsA/UPBIkP3bA3I/AAAAAAAAAXg/0p4LCaYsrbc/s1600/GLUE+Circulatory+System.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><span style="font-family: Arial, Helvetica, sans-serif;"></span></a><br /></div>
<div class="separator" style="clear: both; text-align: center;">
<span style="font-family: Arial, Helvetica, sans-serif;"> </span></div>
<div class="separator" style="clear: both; text-align: left;">
<span style="font-family: Arial, Helvetica, sans-serif;">Just a cube with lots of confusing lines. Only by working through my </span><a href="http://socialea.chickenbrain.de/search/label/GLUE"><span style="font-family: Arial, Helvetica, sans-serif;">GLUE thinking and GLUE posts</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> it hopefully gets meaningful. Which reminds me that I need to label my posts a bit more organized, otherwise it gets difficult to find information. Or I need to put all of it together, reorganize it and write it again in a more structured way, more like a book? Maybe a project worth to go, maybe not. If you have feedback here you are more than welcome.</span></div>
<div class="separator" style="clear: both; text-align: left;">
<span style="font-family: Arial, Helvetica, sans-serif;"> </span></div>
<div class="separator" style="clear: both; text-align: left;">
<span style="font-family: Arial, Helvetica, sans-serif;"></span></div>
<span style="font-family: Arial, Helvetica, sans-serif;">Coming back to Ivos post there is jokes circulating around me: "When have you last time had a meeting with Kai without him using the whiteboard?" or "We are trained to sit so that we have free view towards the whiteboard." </span><a href="https://twitter.com/scottwambler"><span style="font-family: Arial, Helvetica, sans-serif;">Scott Ambler</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> has heavily influenced my thinking with </span><a href="http://agilemodeling.com/"><span style="font-family: Arial, Helvetica, sans-serif;">his great website</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> about Agile Modeling besides a lot of great colleagues I had over the years who showed skilled approaches in supporting their line of argumentation with the right model at the right moment. I also liked his Whiteboard Warrior concept, but he has put it offline from his website. There is </span><a href="https://www.google.com/search?q=scott+ambler+whiteboard+warrior&sourceid=ie7&rls=com.microsoft:da:IE-Address&ie=&oe="><span style="font-family: Arial, Helvetica, sans-serif;">some traces</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> left in the web though.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">One of my key approaches is to draw while I speak. Many words (and I say and write a lot) are more often confusing than enlighting, while a single diagram just shows it. Finding those is not always easy, but the more I model the easier it is to create the right drawing at the moment when it is needed. So my advise is: draw to support your line of thinking, explain in pictures, add a story and the whole gets its own life. Which most likely will return back to you one day, grown over time, transformed and morphed, but beautiful. I try to show Enterprise Architecture and the elements which are delivered via Enterprise Architecture in their full beauty, sometimes I fail, sometimes I succeed.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"></span><br />
<center>
<iframe allowfullscreen="" frameborder="0" height="315" src="http://www.youtube.com/embed/PktUzdnBqWI" width="560"></iframe></center>
<span style="font-family: Arial, Helvetica, sans-serif;"></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">And a model which is beautiful will carry the story way longer and way more emotional than any dry facts. If Dennis Dutton is right with his assumption than it is rooted in human beeings. I found the success in this approach by try and error. Feedback and comments as always more than welcome.</span>Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-57177862556596023242013-02-07T20:12:00.001+01:002013-04-26T15:34:30.999+02:00drEAmtime - FrameworksIt looks like as if I am getting closer in finishing my exploration of <span style="font-family: Arial, Helvetica, sans-serif;">the </span><a href="http://www.strategicstructures.com/?p=441"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;"><span style="font-family: Arial, Helvetica, sans-serif;">great
post</span></span></a><span style="font-family: Arial, Helvetica, sans-serif;"><span style="font-family: Arial, Helvetica, sans-serif;"> from
</span></span><a href="https://twitter.com/kvistgaard"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;"><span style="font-family: Arial, Helvetica, sans-serif;">Ivo
Velitchkov</span></span></a><span style="font-family: Arial, Helvetica, sans-serif;">. So far I have created following posts:</span><br />
<br />
<ol>
<li><a href="http://socialea.chickenbrain.de/2013/01/dreamtime-communication.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime
- Communication</span></a><span style="font-family: Arial, Helvetica, sans-serif;">
</span>
</li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-bridging-silos.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime
- Bridging the Silo</span></a><span style="font-family: Arial, Helvetica, sans-serif;">
</span>
</li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-capability-cemetery.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime
- Capability Cemetery</span></a><span style="font-family: Arial, Helvetica, sans-serif;">
</span>
</li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-epic-scan.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime
- EPIC SCAN</span></a>
</li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-archetypes.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime
- Archetypes</span></a>
</li>
<li><span style="font-family: Arial, Helvetica, sans-serif;"><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-wise-scan.html">drEAmtime - WISE SCAN</a></span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;"><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-pace-scan.html">drEAmtime - PACE SCAN</a></span></li>
</ol>
<span style="font-family: Arial, Helvetica, sans-serif;">To quote Ivo once more: </span> <br />
<br />
<blockquote class="tr_bq">
If you are an Enterprise Architect, a popular way to deal with
complexity is to arm yourself with a framework. With a good framework,
it is believed, you can do two things. First, reduce the variety of the
enterprise to just a few things that share the same properties,
according to some classification theory and where things doesn’t fit,
add more layers of abstraction. And second, reduce the things you can
possibly do to just a few but well defined and in a specific order, with
well prescribed inputs and outputs, because that was common for so many
organisations that did well so that it became a best practice, and the
chances are, if you follow this way, it will do you well as well. Now,
because of the shared understanding of the beneficial role of the
abstract layers, and the boundaryless imagination unconstrained by the
reality, there is a serious number of frame-works and on top of them
other-works on how to adapt and adopt them.</blockquote>
And once more a lot of truth in it. One of the first things I learned while dealing with complexity actually was that it created panic. Even though it seemed to me quite obvious what the answer is and how to explain it by using an enormous amount of framework knowledge (of course shameless stolen from many) in my explanation I kind of did not really deliver the message. So my current working approach is to remind the audience of one simple short statement of wisdom: "<a href="http://socialea.chickenbrain.de/2012/09/dont-panic.html">Don't Panic</a>".<br />
I like to use frameworks, but the amount of frameworks is indeed enormous and heavily increasing (and I add one by bringing my GLUE thinking into the game). <a href="http://www.pragmaticef.com/frameworks.htm">Pragmatic EA has an overview about frameworks</a> which I personally find very interesting (GLUE is not in that list, because I did not register it so far and obviously no one else did).<br />
<br />
So I do exactly what Ivo says: "Reduce the variety of the enterprise to just a few things that share the same properties" and it actually helps me to understand the complexity and trace broken information flows. So I personally find it very useful, but <a href="http://socialea.chickenbrain.de/search/label/GLUE">GLUE</a> is of course at this very moment nothing else than an attempt to materialize my very own thinking where there was absolutely no need for any agreements with others. So it is strong for me, but most likely useless for everyone else. If you are interested in applying my thinking please let me know, I will see if I can somehow help you in understanding and applying my thoughts.<br />
<br />
With respect to Ivos other statement: "And second, reduce the things you can
possibly do to just a few but well defined and in a specific order, with
well prescribed inputs and outputs, because that was common for so many
organisations that did well so that it became a best practice, and the
chances are, if you follow this way, it will do you well as well." I have a different approach. I personally believe that <a href="http://socialea.chickenbrain.de/search/label/GLUE">GLUE</a> always happens and is <a href="http://socialea.chickenbrain.de/2012/08/real-enterprise-architecture.html">inevitable</a>. So I personally don't focus as a primary task on implementing one (or many if you look at the amount) framework, but instead I primarily look at broken information flows or <a href="http://socialea.chickenbrain.de/2012/09/glue-disease.html">GLUE diseases</a>.<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s1600/GLUE+Circulatory+System.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="265" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s320/GLUE+Circulatory+System.png" width="320" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
</div>
<br />
<br />
And those diseases I then try to fix, sometimes by proposing (and implementing) a framework, sometimes by inventing something new, sometimes by just talking to the people. It all <a href="http://socialea.chickenbrain.de/2012/09/a-matter-of-perspective.html">depends on the context</a>, but I try to <a href="http://socialea.chickenbrain.de/2012/10/guide-energy.html">guide the energy</a> in the system in a way that it allows to emerge an solution.. It is of course <a href="http://socialea.chickenbrain.de/2013/01/invest-in-interesting-to-reveal-relevant.html">very interesting (but not always relevant)</a> to get hung up in discussion about frameworks or become really religious in applying some technique in one or the other way, but try to avoid that discussion, even though it is sometimes needed to <a href="http://socialea.chickenbrain.de/2012/10/cultivate-collisions.html">cultivate collisions</a> and by that look for something new (if lucky <a href="http://socialea.chickenbrain.de/2012/11/embrace-emotions-to-induct-innovation.html">innovative</a>).Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-64215515928859602442013-02-05T14:37:00.000+01:002013-04-26T15:33:55.510+02:00drEAmtime - PACE SCAN<span style="font-family: Arial, Helvetica, sans-serif;">I continue to explore the red line laid out by the </span><a href="http://www.strategicstructures.com/?p=441"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;"><span style="font-family: Arial, Helvetica, sans-serif;">great
post</span></span></a><span style="font-family: Arial, Helvetica, sans-serif;"><span style="font-family: Arial, Helvetica, sans-serif;"> from
</span></span><a href="https://twitter.com/kvistgaard"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;"><span style="font-family: Arial, Helvetica, sans-serif;">Ivo
Velitchkov</span></span></a><span style="font-family: Arial, Helvetica, sans-serif;">. So far I have created following posts:</span><br />
<ol>
<li><a href="http://socialea.chickenbrain.de/2013/01/dreamtime-communication.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime
- Communication</span></a><span style="font-family: Arial, Helvetica, sans-serif;">
</span>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-bridging-silos.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime
- Bridging the Silo</span></a><span style="font-family: Arial, Helvetica, sans-serif;">
</span>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-capability-cemetery.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime
- Capability Cemetery</span></a><span style="font-family: Arial, Helvetica, sans-serif;">
</span>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-epic-scan.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime
- EPIC SCAN</span></a>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-archetypes.html"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">drEAmtime
- Archetypes</span></a>
<li><span style="font-family: Arial, Helvetica, sans-serif;"><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-wise-scan.html">drEAmtime - WISE SCAN</a></span></li>
</li>
</li>
</li>
</li>
</li>
</ol>
<span style="font-family: Arial, Helvetica, sans-serif;">Ivo has now fixed some typos in his post to cleanup. I decided (for the moment) to keep my posts as they are, at least as long as the flow goes.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">To quote Ivo </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><blockquote class="tr_bq">
The part related to complexity certainly deserves a separate post and
may be more than one. As this one got pretty long already, for my
standards that is, let me just finish with the following: dealing with
complexity is not reduced to finding ways to reduce it. It requires much
different understanding of what happens when interactions are not
linear. When there is dynamics, adaptation, self-organisation,
irrational behaviour, politics and power.<br />
</blockquote>
Here Ivo touches the concept of transorming from As-Is to To-Be. Here he doesn't rant, but points at some specific points which need attention to execute successful on the transformation. Here I apply the <a href="http://socialea.chickenbrain.de/2012/10/pace-scan.html">PACE SCAN</a> to secure the information flow through the <a href="http://socialea.blogspot.dk/2012/08/glue-divisions.html">GLUE Discovery</a> and the transformation from one stable state to anohter stable state.<br />
<br />
<ul>
<li><b>P</b>eople - to transform people will make the difference between success and failure.</li>
<li><b>A</b>daption - to transform the complete solution must be adapted to reach fit to purpose.</li>
<li><b>C</b>ommunication - to transform communication is key to secure that the targets will be reached.</li>
<li><b>E</b>mphatic - to transform it is required to sense also the unspoken which enables to
deliver and help that people and solution form a perfect fit-to-purpose
environment.</li>
</ul>
The typical complexity to be found after executing in a poor way (not doing the PACE SCAN right) is <strong>contrived complexity</strong>, where a subset of the stakeholders was handled, but not the holistic complete set. By that highly biased solutions are created which unbalance the whole system. <a href="http://socialea.chickenbrain.de/2012/10/given-up-on-balance.html">Sometimes is worth to unbalance though</a>, because it <a href="http://socialea.chickenbrain.de/2012/10/embrace-emergent-complexity-or-hail.html">allows to find</a> <a href="http://socialea.chickenbrain.de/2012/09/innovation-and-glue.html">innovation</a> which will not be found if you always stay in a balanced world. But before the innovation can be found there is normally a time of tension and pain. Ivo doesn't touch this in his post, because he is very much focussing on efficiency, but sometimes his statement "And indeed they shoot inefficiencies and get all the glory and the money to
shoot more." with a slight twist is also a good outcome, when something is done effectice: "And indeed they create innovative solutions and get all the glory and the money to create more."<br />
<br />
Which leads to another root cause of complexity: <strong>Perverse Complexity</strong>, where the intention has been good (<a href="http://socialea.chickenbrain.de/2013/02/dreamtime-wise-scan.html">WISE SCAN</a>), but the execution was not done with all the needed resources and skills in place. On top my observation is that in many transformations there is quite some theoretical effort on showing the importance of the change management, but quite often (a pity) the execution does not follow the theory or the scope and money to do change management gets downscoped. Here Enterprise Architects with a focus on people can help.<br />
<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9L4yhPTPqTxBCluaS7CtHAM3q8BQB1aaePkO_jUOvaru6sovc4plxGVB2xgWJgtzIxV1vG18lG8hvBmtk5d40fJY4BdxQ73teqP0SrfVzqiQHZU1RGCBWsqS95PSLDRm5ekOubeezZXE/s1600/GLUE+Framework.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="231" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9L4yhPTPqTxBCluaS7CtHAM3q8BQB1aaePkO_jUOvaru6sovc4plxGVB2xgWJgtzIxV1vG18lG8hvBmtk5d40fJY4BdxQ73teqP0SrfVzqiQHZU1RGCBWsqS95PSLDRm5ekOubeezZXE/s320/GLUE+Framework.png" width="320" /></a></div>
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<br />
With respect to Ivos post I have the impression that he has mostly seen Enterprise IT Architects with a strong skillset on IT but no real awareness of people. So my advice to Ivo: Look for <a href="http://socialea.chickenbrain.de/2012/08/real-enterprise-architecture.html">Real Enterprise Architecture</a> and you will find great solutions and even greater people.</span><br />Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-5287424426401907932013-02-04T19:53:00.000+01:002013-04-26T15:33:14.300+02:00drEAmtime - WISE SCANTime for post number 6 in exploring the <a href="http://www.strategicstructures.com/?p=441"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">great post</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> from </span><a href="https://twitter.com/kvistgaard"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">Ivo Velitchkov</span></a> step-by-step. Here is what I have created so far:<br />
<ol>
<li><a href="http://socialea.chickenbrain.de/2013/01/dreamtime-communication.html">drEAmtime - Communication</a></li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-bridging-silos.html">drEAmtime - Bridging the Silo</a></li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-capability-cemetery.html">drEAmtime - Capability Cemetery</a> </li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-epic-scan.html">drEAmtime - EPIC SCAN</a></li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-archetypes.html">drEAmtime - Archetypes</a> </li>
</ol>
To quote Ivo:<br />
<blockquote class="tr_bq">
Some attempts to achieve IT rationalisation fail spectacularly. I’m not
going to list out the reasons for that. But it is may be sad that such
failures discredit EA as a management discipline as whole. But sometimes
Enterprise Architect are really able to find ways to discover what’s
not needed and how to remove it, or what is underutilised and how to
achieve better ROI for it. After all most of them are smart people
using good tools. And indeed they shoot inefficiencies and get all the
glory and the money to shoot more. But as they rarely get to the cause
of the inefficiencies or are in the position to influence the bigger
system that produces these inefficiencies, the overall result is an
oscillation or even increase in overall IT spending. The increase is
because the success of the EA justifies bigger EA budget which is almost
without exception a part of the IT budget. </blockquote>
Here Ivo points at one of the most common pitfalls of Enterprise Architecture applied: fighting symptoms instead of the root cause. This has several reasons. First of all external Enterprise Architects coming with a consulting company might not have the needed inside or full pain awareness to truly fight the root cause (some might even look for future business, and a permanent broken information flow is a permanent revenue stream). Internal Enterprise Architects might have a huge reputation problem which quite often is based on Ivos observation. So as mentioned in the other posts a clear focus on fixing the information flow is a good start to shoot at the root cause and get it eliminated or at least plant some seeds to eliminate the root cause later.<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s1600/GLUE+Circulatory+System.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="265" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8JfWfZNB0Cg9MB4gc4KqhC0T8MFh0usfdNcn-PPwoc_VlThPbkK7uR5tuAih5pEhaD_0HZXSI1sYzfdoUucsrLf2HpMoBXtNCHOsPLbyz6Y3A5zGMM6hG39p9JYX4Ehke38U8TZTWyQ/s320/GLUE+Circulatory+System.png" width="320" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<br />
But this is clearly not enough. So with respect to fixing the content I apply the <a href="http://socialea.chickenbrain.de/2012/10/wise-scan.html">WISE SCAN</a> approach, which looks into the future (<a href="http://socialea.chickenbrain.de/2012/08/glue-divisions.html">GLUE Destination</a>):<br />
<ul>
<li><b>W</b>orth - The future capability must be worthwhile to trigger a transformation. (Ivo: But sometimes
Enterprise Architect are really able to find ways to discover what’s
not needed and how to remove it, or what is underutilised and how to
achieve better ROI for it.)</li>
<li><b>I</b>nformed - The future capability must contain all the relevant information as much as needed containing the necessary facts. (Ivo: After all most of them are smart people
using good tools.)</li>
<li><b>S</b>imple - The future capability must be the most simple solution which fits the purpose. (Here Ivo seems to have lost trust and is pointing to <a href="http://socialea.blogspot.dk/2012/10/epic-scan-in-glue.html">Perverse Complexity</a>: "Some attempts to achieve IT rationalisation fail spectacularly.")</li>
<li><b>E</b>nvironment - The future capability must be embedded in the greater context. (Here Ivo also seems to have lost trust: "But as they rarely get to the cause
of the inefficiencies or are in the position to influence the bigger
system that produces these inefficiencies, the overall result is an
oscillation or even increase in overall IT spending.")</li>
</ul>
I share the observation with Ivo that in many cases so called Enterprise Architects do indeed promote decisions which are not following the WISE approach but are focusing to much on some aspects and therefore add to the <a href="http://socialea.blogspot.dk/2012/10/epic-scan-in-glue.html">EPIC complexity</a>. After all the core reason why <b>emergent complexity</b> exists.<br />
<br />
The next post will most likely be about the PACE SCAN. Feedback as always more than welcome to help me improve (or get another red line through my own thoughts. Only some posts to go till Ivos input has done its job for me).Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-7381766758766836992013-02-03T20:02:00.002+01:002013-02-03T20:02:26.909+01:00drEAmtime - ArchetypesI am still not done with exploring the <a href="http://www.strategicstructures.com/?p=441"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">great post</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> from </span><a href="https://twitter.com/kvistgaard"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">Ivo Velitchkov</span></a> in which many gems are to be found. My posts so far:<br />
<br />
<ol>
<li><a href="http://socialea.chickenbrain.de/2013/01/dreamtime-communication.html">drEAmtime - Communication</a></li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-bridging-silos.html">drEAmtime - Bridging the Silo</a></li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-capability-cemetery.html">drEAmtime - Capability Cemetery</a> </li>
<li><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-epic-scan.html">drEAmtime - EPIC SCAN</a> </li>
</ol>
To quote Ivo: <br /><blockquote class="tr_bq">
But just when the situations seems really critical, the door opens with a
kick and EA cowboys enter. They pull out frameworks and architecture
tools from their holsters and in slow motion (a very slow motion), they
shoot inefficiency after inefficiency until all of them lie dead on the
floor. Then they walk out and go to shoot inefficiencies in some other
town and when new inefficiencies appear in this town they come back
again to kill them out.</blockquote>
Today it is a rather short reflection, but Ivo reminds me of a series I wanted to start and promised some time ago in my post <a href="http://socialea.chickenbrain.de/2012/11/may-i-introduce-enterprise-architect.html">May I Introduce The Enterprise Architect</a>. The EA cowboy is indeed one of the archeypes I was thinking of, even though the title I have in mind is more the Enterprise Hero Architect. A very short prethinking here: The Enterprise Hero Architect is sometimes needed to fight the really big problems when it is actually already to late. And as Ivo describes he walks away when the enemy is defeated. There is some problems though, in most cases the hero is only capable of fighting the symptoms, but not the real root cause of the problem.<br />
<br />
I (hopefully) will explore the various archetypes soon, at least I plan to. I have touched that concept in the <a href="http://2012.internationaleainstitute.org/">EA Summerschool 2012, Copenhagen</a> and want to renew my promise here. So stay tuned. :)<br />
<br />
<br />Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com2tag:blogger.com,1999:blog-5487723828200721082.post-1498623671421992472013-02-02T11:20:00.001+01:002013-03-23T18:05:53.998+01:00drEAmtime - EPIC SCANI continue to explore the <a href="http://www.strategicstructures.com/?p=441"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">great post</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> from </span><a href="https://twitter.com/kvistgaard"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">Ivo Velitchkov</span></a> step-by-step, because his posts allow my thoughts to follow a red line. He pretty much eliminated a <a href="http://socialea.chickenbrain.de/2012/09/glue-disease.html">GLUE Disease</a> in my very own head. Once again (and I will continue to say that till I reach the end of the red line) thank you for unplugging me.<br />
<br />
So here again a quote from Ivo: <br />
<blockquote class="tr_bq">
Big organizations in all sectors, especially in the service industries,
tend to gather huge number of applications until they find themselves in
a situation where there are far too many to manage. A good number of
them are not used at all. Some other part is underutilized. Most of the
critical applications have high maintenance or high replacement cost or
both. Inevitably there are many which automate different parts of the
same process but they don’t talk to each other. And this justifies new
spending on building interfaces, or buying application integration
packages first and then replacing them with BPMS and then probably with
something better than BPMS. As a result – more spending and more
applications to manage.</blockquote>
Ivo keeps continuing exploring that with some more statements, which all point to one specific problem: Unneeded complexity as the root cause of too high costs. Once again a great observation and a situation I have also faced more than once (and most likely will face each and every day as long as I stay in Enterprise Architecture drEAmland. So what am I doing? Actually I am applying the <a href="http://socialea.chickenbrain.de/2012/10/epic-scan-in-glue.html">EPIC SCAN</a> approach to analyze the past (<a href="http://socialea.chickenbrain.de/2012/08/glue-divisions.html">GLUE Defence</a>).<br />
<ul>
<li><b>E</b>mergent Complexity - consequence of many small and unrelated decisions. (Ivo: "Inevitably there are many which automate different parts of the same process but don't talk to each other")</li>
<li><b>P</b>erverse Complexity - consequence of clumsy attempts to reduce complexity. (Ivo: "And this justifies new spending on building interfaces, or buying application integration packages first and then replacing them with BPMS and then probably with something better than BPMS.")</li>
<li><b>I</b>rreducible Complexity - consequence of the real complexity of the demand environment. (Ivo touches this only between the lines: "Big organizations in all sectors [...] tend to gather huge number of applications [...]")</li>
<li><b>C</b>ontrived Complexity - consequence of deliberately creation to benefit some stakeholders. (Ivo: "But as they rarely get to the cause of the inefficiencies or are in the
position to influence the bigger system that produces these
inefficiencies, the overall result is an oscillation or even increase in
overall IT spending.")</li>
</ul>
By analyzing the problem at hand with the EPIC SCAN approach I am able to create transparency and visibility on the root cause of the problem. And then it is (once again) all about communication and people to optimize the information flow and by that find the best fit-to-purpose solution.<br />
<br />
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<br />
It does help quite a lot, if you <a href="http://socialea.chickenbrain.de/2012/09/dont-panic.html">don't panic</a> and <a href="http://socialea.chickenbrain.de/2012/10/dont-think-you-are-know-you-are.html">stop thinking to be an Enterprise Architect but start knowing that you are one</a>. Remember, in the <a href="http://socialea.chickenbrain.de/2012/10/the-enterprise-architecture-matrix.html">Enterprise Architecture Matrix</a> you just have to let it all go, fear, doubt and disbelief. Free your mind.<br />
<br />
As always over to you for commenting to help me improving my thinking and share as much knowledge as possible.Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com0tag:blogger.com,1999:blog-5487723828200721082.post-54549484205346928692013-02-01T21:20:00.001+01:002013-04-26T15:32:24.602+02:00drEAmtime - Capability CemeteryThanks to a <span style="font-family: Arial, Helvetica, sans-serif;"></span><a href="http://www.strategicstructures.com/?p=441"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">great post</span></a><span style="font-family: Arial, Helvetica, sans-serif;"> from </span><a href="https://twitter.com/kvistgaard"><span style="color: #333399; font-family: Arial, Helvetica, sans-serif;">Ivo Velitchkov</span></a><span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"> which unplugged some th<span style="font-size: small;">inking of mine I was able to put some words around a couple of ideas <span style="font-size: small;">and approaches I use.<span style="font-size: small;"> One post about <a href="http://socialea.chickenbrain.de/2013/01/dreamtime-communication.html">Communication</a> rather than <span style="font-size: small;">creating an aligned (meaningless) language<span style="font-size: small;"> and a second post about truly <span style="font-size: small;"><a href="http://socialea.chickenbrain.de/2013/02/dreamtime-bridging-silos.html">Bridging the Silos</a> instead of creating a<span style="font-size: small;"> new Enterprise Architecture silo. </span></span></span></span></span></span></span></span></span><br />
<br />
<span style="font-family: Arial, Helvetica, sans-serif;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">So here another qu<span style="font-size: small;">ote from </span><span style="font-size: small;">Ivo:</span></span></span></span></span></span></span></span></span></span><br />
<blockquote class="tr_bq">
EA is often in the position to attract some serious budgets for reasons we’ll see in another dream, and this way the new island becomes a safe territory for people that have either failed or lost interest in the pure IT. This as a result further decreases the credibility of EA which slowly, in some organisations, gets the image of a place for people that are not good enough for IT and prefer to hide under EA labels where things are vague enough and much more difficult to measure. The lost credibility either undermines the work of the really good EA practitioners or pushes them out of the organisation or both.</blockquote>
This immediately reminded me of an <a href="http://www.agilemodeling.com/essays/enterpriseModelingAntiPatterns.htm">Enterprise Modelling Anti Pattern</a> from <a href="http://twitter.com/scottwambler">Scott Ambler</a> the so called Enterprise Parking Lot. Here a quote from Scott:<br />
<blockquote class="tr_bq">
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">Your enterprise <span style="font-size: small;">modelling</span> group is composed of a lot of very smart
people who don't fit in well anywhere else within IT but you don't want
to lose their knowledge. </span></span></blockquote>
<br />
I personally have often observed a combination of both and therefore I phrase it the Capability Cemetery. So how to fix or handle this? First of all I am typically looking at each individuals capability. It is fairly seldom the case that there is people who try to avoid working under all circumstances, even thought that happens now and then. In most cases there is a deficit or <a href="http://socialea.chickenbrain.de/2012/09/glue-disease.html">GLUE Disease</a> somewhere, a conflict between the organization setup (be it structural, process, project or any other organization) and the way the individual person is willing to operate. Typically, via <a href="http://socialea.chickenbrain.de/2013/01/invest-in-interesting-to-reveal-relevant.html">investing in the interesting to reveal the relevant</a>, it is possible to dig out the real root cause of the problem. Knowing the root cause then allows to optimize the information flow through the <a href="http://socialea.chickenbrain.de/2013/01/glue-framework-fixed-circulatory-glue.html">circulatory GLUE Cube</a>.<br />
<br />
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Showing the people in the Capability Cemetery a clear path how they can utilize their knowledge and bring the highest possible value to the success of the company typically creates a buy-in situation of the members in the Capability Cemetery, especially if the value becomes visible and is recognized by the relevant people (which might be decision makers). Moving that overall Capability Cemetery now step-by-step into a well respected (Enterprise) Architecture Community will generate also organizational buy-in on the go towards a situation where no-one will ever question the value of the Enterprise Architecture. Communication is (once more) the absolute key element for success here.</div>
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As always, I need your input to improve and I do love knowledge exchange, so please forward your comments and thoughts.</div>
<br />Anonymoushttp://www.blogger.com/profile/18103923148091857836noreply@blogger.com4