2009 summit event master keynote sowell
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TRANSCRIPT
Please WelcomeKathie Sowell
SowellEAC
What is a Professional Enterprise Architect?
Or...How Can We Help PeopleUnderstand What We Do?
Kathie Sowell
President, Custom Enterprise Solutions, LLC
2009 CAEAP SummitFour Seasons Resort & Club Dallas
Las Colinas, TexasJune 20, 2009
Custom Enterprise Solutions, LLC
SowellEACCustom Enterprise Solutions, LLC
SowellEAC
Copyright 2009, P.K. Sowell
3
The Road Not Taken, by Robert Frost
Then took the other, as just as fair,And having perhaps the better claim,Because as for that the passing thereHad worn them really about the same,
Literal Interpretation*:
Be a rugged individual!Don’t follow the crowd!(But also, you’d betterbe right, because every-thing you do goes on your permanent record.)
Ironic Interpretation*:
Nah, the poem is justtrying to justify the poet’s choice by getting all dramatic.His choice of roadreally didn’t make anydifference at all.
* Thank you, Wikipedia!
Two roads diverged in a yellow wood,And sorry I could not travel bothAnd be one traveler, long I stoodAnd looked down one as far as I couldTo where it bent in the undergrowth;
And both that morning equally layIn leaves no step had trodden black.Oh, I kept the first for another day!Yet knowing how way leads on to way,I doubted if I should ever come back.
I shall be telling this with a sighSomewhere ages and ages hence:Two roads diverged in a wood, and I –I took the one less traveled by,And that has made all the difference.
Copyright 2009, P.K. Sowell
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What does this have to do with Enterprise Architects?
EAStealthy Approach
Direct Approach
There are two divergent roads I have seen that lead to getting EA understood and incorporated into an organization.
Copyright 2009, P.K. Sowell
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What would lead us to choose the “Direct Approach?”
“Nobody understands us!”
Copyright 2009, P.K. Sowell
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Enterprise Architects: Are you suffering an identity crisis?
• Has your own mother ever said this to you: “Honey, I’m proud of what you do, whatever it is”?
• Do you feel that no one understands what you do for a living?
Copyright 2009, P.K. Sowell
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Has this ever happened to you?
Hi there! Name’s Bob!Sales is my game!What do you do?
Well... I’m an Enterprise Architect.
Great! Great!I’ve got this littleplumbing problem...
No, no... It’s not likethat. You see...I
Great! Great! Whatever...So long! #$%@*! “Bob!”
Copyright 2009, P.K. Sowell
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Dear Enterprise Architect:
Cheep Charlie has a deal for you!
Gen-u-wine South American
Zebra Bamboo Flooring
Blowout Prices!!
Deep Discounts!!
Hurry!! Hurry!!
Copyright 2009, P.K. Sowell
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How can we use the “direct approach” to help people understand what we do?
• We can define our profession
This is what the CAEAP can help us to do.
• We can promote our profession to the extent that we become integral to decisions regarding Enterprise direction
• We can spread understanding of our profession
• We can build acceptance of and respect for our profession
Copyright 2009, P.K. Sowell
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Okay, then, what should we tell people that a Professional Enterprise Architect does?
• We pinpoint problems in our organizations
• We make models of the technology used in our organizations
• We analyze the models
• We partner with Enterprise leaders in determining strategic direction and in assessing progress over time
• We make models of the business processes
• We diagnose the causes of the problems
• We “align the technology with the business”
• We recommend problem solutions and transition paths
Copyright 2009, P.K. Sowell
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Can we be more succinct?
Professional EnterpriseArchitect
InternalEnterpriseOperations
OutsideClient
Operations
Short Answer:
A Professional Enterprise Architect makes sure that internal Enterprise operations are aligned with the
Enterprise’s client needs and the Enterprise’s own goals and values
Copyright 2009, P.K. Sowell
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What constitutes an effective Enterprise Architecture Team?
• Professional Enterprise Architect: Certified and experienced in EA development, modeling, integration, and presentation
• Domain Experts: Intimately familiar with business and mission operations addressed in the architecture
• Architecture Analyst:– Knowledgeable in the types of processes and systems pertinent to the
architecture– Technically astute and experienced in ability to conduct process/system
assessments, trade-offs, and linkages to the operations supported– Bridge between the Enterprise Architect and the Process and/or
Systems Engineer
• Process and/or Systems Engineers– In-depth understanding of the processes and/or technologies pertinent
to the As-Is and To-Be EA– Honest broker between the Enterprise Architect and the Domain Expert
(e.g., Can the user practically employ the recommended technologies? Are the suggested solutions mature? cost-effective?
Copyright 2009, P.K. Sowell
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The EA Team and Beyond
Domain Expert
Analysts
Business Process Engineer
Systems Engineer
Professional EA Architect
Copyright 2009, P.K. Sowell
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Now, let’s focus on the Enterprise Architect
• Think logically
• Think holistically (grasp the big picture)
• Communicate with human beings– Clients– Techie ones– “Suits” – Non-techies– Anti-techies
• Communicate in complete sentences
• Think, function, and communicate even when the Internet is down !
• Visualize
An Enterprise Architect should be able to:
Copyright 2009, P.K. Sowell
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A good Enterprise Architect will be able to think visually and express thoughts visually
Why? Because people think in pictures.
Copyright 2009, P.K. Sowell
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Where do Enterprise Architects come from?
• Traditionally:– Systems engineers– Software engineers– Business and systems analysts
• Out-of-the-box– Musicians– Visual Artists– Writers– Detectives and Medical Diagnosticians*
* Ever watch “House?” or “Law and Order?” They always draw a Business Node Connection Diagram to figure out who/what did or influenced what.
Who Dunnit?What’s Killing Her?
Copyright 2009, P.K. Sowell
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But, more important than one’s background, is the potential one has to be an effective
Enterprise Architect
Microbots Subsystems Systems Enterprises Enterprise of Enterprises
Incorrigible
Totally Anal
Obsessive Rule
Follower
Follows Rules, but
Creative
Loose Cannon
Dis
cipl
ine
Grasp/Visualization
Good EnterpriseArchitects come from this region
Copyright 2009, P.K. Sowell
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Where does the role of the Professional Enterprise Architect fit within an enterprise?
Professional Enterprise Architect
Leadership
DepartmentManagers
Staff
Blueprint for improving the enterprise
Strategic Direction to “follow the Blueprint”
Management of Blueprint implementation
Implementation of Blueprint
Coo
rdin
atio
n
ENTERPRISE
OPERATIONS
OPERATIONS
TNEILC
Align
Copyright 2009, P.K. Sowell
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The Enterprise Architect role is not so different from some other familiar roles
We may be able to increase understanding of and respect forour profession by comparing it to
other professions that alreadyenjoy respect from the general
public.
Copyright 2009, P.K. Sowell
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For example, building construction
Architect
Foreman orGeneral Contractor
Specialty Contractors
Laborers
Plumber
Carpenter
Tilesetter
Electrician
Mason
HVAC“Uh-oh, this won’t
work!”
Customer Requirements
Blueprint for constructing the building
Direction to “follow the Blueprint”
Management of selective Blueprint specifications
Implementation of Blueprint
Coo
rdin
atio
n
Copyright 2009, P.K. Sowell
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But wait, comparing ourselvesto construction architects already
got us into trouble !
Let’s trya different analogy...
#$%@*! “Bob!”Dear Enterprise Architect:
Cheep Charlie has a deal for y
ou!
Gen- u- wine South America
n
Zebra Bamboo Floor
ing
Blowout Pric
es!!
Deep Disco
unts!!
Hurry!! H
urry!!
Dear Enterprise Architect:
Cheep Charlie has a deal for y
ou!
Gen- u- wine South America
n
Zebra Bamboo Floor
ing
Blowout Pric
es!!
Deep Disco
unts!!
Hurry!! H
urry!!
(Remember these?)
Copyright 2009, P.K. Sowell
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Classical music has an “EnterpriseArchitect” too; it’s the composer
Composer (The “Architect”)
Conductor
Section Heads
Section Musicians
“ Bow this way; Breathe here; ...”
PrincipalOboe
PrincipalFlute
PrincipalCello
ConcertMaster
AudienceRequirements
Blueprint for performing a composition
Direction to “follow the Blueprint – MY WAY”
Management of selective Blueprint specifications
Implementation of Blueprint
“Uh-oh, this won’t work!”
Copyright 2009, P.K. Sowell
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So, what do we need to do to ensure that the Enterprise Architect achieves the requisite
level of prominence? • This is a challenge confronting the CAEAP!• Some food for thought .....
– We need to make sure we are selecting the right people to become Enterprise Architects
Copyright 2009, P.K. Sowell
– We need to have a poster child (or more) to convince Enterprise leadership of EA’s ROI
– We need to have a clear-cut strategy for establishing and evolving the EA role within the Enterprise
– We need to engage the leaders of the Enterprise “top-down”
– We need to convince leaders that they need to take ownership of the Enterprise Architecture and use it as their primary source of self-assessment and direction
– We need to acquire leadership’s understanding that to do so requires the Professional Enterprise Architect to be their partner
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But, what about that other road, the “Stealth” road? Does it matter which road
you take?
EAStealthy Approach
DirectApproach
EAStealthy Approach
DirectApproach
Copyright 2009, P.K. Sowell
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Yes, because sometimes, the Stealth Road is your only option
• Sometimes, resistance to the “EA” word is such that the Direct Approach just will not work
Copyright 2009, P.K. Sowell
Go EA!
• Sometimes, even “executive buy-in” is not enough, e.g., when that executive retires and takes his buy-in with him
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If you have to, just keep working underground and let your work blossom
without a name!
Copyright 2009, P.K. Sowell
“The Name”
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Contact Information:
Kathie Sowell: [email protected] 703 620-0639
for SowellEAC Enterprise Architect Certification Programsunder auspices of National-Louis University, use contactinfo above or www.SowellEAC.com
Next class planned for September
Thank you! Enjoy the Summit!
Copyright 2009, P.K. Sowell