architectural leadership

Architectural Leadership

Justin Arbuckle

1.Theory&

2. Action

1. Whatever it is that makes ‘great’ architects is something every business leader could use, and makes architects ‘great’ business leaders too.

1a.Perspective

the hole

Know what’s out there

the mast

Know what’s over there

the balance

Know what’s keeping it there

the mirror

Know where you are

perspective is a context for assumption

1b. Abstraction is the basis of

Judgement

1c. Time

past

present

planned future

emerging or

unplanned future

Time is a context for Tool selection

Epistêmê Technê&1d.

CraftingHOPE1e.

a.Perspective is a context for assumption

b.Abstraction is the basis of judgement

c.Time is a context for toold.Craft is the basis of agility e.Hope is the basis of change

An Architectural leader …Anticipates the effect of business change upon [__________] design choices & The effect of [__________] change on business investment choicesAnd Brokers the organisation-wide change that this implies By Provoking a clear rationale for the future and the craft it requires.

2. ActionForget formalism for its own sake.Some very basic questions, asked at every step of every project guide Architectural Leadership

theory action

out there

in here

View

poin

t

Orientation

theory action

out there

in here

all about delivery

all about perfection

all about the commercial environment

all about alignment

Sins of focus

theory action

out there

in here

past emerging

time

theory action

out there

in here

theory action

out there

in here

description

decision design

development

theory

out there

Describefrom the past

2a. What assumptions were made that put you HERE today?Are they still true?…organisational silos…incumbent platforms…

theory

in here

Decide

2b. Which (non-obvious) trade-offs are you exposing?…business involvement…dependent complexity…specification detail…

your present

action

in here

Design

the planned future

2c. What will continue your design principles?…Reuse…Portfolio…

action

out there

Develop

the unplanned future

2d. What would erode your purpose?…competitors…leadership…

What assumptions

were made to get here?

What would erode your purpose?

What will continue your design principles?

Which trade-offs are you exposing?

Appendix

• Context • Use cases• Matrices:• System – Process• Process – Service

• Non Functional Req. • Domain Model• User Stories

• Interviews with stakeholders

• Matrix of principles and their impact on each system in context.

• Component Interaction• Design Pattern Choice &

Mining