Podcast
Top 10 Tips for Successful Enterprise Architecture
Bizzdesign Enterprise Architecture Podcast
- The Cost of Extending a Model Don’t make a complicated approach or a complicated model, if actually what you need is very simple. So again, tailor to you have cut the cloth to suit the outcome. T terefter, i understand thad. you’ll find the sophistication to the approach will come with time, ir come with maturity, will come with experience. Every day we learn more about our customers and how they use their data. We’re always looking for new ways of doing things that can help us better serve them in an ever-changing digital world. It’s not just one way - it could be two different ways: by using social media as well as traditional methods such as email,. through cloud services like Transcript: Speaker 1 Ar you’ll find the sophistication to the approach will come with time, ir come with maturity, will come with experience. But don’t make a complicated approach or a complicated model, if actually what you need is very simple. So again, tailor to you have cut the cloth to suit the outcome. T terefter, i understand thad. Speaker 2 I think times as enterprise architects, we don’t necessarily acknowledge the cost, the soft cost of extending a model or or harnessing more data. (Time 0:06:18)
- Architects and Stakeholder Decision Making So ultimately, it’s the analysis, the evidence to support stakeholder decision making. That’s what we’re trying to achieve. But if the stakeholder don’t understand what we’re telling them, we’re failing straightway. And this that isn’t about educating then, well, when we say this, this is what we mean. It’s about you adjusting the way you talk about it to a way that they get so. Er, there’s always that adage of, you know, good architecture is communication, communication, communication. Transcript: Speaker 1 So ultimately, it’s the analysis, the evidence to support stakeholder decision making. That’s what we’re trying to achieve. But if the stakeholder don’t understand what we’re telling them, we’re failing straightway. And this that isn’t about educating then, well, when we say this, this is what we mean. It’s about you adjusting the way you talk about it to a way that they get so. Er, there’s always that adage of, you know, good architecture is communication, communication, communication. (Time 0:08:36)
- The Challenge to Enterprise Architecture That makes a lot of sense. And i often observe that the challenge to enterprise architect, because enterprise architects do have their own, shall i say, secret language, or specialized language, whether that’s archimade or something else, is that’s absolutely fine for the people who are experienced in that, but that that that specialized language has to be suppressed almost, or simplified or translated to the business stakeholder who has no need understand that that language is. Transcript: Speaker 2 That makes a lot of sense. And i often observe that the challenge to enterprise architect, because enterprise architects do have their own, shall i say, secret language, or specialized language, whether That’s archimade or something else, is that’s absolutely fine for the people who are experienced in that, but that that that specialized language has to be (Time 0:09:32)
- Are You a Data Manager? “We have to think about our modelling tools a almost as like a repository that we’re mining for information,” he says. “And we have to therefore be careful of the detoi that we have, its currency, its providence, et cetera.” Transcript: Speaker 1 Ok, so er, number five is er. I guess it’s a congratulatory statement, but also a warning. And that would be, you’re a data manager. Now, so we have to think about our modelling tools a almost as like a repository that we’re mining for information. So think of it like a miny data warehouse, or a data mark er. And we have to therefore be careful of the detoi that we have, its currency, its providence, et cetera. (Time 0:10:58)
- No Data Management Incr I think it’s worth saying that if you can’t guarantee its currency, its accuracy, generally you shouldn’t use it. Now, there were exceptions to that, which made t talk about inewen. Sounds good. Ok. So one to number six, ok. So segway in. Then number six is hide the gory details. So, you you touched on this a little bit earlier. Transcript: Speaker 1 I think it’s worth saying that if you can’t guarantee its currency, its accuracy, generally you shouldn’t use it. Now, there were exceptions to that, which made t talk about inewen. Speaker 2 Sounds good. Ok. So one to number six, ok. Speaker 1 So segway in. Then number six is hide the gory details. So, you you touched on this a little bit earlier. (Time 0:13:45)
- The Back Stretch I got it. Ok. So let’s just remind ourselves, for those listening along here, we’re up to number seven. To number one, prootise. Two, keep it simple. Three, consistency. Four, language or stakeholders can understand. Five, remember that you’re now a data manager, and data has to be managed. Three, hide those gory details. And im sorry. Nmbe six, hydrogory details. Transcript: Speaker 2 I got it. Ok. So let’s just remind ourselves, for those listening along here, we’re up to number seven. To number one, prootise. Two, keep it simple. Three, consistency. Four, language or stakeholders can understand. Five, remember that you’re now a data manager, and data has to be managed. Three, hide those gory details. And im sorry. Nmbe six, hydrogory details. (Time 0:18:24)
- Making Modelling Part of the Job So it’s more how do we make this stick em and i think they’re, we’re tryig to prioritize the things we’re doing, because that was objective number one. But if we’re adding the modelling activity as an addon to the requirements of our existing people and their jobs, we’re probably not going to succeed. The things that they should be modelling should be the things that they’re having to do anyway. And the whole point of modelling is to make their lives ultimately easier. Transcript: Speaker 1 They’re, we’re tryig to prioritize the things we’re doing, because that was objective number one. But if we’re adding the modelling activity as an addon to the requirements of our existing people and their jobs, we’re probably not going to succeed. The things that they should be modelling should be the things that they’re having to do anyway. And the whole point of modelling is to make their lives ultimately easier. (Time 0:19:22)
- I’ve been privileged to work on some incredibly successful model in ties “I don’t want to have those conversations where they’re go in what we’re not getting value, well, maybe we’re not doing the right things,” he says. “Creating a model of something is a bit like nailing jelly to the wall.” Transcript: Speaker 1 And i think it’s where we don’t manage that change in terms of how we do things so we can maximise the use of models, that things can become stock. So i don’t want to have those conversations where they’re go in what we’re not getting value, well, maybe we’re not doing the right things, because the value should be evident. I think, god yo. Speaker 2 Ok, nine, ok. Speaker 1 Em, everything changes. So ad dapt quickly, i think, would be number nine. And this is the truism that i think sometimes, you know, creating a model of something is a bit like nailing jelly to the wall. (Time 0:20:28)
- The Final Words of Wisdom “We’re kind of privileged to do what we do. We get an insight into things that maybe many other people don’t get,” he says. “So they take away simps it’s enjoyed the journey er.” Transcript: Speaker 1 A so we’re kind of privileged to do what we do. We get an insight into things that maybe many other people don’t get. So they take away simps it’s enjoyed the journey er. But try and be humble with that, because you know, ultimately, you’re in veribly talking to people who know their domains far better than you do. You’ve just crucially, often got that third piece of information they don’t have. And it’s that third piece that really brings the value from what architecture can offer (Time 0:25:35)