Complex Supply Side Customer Architect
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This is a deck I presented to IT leaders in the public sector. In it I explain the IASA definition of IT Architect and how in-house tech leaders can deliver substantially to their teams, IT and their whole organisation by focusing on the skills IASA defines as required for a high performing IT architect.
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Complex Supply Side Customer Architect
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- 5. Customer (Job(s) to be done?) The most important question for any service provider Who should benefit most from what we can do? We need to prove we understand the “jobs to be done” of those we hope to help.
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- 18. Job(s) to be done (CIO) The Hype Cycle Always on the back foot Cost Center Technical Debt Complexity Overload Resourcing Sourcing Vendor management IT Architecture Value Proposition?
- 23. Complex Supply Side CustomerArchitect IT Architects key value proposition is to help the customer pick the right solution from a very, very, very complex supply side. It’s a balancing trick of trade-offs to ensure that the final solution is sustainable for all stakeholders.
- 25. “ ” “THE ART OR SCIENCE OF DESIGNING AND DELIVERING VALUABLE TECHNOLOGY STRATEGIES” HTTP://IASAGLOBAL.ORG/ITABOK/WHAT-IS-IT-ARCHITECTURE/
- 27. Complex Supply Side Customer Architect Cloud On-Premise iOS Windows Server Linux COTS SAAS Bespoke DevOps Agile Android PKI Kerberos SAN Can we have system that tracks things we do for our customers? I’d like to be able send messages to other people at work. How many widgets did we make today? Business Technology Strategy Do the right thing
- 28. Job(s) to be done (CIO) The Hype Cycle Always on the back foot Cost Center Technical Debt Complexity Overload Resourcing Sourcing Vendor management IT Architecture Value Proposition Plans, Designs, Reviews Business Technology Strategy Key Skills? So what skills does one of these “business technology strategists” need? And what differentiates them from MBA or similar types?
- 29. • • • • • • Our customers must be confused. So many “architects” ..
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- 31. Technical Project Management Asset Management Change Management Infrastructure Application Development IT Governance Testing Methods, Tools, and Techniques Knowledge Management Decision Support Platforms and Frameworks First and foremost we are deep in IT. We know how IT works in the enterprise. We have several years experience working across all aspects of enterprise IT.
- 32. Architecture Description Requirements Modeling Design Methods and Processes Design Analysis and Testing Design Patterns and Styles Traceability Throughout the Lifecycle Views and Viewpoints Whole System Design Second – we love change and designing new and better ways to do things is in our DNA.
- 33. Balancing and Optimizing Quality Attributes Manageability, Maintainability, Supportability, Extensibility, and Flexibility Monitoring and Management Security Usability, Localization, Accessibility, Personalization/Customiz ability Packaging, Delivery, Post Deployment It’s not just about function – software based systems are highly dynamic and our designs must reflect that fact (something that we are getting much better at).
- 34. Business Fundamentals Strategy Development and Rationalization Industry Analysis Business Valuation Investment Prioritization and Planning Requirements Discovery and Constraints Analysis Compliance Architecture Methodologies and Frameworks Risk Management Building enterprise systems is hard and that is why we have developers and engineers. The catch is that they can lose sight of the whole point of the solution. IT architects can NEVER lose sight of the purpose. This is a NON-NEGOTIABLE skill for this role.
- 35. Managing the Culture Customer Relations Leadership and Management Peer Interaction Collaboration and Negotiation Presentation Skills Writing Skills The secret sauce of what we do. Designing high value complex systems requires the input of a lot of stakeholders and someone must be able to glue it all together, particularly at the human level. IT Architects fail if they are not highly skilled in Human Dynamics. That’s just a fact.
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- 38. IASA TRAINING AND CERTIFICATION PROGRAMS CITA-Foundation • Knowledge-based exam • 75 questions, online delivery • Currently available CITA-Associate • Combination coursework, and 2 exams (BTS & Specialty) • 50 exam questions each, online delivery • Currently Available CITA-Specialist • Experience review • Board-level certification (CITA-S and above) • Currently Available CITA–Professional • Experience presentation • Board-level certification(CITA-P only) • Architect leadership level certification • Currently Available Measuring Skills Acquisition Measuring Experience
- 39. Supplier Customer Change Real Life Example - Me For most of my career I have worked for either the customer or the supplier trying to do what I do. Today I’m right in the middle!
- 40. BTS 12% HD 13% ITE 24% DES 30% QA 21% This is a rough assessment of time spent in my career to date developing referenceable skills and experience in each of the pillars. For the last 10 years I have intentionally focused on developing my BTS and HD skills … as a result of my own IASA journey … By doing this I am able to fully realise the value of my deep and extensive experience of IT.
- 42. Job(s) to be done (CIO) The Hype Cycle Always on the back foot Cost Center Technical Debt Complexity Overload Resourcing Sourcing Vendor management IT Architecture Value Proposition Plans, Designs, Reviews Business Technology Strategy Key Skills IT Environment Design Quality Attributes Bus Tech Strategy Human Dynamics Key Activities? How do we bring these skills to bear?
- 44. Supplier Customer Link business demand to supply Identify Trade- offs Manage Stakeholders “Can we have more apps on our iPads?” “You really need a hyper-converged infrastructure”
- 47. Software is soft and malleable Nothing lasts forever. Part of all designs should be a clear definition of end of life for all key components.
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- 52. Job(s) to be done (CIO) The Hype Cycle Always on the back foot Cost Center Technical Debt Complexity Overload Resourcing and sourcing Vendor management & procurement IT Architecture Value Proposition Plans, Designs, Reviews Business Technology Strategy Key Skills • IT Environment • Design • Quality Attributes • Bus Tech Strategy • Human Dynamics Key Activities? • Strategic Planning • Architecture Planning • Architecture Governance Relationships? IT Architects need to deliver in the an enduring Service model and not just something you use on transactional projects. For this reason we will build long term relationships with our customers. How will we do this? Let’s take a look at this in more detail …
- 53. IT DEPARTMENT
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- 56. Service Catalogue • Service 1 • Service 2 • Service 3 • Service ..
- 57. Line of Business Services • Core Functions • Finance • HR • Legal • Etc. General Productivity Services • Content Management • E-Mail • IM & Presence • Telephony Data Services • Databases • ETL • ESB • BI Infrastructure Services • Desktop • Servers • Identity • Security • Management
- 58. Infrastructure Services Development Services Data Services Run the business apps Support the business apps Enterprise apps
- 59. Infrastructure Services Development Services Data Services Run the business apps Support the business apps Enterprise apps
- 60. CIO LOB Services Data Services Development Services Infrastructure Services
- 61. CIO EA LOB Service Mgr BA Solution A SOLN-A Solution B SOLN-A Data Service Mgr IA Solution C SOLN-A Development Service Mgr SA Solution D SOLN-A Solution E SOLN-A Solution F SOLN-A Infrastructure Service Mgr IA Solution G SOLN-A Solution H SOLN-A
- 62. Job(s) to be done (CIO) The Hype Cycle Always on the back foot Cost Center Technical Debt Complexity Overload Resourcing and sourcing Vendor management & procurement IT Architecture Value Proposition Plans, Designs, Reviews Business Technology Strategy Key Skills • IT Environment • Design • Quality Attributes • Bus Tech Strategy • Human Dynamics Key Activities? • Strategic Planning • Architecture Planning • Architecture Governance Channels? Relationships CIO - EA Infrastructure Mgr - IA Development Mgr - SA Information Mgr - DA LOB Mgr - BA So we could have clear accountability – how would we engage with the service lifecycle?
- 63. Service Operation Continuous Service Improvement Service StrategyService Design Service Transition Service Catalogue • Service 1 • Service 2 • Service 3 • Service ..
- 64. Request Filfilment (RF) Event Management (EM) Incident Management (IM) Access Management (AM) Problem Management (PM) IT Operations Control (ITOC) Facilities Management (FM) Application Management (APM) Technical Management ( TM) Absolutely! Where else can we get feedback on our designs. Architects should be deep in Problem Management.
- 65. Service Review (SR) Process Evaluation (PE) Definition of CSI Initiatives (DCSI) Monitoring of CSI Initiatives (MCSI) Without a doubt. This is Problem Management on steroids.
- 66. Strategy Management for IT Services (SMITS) Service Portfolio Management (SPM) Financial Management for IT Services (FMITS) Demand Management (DM) Business Relationship Management (BRM) We must lead here. And by doing strategy and roadmaps in an ITIL aligned way we ensure a full lifecycle viewpoint.
- 67. Design Coordination (DC) Service Catalogue Management (SCM) Service Level Management (SLM) Risk Management (RM) Capacity Management (CM) Availability Management (AM) IT Service Continuity Management (ITSCM) Information Security Management (ISM) Compliance Management Architecture Management (AM) Supplier Management (SM) Our breat and butter. I would argue that Service Design and Solution Architecture are the same thing. Feel free to disagree – I’ll fight my corner!
- 68. Change Management (CM) Change Evaluation (CE) Project Management (PM) Application Development (AD) Release & Deployment Management (RDM) Service Validation & Testing (SVT) Service Asset & Configuration Managemetn (SACM) Knowledge Management This is where we can add massive value in an oversight and advisory role either helping the build team override incorrect design decisions or by ensuring the project team don’t change something they don’t agree with just because they don’t have all of the facts.
- 69. Job(s) to be done The Hype Cycle Always on the back foot Cost Center Technical Debt Complexity Overload Resourcing and sourcing Vendor management & procurement IT Architecture Value Proposition Plans, Designs, Reviews Business Technology Strategy Key Skills • IT Environment • Design • Quality Attributes • Bus Tech Strategy • Human Dynamics Key Activities? • Strategic Planning • Architecture Planning • Architecture Governance Key Channels • CSI • Service Strategy • Service Design • Service Transition • Service Operation Relationship's Infrastructure Information Business Enterprise Key Partners? OK – maybe you’re getting interested but you’re thinking that your own guys don’t seem to be doing what you’re saying. If you’d like a team like this then I would like recommend some people and resources who can help.
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- 72. Job(s) to be done The Hype Cycle Always on the back foot Cost Center Technical Debt Complexity Overload Resourcing and sourcing Vendor management & procurement IT Architecture Value Proposition Plans, Designs, Reviews Business Technology Strategy Key Skills • IT Environment • Design • Quality Attributes • Bus Tech Strategy • Human Dynamics Key Activities? • Strategic Planning • Architecture Planning • Architecture Governance Key Channels • CSI • Service Strategy • Service Design • Service Transition • Service Operation Relationship's Infrastructure Information Business Enterprise Key Partners • IASA • IVI • ICS • Gartner So there you go – the business model of the IT Architect. Is this a service you’d pay for?
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- 74. Job(s) to be done The Hype Cycle Always on the back foot Cost Center Technical Debt Complexity Overload Resourcing and sourcing Vendor management & procurement IT Architecture Value Proposition Plans, Designs, Reviews Business Technology Strategy Key Skills • IT Environment • Design • Quality Attributes • Bus Tech Strategy • Human Dynamics Key Activities? • Strategic Planning • Architecture Planning • Architecture Governance Key Channels • CSI • Service Strategy • Service Design • Service Transition • Service Operation Relationship's Infrastructure Information Business Enterprise Key Partners • Gartner • IVI • IASA Cost? Maybe I have in principle … but resources don’t grow on trees … how do I fund such a thing – what’s the cost and how do I pay for it?? Funding Model?
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- 79. SO, 50% CSI, 5% SS, 5% SD, 10% ST, 30% 0% 10% 20% 30% 40% 50% 60% All AxisTitle IT Staff Time spent in each phase My rough guess on average. Everyone will be different.
- 80. Service Ops? Must be done Best for junior staff? Reactive first world CSI? Can be really valuable … if you can do anything about it e.g. annual audit findings?? Who’s doing this today? Are they measured on it? Service Strategy? IT should never say no to the business – it’s all about demand management Who’s doing this today? Who’s best placed to do it? Service Design? Are you in solution or service game? Functional and Non-Functional Requirements – living or dead docs? Who writes Service Descriptions and SLAs? Service Transition? Complicated, intermittent. Specialized skills Expensive if not done regularly Always Risky Can in-house staff be good at this. Practice makes perfect.
- 81. 30% 10% 15% 25% 20% 0% 5% 10% 15% 20% 25% 30% 35% All SO CSI SS SD ST You can change this. Backfill SO and ST with partners Move your core staff to higher value work
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- 83. Job(s) to be done The Hype Cycle Always on the back foot Cost Center Technical Debt Complexity Overload Resourcing and sourcing Vendor management & procurement IT Architecture Value Proposition Plans, Designs, Reviews Business Technology Strategy Key Skills • IT Environment • Design • Quality Attributes • Bus Tech Strategy • Human Dynamics Key Activities? • Strategic Planning • Architecture Planning • Architecture Governance Key Channels • CSI • Service Strategy • Service Design • Service Transition • Service Operation Relationship's Infrastructure Information Business Enterprise Key Partners • Gartner • IVI • IASA Cost? Backfill tech lead work in SO and ST Training, coaching & support IT Architecture as a Service Model Funding Model? Prove to exec that IT can perform better through better, end-to-end delivery of value from investment in IT (CAPEX + OPEX!!)
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Notas do Editor
- CIO job spec. - Ability to change quickly into superhero outfit and solve multiple, highly complex challenges in parallel, while at the same time having to fix the CEO’s iPad issues …
- Distilling it down.
- What is IT Architecture – this is the IASA definition.
- Distilling it down.
- How do the pillars relate to different types of architecture?
- Real life example – me. CITA-P prep back in 2011.
- If we know the solution has a fixed capacity let’s monitor it and raise an alert at a pre-defined threshold!
- Hints: Think of yourself as the CEO of a business. What is your product? Is there a simple construct you could use to describe what you do for your customers? The product of BMW are motorised vehicles. The product of Apple are personal computing devices The product of an IT department (any IT department)
- Hints: Think of yourself as the CEO of a business. What is your product? Is there a simple construct you could use to describe what you do for your customers? The product of BMW are motorised vehicles. The product of Apple are personal computing devices The product of an IT department (any IT department)