Aggregated enterprise architecture wisdom
Eight years ago in April 2012, I wrote a post about using the Monday Report approach to help me manage a large team at the British Columbia Institute of Technology. I think implementing the Monday Report will help you in these Coronavirus COVID-19 rem…
The fallout from this event will yield major change drivers for almost every company and industry. For the foreseeable future, the amount and types of change are not yet clear. Our recommendation is for leaders and their strategic thinkers to maximize…
This blog lists the 7 biggest frustrations I have experienced in 20+ years of working with architecture and my approach to them. Continue reading →
The post 7 Biggest Frustrations I Have Faced As A Lead Architect. appeared first on The EA Sandbox.
@j2bryson has commented on her blog about the fate of Google’s Advanced Technology External Advisory Council (ATEAC), to which she had been appointed.She argues that the people who were appointed to the ATEAC were selected because they were “promine…
The session format had a panel of HR and Talent Recruitment leaders answering questions and providing guidance on the current employment market. The questions posed were very interesting focusing on the fundamental challenges Technology Leaders face …
Here’s another pair of glasses with which to look at organisations. It can be used either together with the Essential Balances or with the Productive Paradoxes, or on its own. For those new to my “glasses” metaphor, here’s a quick intro. The Glasses Metaphor As I’m sceptical about the usefulness of methodologies, frameworks and best […]
It’s time for another appearance on Tom Cagley’s Software Process and Measurement (SPaMCast) podcast. This week’s episode, number 467, features Tom’s excellent essay on value (value is one of those simple-seeming, but complex concepts). Jeremy Berriault‘s QA corner covers testing in difficult circumstances. I bat cleanup with a Form Follows Function segment discussing my post […]
Simple responses to complex situations are both seductive and dangerous. The difficulty in juggling lots of variables tempts us to employ abstraction so as to avoid being overwhelmed. Abraham Maslow’s observation, “I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail”, applies. […]
You can’t always get what you want But if you try sometimes well you just might find You get what you need When it comes to systems, you can’t always get what you want, but you do get what you design (intentionally or not), whether it’s what you need or not. In other words, the […]
Ten days ago, when I wrote the post “Uber and the Cost of a Culture of Corruption”, I said that assuming there will be negative consequences (both legal and financial) from the incidents in the news, then it is in Uber’s best interests to fix the problem that led to them in the first place. […]
Even before I hit the “Publish” button on Monday’s post, “Regulating Software Development”, I had already started composing this post in my head. In that post I had used the words “corrupt culture” in passing. I needed to expand on that, because I believe that’s what lies at the heart of Uber’s cascading collection of […]
Some things seem so logically inconsistent that you just have to check them out. Such was the title of a post on LinkedIn that I saw the other day: “Innovation In Fear-Based Cultures? Or, why hire lions to be dogs?”. In it, Michael Graber noted that “…top-down organizations have the most trouble innovating.”: In particular, […]