3 years, 6 months ago

Form Follows Function on SPaMCast 411

This week’s episode of Tom Cagley’s Software Process and Measurement (SPaMCast) podcast, number 411, features Tom’s essay on Servant Leadership (which I highly recommened), John Quigley on managing requirements as a part of product management, a Form Follows Function installment based on my post “Organizations as Systems – ‘Uneasy Lies the Head that Wears the […]

3 years, 8 months ago

Organizations as Systems – “Uneasy Lies the Head that Wears the Crown”

  One of the benefits of having a (very) wide range of interests is that every so often a flash of insight gets dropped into my lap. In this case, it was a matter of “We must recognise that single events have multiple causes” showing up as a suggested read from Aeon on the same […]

3 years, 8 months ago

“Distance…is the one true enemy…”

Gregory Brown tweeted a great series on the problem of distance last week: It’s amazing how much information can be conveyed in nine tweets. It’s amazing how many aspects of a very complex socio-technical undertaking, software development, are affected by this concept of distance. I would argue that this concept of distance applies likewise to […]

3 years, 11 months ago

Abstract Dangers – When ‘And’ Meets ‘Or’

There’s an old saying that if you put one foot in a bucket of ice and the other in a bucket of boiling water, on average you’re comfortable. Sometimes analyzing information in the aggregate obscures rather than enlightens. A statistician named Francis Anscombe pointed out this same principle in a more visual (though less colorful) […]

4 years, 5 months ago

Locking Down the Prisoners: Control, Conflict and Compliance for Organizations

The most important thing to learn about management and governance is knowing when and how to manage or govern and more importantly, when not to. The story is told about a very new and modern penal facility, the very epitome of security and control. Each night, precisely at 11:00 PM, the televisions were shut off […]

7 years, 12 days ago

Control, complex, chaotic

What exactly is ‘the chaotic’ in enterprise-architectures? How do we work with it, design for it rather than ‘against’ it? Yeah, I know this is a theme I’ve visited often here, but to me it’s a challenge that’s right at the core of

7 years, 7 months ago

More on boundary of identity versus control

Following on from ‘Boundary of identity, boundary of control‘ and ’inside-out versus outside-in‘, perhaps the quickest way to understand the difference: the boundary-of-control delimits what the lawyers think the organisation is the boundary-of-identity delimits what everyone else thinks the organisation is

9 years, 5 months ago

Enterprise Tempo

An enterprise operates at several different tempi. For example

A retail chain has one tempo aligned to the customer visiting the store, a longer tempo for purchasing and logistics, and a longer one still for planning and establishing new stores
A mili…

9 years, 7 months ago

Real Enterprise Architecture or IT Architecture?

Organisations always have an implicit architecture, but not always an explicit architecture. If they do have an explicit architecture, the chances are that it is an IT Architecture that has evolved over the course of hundreds of little decisions made by developers and project managers over the years. Perhaps these decisions have been made by […]

9 years, 9 months ago

The Art of Enterprise Architecture – Section Five – Directing Energy

The control of a large architecture function follow the same principle as the control of a few architects: it is merely a question of dividing up their numbers.You create functions on the vertical by instituting segment architects, you create functions on the horizontal by assigning capability architects. Thus working with a large architecture function under […]