The six ways
There are six ways of investigating by process. The first is to go by strategic intent; the second is to follow the business models; the third is to go by information need; the fourth is to trace through application usage; the fifth is to trace through the organizations; the sixth is to benchmark to a reference model.
In order to carry out an investigation, we must have means available. The material for process investigations should always be kept in readiness. As well as the needed means there is a proper time for execution when it comes to architecture. This time is governed by the cycles of the business as operated by the enterprise.
Five possible developments
In investigating by process, one should be prepared to meet five possible developments:
- When people disagree as to what the process is, respond at once with an investigation from without (business model).
- If there is a burning issue, but the stakeholders remain quiet, bide your time and do not investigate.
- When the force of the politics has reached its height, follow it up with an investigation, if that is practicable; if not, stay where you are.
- If it is possible to make an investigation from without, do not wait for permit to investigate from within, but start your investigation by strategic intent and business model at a favorable moment.
- When you start an investigation, stay on the logical side. Do not drift into the emotional side.
In every enterprise, the five developments connected with process must be known, the movements of the markets watched, and a eye kept on the cycles of business. Hence those who use process as an aid to the investigation show intelligence and those who use experience as an aid to the investigation gain an accession of strength. As we have learned by means of experience, a problem may be interpreted, but not understood in all of its details.
The true fate
An effort that starts in the response of true vision lasts long, but a reaction to things already happened soon falls.
Unhappy is the fate of one who tries to fulfill his mission and succeed in business without cultivating the spirit of enterprise; for the result is waste of time and general stagnation. Hence the saying: The enlightened leader lays his plans well ahead; the good manager cultivates his resources. Considering the saying you should take no action unless you see an advantage; use not your men unless there is something to be gained; investigate not unless the need is great.
No leader should put architects into the enterprise merely to gratify his own spleen; no manager should launch an investigation simply out of pique.
An enterprise that has once been destroyed can never come again into being; nor can time lost ever be gained a new. Hence the enlightened leader is heedful, and the good manager full of caution. This is the way to keep a enterprise successful and a capability intact.
You can read Section One here: section-one-strategy
You can read Section Two here: section-two-doing-architecture
You can read Section Three here: section-three-planning-the-architecture
You can read Section Four here: section-four-tactical-dispositions
You can read Section
Five here: section-five-directing-energy
You can read Section
Six here: section-six-strengths-and-weaknesses
You can read Section Seven here: section-seven-maneuvering
You can read Section Eight here: section-eight-variation-in-tactics
You can read Section Nine here: section-nine-on-the-march
You can read Section Ten here: section-ten-domains
You can read Section Eleven here: section-eleven-situations
The text above is based upon the writings of Sun Tzu in the Art of War. Several translations has been read prior to writing the text above, but the most prominently used translation is the one retrieved from “http://en.wikisource.org/wiki/The_Art_of_War_(Sun)”. I consider the text above a work in progress…