One year with #TheArtOfEnterpriseArchitecture

This all started when I first touched base with software architecture back in the 90’s, since then I’ve been drawn to the shaping of concepts to produce some sort of thing, be that business, software or technology. During the last four years I’ve been directing my inquiry into the field of enterprise architecture using the technique of one-liners. In this post I’ve collected most of the one-liners, there are probably some that got lost during the way and some that I didn’t give time to put to print. This post is named One year with #TheArtOfEnterpriseArchitecture since I tweeted most of these during a one year span (2012-2013).

The uniqueness or should I write originality of these one-liners are by no means guaranteed, I’m inspired by the world and the systems within it so there is always a mix of things. If you spot one that you have seen somewhere else and would like to ensure that the proposed original get credited then let me know.

Except for continuing to collect these one-liners there remains the work of discovering and exposing the hidden meaning behind them. Some of them are simple and need no more thought others may lead to deeper insights about many things.

My personal favorites are #330 and #331

  1. Architecture is the stability in agility (2013-12-26).
  2. Architecture is a non-linear set of activities (2013-12-25).
  3. True agility is a state where there are no masters only users
  4. The strength in a tool lie in the fact that it is agnostic to the users knowledge
  5. The problem with method is that there is always a master
  6. The only thing necessary for the triumph of complexity is for good architects to do nothing
  7. The architect must be ready to coach the individual, the team and the organisation.
  8. In my vocabulary Enterprise Architecture is shortened as tEAm
  9. Sometimes the most radical action is to go with what you have
  10. I have cut the nooze and still you follow
  11. Agile architecture models adapt to change
  12. Are you making money or are you making software?
  13. The best architects walk the lines and jump the boxes
  14. The biggest problem for architects is the fear of the future
  15. It’s better to have one architecture in the solutions than ten in the repository
  16. Designer is the general behaviour of an architect
  17. The one carrying the light is the anomaly in the dark
  18. The decision about the future must be left to the people of the future.
  19. Chief architect = Creative people that make good things happen
  20. Are you building businesses that use software or software used by businesses?
  21. The architecture must verify the requirements
  22. Architecture is the stability in agility
  23. To win we have to stop to fight
  24. If you want to own the truth, you better be the truth.
  25. If trial and error is the pattern to thrive in the new now, then architecture is the stability in agility
  26. The architecture must be perfectly clear but in a way that does not stifle variety in designing solutions
  27. Bad architecture that become bad solutions is in general invisible.
  28. A great transition involves structured learning occasions
  29. Calm, composed and convinced in all execution
  30. It is through the synergy of integrating all diciplines that an organisation becomes truly magnificent
  31. The main responsabillity of an architect is to lead the design of the path to the future
  32. Humble is the leader that recognize that Architects design the future business based on stakeholders intent
  33. The purpose of architecture is to instill certainty of purpose in the solutions
  34. The greatest risk in any enterprise is that of murky goals
  35. One who sets out without understanding to seek for a goal is truly lost
  36. Breakthroughs in business optimization is easy when you have you architecture in order
  37. Architecting is just as much a communication process as a development process
  38. I have found no greater way to team learning than taking an architects approach to change design.
  39. Through architecture we increase our capacity to create
  40. Love thy Architecture and your solutions will be loved
  41. In each architecture is built in a set of risks, best make those selected
  42. In architecture reuse come before use
  43. Six guides in architecting , reorder, reduce, reuse and recycle
  44. Having the right people is the key success factor in any architecture work
  45. At times of delivery we can appriciate the pain and anxiety felt during preparation
  46. Any great team have to be resilient, trustworthy and reflect conditions for what they are
  47. Sharing the collective experiences of the teams brings unity of purpose beyond the inner circle
  48. Doing many designs lead to great architecture, doing few designs lead to bad solutions.
  49. There is more than one source to forming a backlog and architecture is the 2:nd
  50. The Chief Architect knows that strength is best built from strong points.
  51. The third priority of any team member is to stay true to one self
  52. The second priority of any team member is to help the team stay healthy.
  53. The first priority of any team member is to help the team deliver on its mission.
  54. The Chief Architect observes the need to get immediate feedback on any given mission
  55. The transformation from stakeholder vision through architecture description to solution specification can be missunderstood. If this is the case then the solutionists will try to change the way the stakeholders express themselves and reshape the architecture into an almost carbon copy of the solution.
  56. Be what your stakeholders expect you to be
  57. Nothing is more powerful than true experience
  58. To the team a user story is a way of describing intent at the lowest assignment level
  59. Purposefully taking a no decision is also a decision
  60. All solutions are the result of decisions or of nondecisions. Architecture is decision making.
  61. Through guided experience and reflection the architect is created
  62. Through experience architecture is created
  63. Experience wins every time
  64. The greatest threat to any team is inactivity
  65. The Chief Architect knows that to be a leader means: to service your teams, instead of being serviced.
  66. The Chief Architect knows to create opportunity for teams to exploit
  67. If the community belives in the power of an architecture approach there won’t be one solution
  68. Kindness wins every time
  69. The team acts in a community of people, teams and organisations
  70. Don’t be the one who fails because he did not ask for help
  71. The relationships between the teams are best served through focused reflections
  72. Architecting is a focusing activity
  73. The team capabilities is more than the sum of the skills of each member
  74. Architecture must never be just something that captures the world, it must be as vibrant and singularly important as the human heart.
  75. Partitioning the solutions through the use of Architecture is the foundation for agility
  76. The Chief Architect knows that as time goes by the focus of our efforts must change
  77. Trust is built over the ruins of the last relationship
  78. To be continously successfull the team need to be at peace with all its performances
  79. The team grows through reflection over decisions
  80. A direction should be the outcome of dialog and decision
  81. The Chief Architect must be tydlig in all situations
  82. The Chief Architect shows the way but does not solve the problem
  83. The mission brief communicates the intent of the organisation to the team
  84. Teams are made up of people, best keep them close together.
  85. At the start the team is held together by the vision of the coach.
  86. In the end the team is built by the commitment of its individuals
  87. The business has the answer, the architect is the guide, don’t let the solutions determine how good your business will be
  88. I ask the businesses: “what do you expect to gain?” Then I’ll follow up with: “what does that require from you, your collegues, your partners and your customers?”
  89. Architecture is an organization’s definition of self
  90. True agility come from balancing centralization and decentralization
  91. Architecture is centralized coordination coupled with decentralized development
  92. Architecture like solutions are about the economic return they generate
  93. People are generally underrated, undernurtured and underestimated
  94. Code is generally overrated, overly bloated and overestimated
  95. An architecture team must sustain all perspectives of the enterprise
  96. From an architecture perspective people play on many teams at any given time
  97. A transformation can be designed and supported by externals but must be lead by internals
  98. The Chief Architect is the expedition leader taking teams and organisations on great journeys
  99. A component with no relations is useless
  100. To be agile is to recognice that there are loops within loops
  101. As you design an architecture a CSF is to keep the stakeholder feedback loop on a high velocity
  102. From an architects perspective project portfolios are the units of production
  103. The importance of architecture become apparent when considering that the average project member forgot what decisions they made 3 months earlier
  104. Efficiency is applying the proper method based on the stability of the goals
  105. Effectiveness is putting the right stuff in all the backlogs
  106. You need three people, the one with passion for the game, the one with business accumen and the one who documents it all.
  107. A tool used by a fool is still a tool.
  108. Architecture is not about choise, it’s about responsibility
  109. Architecture is about what you will recieve, so keep an open mind and heart.
  110. The single most important reason we need architecture is that information contrary to data is not a binary issue
  111. What show strength and give great impact is the ability to manage requirements
  112. In general the SWOT is the one technique that serves us architects best
  113. Great architecture exist outside the control of the template that created it
  114. Fast feedback driven methods tend to assume that the market know and are able to express what they want.
  115. Go for late binding between items in transitionplans and operative backlogs
  116. Efficiency is having many backlogs and treat them like processing nodes in a network
  117. Architecture is the foundation to agile discovery, analysis and production
  118. The tools stay the same, teams may change, the path is always different, not all tools are used in all paths.
  119. Agile methods are like any other component to an Architect
  120. In the function create lie the process design.
  121. I can create an architecture, using my intention as the goal and my attention as the guiding principle
  122. Being an Architect is wonderful because in the begining everything is possible
  123. The architecture is founded on love whilst the solutions are founded on fear
  124. Stay true, stay you, create wonders with architecture
  125. Many models created by architects has no impact on business
  126. The good methodology recognise that each initiative should follow its own path.
  127. Careful design of content across all backlogs enables optimal flow
  128. Architectures should help people find their answers using their own voice.
  129. Most create architecture frameworks as search engines. I like to create them as answer engines
  130. Archiology = When architecture is used to unearth the logic of original intent.
  131. Many times architecture can be the only way of understanding original intent
  132. We create architectures to manage the cost of acumulating solutions
  133. Agile is what agile be
  134. A reference model is a model to reference not to live by
  135. Use of an architecture portfolio can balance congestion in the project portfolio.
  136. Let your methods be regulated by the infinite variety of circumstances.
  137. There is a difference between securing one self from failure and sezing opportunity
  138. Out of the need we create Architecture that we use to populate the backlog
  139. The sum of many small independent risks is generaly less than one large risk
  140. Ask your people what is the half time of their knowledge about the architecture.
  141. Architecture is the tool for survivors as it helps us control our fear of the future
  142. Most architectures I’ve been working on have a predicted lifespan of at least 15 years
  143. People are not generaly against change, they are just not done with the last one
  144. Good architecture lead to many short projects and reduced risk. Bad architecture lead to many long projects and high risk.
  145. The Chief Architects number one task is to inspire people to love the results of architecture
  146. Culture may beat Strategy but Love beats everything, that’s why the Entrepenuer wins.
  147. To create new value in the architecture process you need to create new architectures.
  148. The next big shift will be the era of personalized architectures
  149. Architecture is a journey best kept short.
  150. The key to viable enterprise architectures is to base them on economical facts
  151. If you investigate processes as queues, interesting things appear
  152. An architecture is like a waterhole in the dessert, it attracts all sorts of attention
  153. In architecture as in life one should be careful whom one invites to the waterhole
  154. When working with architecture don’t forget that it is first and foremost about people
  155. Architecture is the basic inventory of service design
  156. Useful Architecture KPIs are Design In Process, Time To Market and Return On Investment
  157. If monetary value is the epitome of meassure then Architecture is the means to putting that in context
  158. True agility come from using Architecture as the foundation for decentralized control with alignment
  159. Great architecture come in small measures
  160. Transition architectures is the key in moving from time to flow based development
  161. Architecture is a prerequisite to correctly quantify economic effects across the lifecyle
  162. It is through architecture we can go from a random set of successes into a general trend
  163. The basic question Architecture tries to answer is – what to do when faced with the inevitable fact of tomorrow
  164. First and foremost we seek to bring people into consencus as we consider the truth about the business.
  165. Architecture enables trustworthy continuous replanning of demand response
  166. It is not possible to truly manage an architecture if not all demand is considered and understood
  167. Each step on the evolution has brought with it that the complexity of our systems has increased at a more rapid pace, our solutions has in many cases become simpler as the building blocks are all the more often there to use.
  168. From a buyer perspective the complexity of the systems are increasing as is the simplicity of the solutions
  169. The Chief Architect know that we will face situations that we do not completely understand and cannot hope to understand.
  170. Architecture enable us to observe how behaviour emerges from the set of global and local interactions.
  171. In architecture the whole is indeed more than the sum of the parts
  172. Most of the great adventures where executed without the knowledge and technology we have today
  173. If complexity is about our ability to predict and architecture is used to lessen complexity then we should be more certain about the future
  174. Nature work with data, humans transform data into information
  175. Architecture is about small changes in initial conditions which produce large changes in outcomes.
  176. The Chief Architects know that in every pattern there is a foundational truth
  177. 1 solutionist 2 another – let’s just do IT
  178. Architecture is dialog, solution is discussion and instance is monolog
  179. The only thing left to see is further out to sea.
  180. The Chief Architect knows there is the pain of the play and pleassure of the game.
  181. Let the Architecture be beyond politics and the Architects manage
  182. What is an architecture but a multitude of relations
  183. The Chief Architect must inspire the executives, manage the architects and lead the architectures
  184. In each misstake and every right we build the foundation of our architecture
  185. Our Architecture is not ours alone, from birth to end it is bound to other Architectures.
  186. If you can’t change behaviour then don’t bother with architecture.
  187. Great architecture is a result from the collective behavior of all the stakeholders
  188. A classical misstake is to loose forward momentum when close to and just after a release.
  189. It’s never to early to start doing architecture
  190. The Chief Architect understand that change must be enabled from the bottom up
  191. Acceptance is not the cause of success; it is the outcome of success.
  192. In general a desicion has to mature for three months prior to determine its validity
  193. The greatest threat to an architecture is a man with a solution
  194. How can you learn the way of the architect if you already know?
  195. 9 out of 10 times what stops change is using the wrong mental model
  196. Architects know that failure is certain for any solution
  197. No change is cost free
  198. Measure your Mean Time Between Architecture efforts
  199. Architecture is a human invention!
  200. If you search for problems in solutions you may not see the architectures
  201. Training brings focus to the team, learning brings freedom to the individual
  202. As an Architect you have to be able to see the truth behind the picture.
  203. Do not repeat the tactics, which have gained you one victory, but let your methods be regulated by the infinite variety of circumstances
  204. The Chief Architect put his team beyond the possibility of failure by knowing himself
  205. Design your Architecture for always off, only go on when needed.
  206. Enterprise Architecture is not Enterprise Engineering
  207. Capability is potential (inventory) that need intent (direction) to be released (activity)
  208. Without trust and imagination there can be no Architecture
  209. Whenever I work with an architecture I seek out the workers.
  210. In an architecture viability is determined by a set of relations and the variability they operate under
  211. Even the smallest positive contribution is a forward working force
  212. The Chief Architect must set and clearly communicate the system of play
  213. The Chief Architect knows that the number of players in each position determines the style of the team’s play
  214. One of the most powerful, yet least thought of as organizational change is the hiring of a new individual.
  215. Organizations are purposeful systems in constant flux.
  216. It is for the Chief Architect to recognise those activities that are engaging and those that are enabling
  217. Anyone planning to make use of an Architecture should make sure they focus on the engaging activities first
  218. The Chief Architect must enable diversity of service to match the needs of a changing environment
  219. The principle on which to manage an architecture capability is to set up one standard of excellence that all must reach.
  220. It is the way of the Chief Architect to be calm in all situations
  221. The Chief Architect must carefully study the well-being of the team, so as to not overtax them.
  222. The Chief Architect is fit to lead on a mission when he is familiar with the problem and the situation
  223. The team shall be unable to turn obvious advantages to account unless it make use of local guides
  224. In a dispersive situation it is the Chief Architects job to inspire the team with unity of purpose
  225. The Chief Architect must facilitate the process of bringing strategy, tactics and operations closer
  226. The best change of an architecture is a change in solution
  227. To become the Chief Architect is to provide for your management and your team, instead of being provided for
  228. Architecture don’t just happen, incidents just happens and problems may just happen
  229. The best architecture is clear, concise, and repeated
  230. Enterprise architecture is an exercise that rewards a methodical approach.
  231. The margins in architecture are so tight that doing it with passion only, will certainly end in a mess.
  232. Part of the chief architects work is to create a unified view of the present and the future.
  233. To be able to cater for diversity in expression you would do well to have ONE framework to audit against
  234. The chief architect is the one who lead the other architects and thus control the architecture
  235. A master architect bring balance to the means and ends
  236. A good architect bring order to the structures and peace to the solutions
  237. The architect is your guide to successful solutions
  238. If the architecture contains more elements than the solution then you are probably confusing architecture with solution
  239. There is never just one way and architecture should give you the agility to accept that.
  240. If the architecture is not influencing the production then it is a wasted effort
  241. If an architecture fails and no one takes notice of it, was it a success?
  242. One architect in the hand is better than ten in the market
  243. To go beyond your current limits your architecture need a Coach!
  244. Managing the solution only is what brought about the failure of the architecture.
  245. You didn’t make any misstake when you managed the solution and lead the architecture into failure; what you did was you ran out of capabilities!
  246. Examine the limits within your own execution to find a faster way to your target.
  247. Two things determine when you will reach the goal, when you start and how fast you are moving
  248. Here is an agile clue: L-EA-N
  249. Agile is best viewed as a situational adaptation of man, money, method, machine and market
  250. First understand the environment and then how you and the current mission fits into the whole.
  251. Nothing helps architects grasp a new concept as much as showing simply how it applies to something they struggle with
  252. Surviving near failures increases the sense of being right and lessen the ability to do things differently.
  253. In the end it is about the experiences you have made possible.
  254. Every friday is architecture day!
  255. Whatever the context a good architecture stay the same, only the solutions need to adapt.
  256. To realize the true benefits of capability thinking one has to push past current thinking on architecture.
  257. Architecture is fundamentaly about asking questions and so should you act.
  258. Architecture is inventory and solutions are OPEX
  259. Design with the whole in mind at all times
  260. Architects should at all times avoid the empty suits
  261. To move many you need the knowledge of moving one
  262. Architecture is a piece of architecture.
  263. Architecture starts with what you won’t and ends with what the customer will receive.
  264. The three major portfolios of any business should be used to analyze demand and capacity prior to accepting work.
  265. The greatest threat to the professionalization of architecture would be de-professionalization of project management
  266. Confidence should come from theory, experience and the backing of a great team.
  267. The truth is within you. The Architects primary mission is to guide you to it.
  268. I cannot tell you what to do or think, I can only guide you in the unfolding situation such that you can make your own decisions.
  269. The most important activity for the architect is to find and talk to the right people
  270. Stay focused on the things that matter most to the enterprise
  271. Transformation justifies a new architecture, optimization does not.
  272. No matter how big the problem is, an architect can always put it in the proper rectangle and tell you what goes in and out.
  273. First ask who are the people
  274. What is hard is but a reflection of what is easy
  275. There are customers, advisors, reference groups, and teams but in the end there is only you!
  276. In each desicion make sure to accept the level of risk you can handle without putting other decisions at risk
  277. Like in life there are no intelligent conclusions early on
  278. By compressing the organisational structure an increase in agile behaviour can be expected
  279. What gives business an edge is the illusion of foreknowledge that good planning gives
  280. To be able to cater for diversity in expression you would do well to have ONE framework to do your audits against
  281. In architecture as in life apperance is but skin deep
  282. Any investigation that result in dialog is a good effort
  283. If you seed a complicated system in a complicated environment success will be hard found
  284. By growing others the Chief Architect makes his will come forth
  285. Make sure you achieve enough by intent, so you don’t have to rely on the things you made happen by accident
  286. Investigate everything to the depth of decision authority then make explicit your assumptions
  287. The end and aim of architecting in all its varieties is knowledge of the stakeholders businesses.
  288. Choosing perspectives means to include the ends
  289. In architecture as in people there is always room for another dimension
  290. To really experience arhitecture you have to let the architecht be the guide
  291. If you don’t have time to do a properjob then consider not doing the job.
  292. Strive to find the simplest, most effective architecture and then design acceptable solutions
  293. Chance is on the outside, risk is on the inside.
  294. To truly minimize waste an enterprise architecture approach is imperative.
  295. Culture is the mean to get an outcome larger than the value of the individual
  296. First the customer, then the customer and last the customer
  297. Architecturespeak is not a common language!
  298. Architecture is about finding the right questions to ask so one may understand the possibilities
  299. First assess not the solution but the one championing it
  300. It is all about the relations and the people and the things and the …!
  301. Like the architecture of a tree, the architecture of an enterprise is hidden from plain sight
  302. Enterprises invest in success, people invest in architecture, solutions and products.
  303. When you are the architect it is imperative that you find a path that all participants can negotiate
  304. The good solution is often where you will find inclusiveness at work
  305. If one view is enough, then why create more confusion?
  306. Great architects are like great architecture, seeds that environments grow
  307. To make you the best architect you can be you must surround yourself with the best people.
  308. The best way to refurbish a mature solution is to open up the architecture for others to build upon.
  309. In any architecture participation should be optional.
  310. Now is the best time to plant a new architecture.
  311. Unity, not uniformity, is the aim of great Enterprise Architecture
  312. The best architecture tell the story of the people it serve
  313. To truly manage people is to grow them through designed experiences
  314. To know that an architecture is right, is to be at ease with what one has accomplished
  315. The consideration of many architectures is the path to a successfull solution
  316. It is wise to differentiate between architecture, solution and instance.
  317. All architectures are seeded in the simple domain
  318. The direction of any architecture is forward
  319. Any architecture is the result of an act of design.
  320. Nothing is greater than giving the experience of good architecture
  321. The right partners is worth more than 10 000 hours of study.
  322. Best not to confuse no action with no result
  323. One cannot empty the cup if there is nothing in it.
  324. To be successfull without method one must study many methods
  325. When many activities are running in parallell it is often the one in the rear that trips the front.
  326. Plans come in all sizes and appear at all levels. People come in all sizes and appear at all levels
  327. Once we where servants of the waterfall, now we are servants of the rain.
  328. In an agile environment you must define your Minimum Viable Architecture
  329. The Code of Conduct is what makes the individual success a part of the enterprise successes
  330. It’s the dreams of the individual that sustain success in organisations
  331. In a world of thought, beware the one with all the solutions

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