Differences

This shows you the differences between two versions of the page.

Link to this comparison view

Both sides previous revision Previous revision
why_should_an_architect_collaborate_with_teams [2019/03/13 06:55]
Hans Samios [Collaboration] added gemba to collaboration
why_should_an_architect_collaborate_with_teams [2019/03/19 10:44] (current)
Hans Samios Added spend on IT
Line 8: Line 8:
  
 While the Enterprise Asset is made up of our components, our products, our solutions (whatever it is we deploy) the real value is when you consider all these items together holistically as this is where you will be able to, for example, make trade-off decisions between competing investments. Architects apply lean and agile values and principles to support the long term viability of the Enterprise Asset. While the Enterprise Asset is made up of our components, our products, our solutions (whatever it is we deploy) the real value is when you consider all these items together holistically as this is where you will be able to, for example, make trade-off decisions between competing investments. Architects apply lean and agile values and principles to support the long term viability of the Enterprise Asset.
 +
 +One of the reasons I really like the notion of an Enterprise Asset is that it allows us to think about how we spend our IT budget. We have a tendency to think in terms of the new project budget being different to the keep-the-lights-on budget although it is the same group of people doing the work and both budgets result in improvements to the overall Enterprise Asset. The different budgets result from different accounting view of capital vs operational tracking and, while valid for accounting practice, actually get in the way of thinking about how we work to improve the Enterprise Asset. ​
 +
 +Why is this important? Most people will report that they are spending too much of their limited budget on keep the light on activities, that they would like to spend more of new capabilities. In fact, a recent [[https://​www.computerworld.com/​article/​2486278/​how-to-balance-maintenance-and-it-innovation.html|Computerworld article]] noted:
 +
 +> In a recent Forrester Research survey of IT leaders at more than 3,700 companies, respondents estimated that they spend an average 72% of the money in their budgets on such keep-the-lights-on functions as replacing or expanding capacity and supporting ongoing operations and maintenance,​ while only 28% of the money goes toward new projects.
 +
 +> Another recent study yielded similar findings. When AlixPartners and CFO Research surveyed 150 CIOs about their IT spending and their feelings about IT spending, 63% of the respondents said their spending was too heavily weighted toward keeping the lights on.
 +
 +By thinking more holistically improving our understanding of where we should be investing rather than worrying so much about budget allocations,​ we can make investment decisions aimed at improving the overall asset. This is not to say we should worry about the budget. Just that we should capture budget information as needed and not let it necessarily constrain good decisions.
  
 The traditional Architecture approach is to provide guidelines and guardrails, documentation,​ that Teams are expected to follow. Often this does not work out. To help address, Lean and agile suggests Architects collaborate directly with the Team. By having the notion of an “Enterprise Asset” we can frame what form that collaboration should take. The traditional Architecture approach is to provide guidelines and guardrails, documentation,​ that Teams are expected to follow. Often this does not work out. To help address, Lean and agile suggests Architects collaborate directly with the Team. By having the notion of an “Enterprise Asset” we can frame what form that collaboration should take.
  • /home/hpsamios/hanssamios.com/dokuwiki/data/pages/why_should_an_architect_collaborate_with_teams.txt
  • Last modified: 2019/03/19 10:44
  • by Hans Samios