Enterprise Architect

DevOps Enterprise Architect

DevOps Strategies: Enterprise Architecture

Virtualization. Are the elements of your IT infrastructure built to meet the needs of specific solutions or are they softwarized to provide malleability and ease of evolution? With softwarization, also known as software-defined infrastructure (SDI), the elements of your IT infrastructure are fully virtualized. Softwarization includes IT infrastructure models such as a software defined data center (SDDC), software defined storage (SDS), and software defined network (SDN). Softwarization is typically implemented using cloud-based technologies on either side of your firewall. Greater virtualization offers to increase flexibility and programmability of your IT infrastructure, and thereby enabling you to optimize resources. However, the greater flexibility of virtualization can increase the complexity of your testing efforts and make operational incident simulation more difficult. Continue reading this article at Disciplined Agile 2.X

Questions around combining Enterprise Architecture and Agile/DevOps

Well here we are again and it seems that the never ending question on how to integrate the very valuable EA with people doing a “real job”. The question today is actually a very important one; How do we combine 3 different approaches to technology and be successful, or can you even be successful? To start, I would say that we have successfully integrated EA and Agile/DevOps. Not to say it was easy because there are some paradigm changes that need to be accepted by your Architects. But, actually, it isn’t as difficult as you may think. So lets look at some common questions; Continue reading this article at Linkedin

Agile, TOGAF and Enterprise Architecture: Will They Blend?

So in conclusion enterprise architecture and Agile blend perfectly. Enterprise architecture provides an Agile project with a vision in the form of principles and models. Agile provides Enterprise Architecture with a good set of principles, showing that a multidisciplinary way of working is key. Also, we can learn from the success of Agile and Scrum. If you look at them as architectures, they can even help improve the enterprise architecture profession. Organizations do need to ask themselves whether all architects they currently have will remain relevant. Some of what architects currently do (this holds especially true for solution architects) is now the responsibility of Agile teams.

So what is the impact of this from a training and consulting perspective? The first thing is that both enterprise architecture and Agile remain relevant and people and organizations will require training and consulting in both. There is a broad range of relevant trainings, including those on the important frameworks: TOGAF, ArchiMate and Scrum. All architects should understand how Agile impacts their own work, and this certainly requires additional training. Continue reading this article at ITPreneurs

Changing enterprise architect role opens new doors, closes others

Building on-premises systems from scratch used to be a common practice, but that’s changed due to a plethora of automated development tools and platforms, as well as businesses’ demand for faster deployments. Today, the enterprise architect role can include specializing in cloud platforms, focusing on the integration of on-premises, mobile and cloud software, and working more closely with the business, as opposed to focusing solely on IT.

There will still be a need for architects, as enterprise architecture isn’t going away, according to Betsy Burton, vice president and distinguished analyst at Gartner. Rather, what started as an IT discipline focused on reconciling and managing IT systems is now focused on how to lead business and IT responses to changes that affect the business, she said. Continue reading this article at TechTarget

Is Agile Killing Enterprise Architecture?

In the end, ‘Is Agile killing EA?’ is the wrong question. We don’t really care what EA has been or should have been up to this point in time. Water under the bridge.

And the right question? Perhaps it’s ‘How can Agile help us transform EA into what we need it to be?’

Of course, that question falls short as well. Perhaps Agile can help, perhaps not. Clearly, dogmatic Agile can’t help us with this question. We must also ask what Agile should be as well.

Instead of thinking about Agile, we must seek to become agile. How can our companies deal better with change overall?

The true question, therefore: How do we transform EA to help our organizations become more agile?

Ladies and gentlemen, start your fires. Continue reading this article at DevOps Summit

Roundtable: The Role of Enterprise Architecture in a Cloudy World

Key Takeaways

Enterprise Architecture and IT architecture are considered synonymous in many organizations.

The EA role is critical to driving technological and organizational transformation.

Expectations of the EA role change as organizations seek to become learning organizations, and “change” becomes the norm.

It’s extremely valuable for architects to maintain/build relevant technical skills.

Enterprise architects should focus their attention on value and outcomes, not just strategic artifacts.

Continue reading this article at InfoQ

How do Enterprise / Software Architects fit in the DevOps model?

Enterprise Architects may get involved in selecting vendor tools and proposing processes for implementing DevOps. For example: If you wish to implement Automated Build, Enterprise Architects will look at various technical requirements met by Integrated Development Environments already being used or being considered, and may recommend a process for automating builds. Similarly, if you wish to implement Automated Deployment, Enterprise Architects may assess various vendor tools that meet technical requirements, and propose the one that best meets the company’s needs.

In general, Enterprise/Software Architects do not get involved in the day-to-day DevOps activities. Continue reading this thread at Quora

A Scaled Agile Approach to Enterprise Architecture

To become an Agile Enterprise Architect you must leave the idea of “fixed” or “finalized”. You must open up your UML modelling for scrutiny, signing up for inclusion into a process of constant feedback from your Agile development colleagues. Just as with Agile development, strategy changes with changing requirements. Your Agile modelling must change to meet the new order of things. The end goal of Agile architecture is, as ex-Netflix Adrian Cockcroft suggests, to promote emergent behaviour within and between development teams, and alter management style to accommodate and manage the productive chaos without restricting the the creative process. From a business perspective, the Agile Enterprise Architect’s role is to assist with business transformation. Continue reading this article at Intland

Agile Enterprise Architecture: What is it?

Agile Enterprise Architecture is based on “just in time”. You can see this in many of the agile practices, especially in DevOps. User stories are created when they are needed and not before and releases happen when there is appropriate value in releasing, not before and not after. Additionally, each iteration has a commitment that is met on time by the EA team. Continue reading this article at Erwin

Four Key Differences Between A Solution Architect And An Enterprise Architect

Don’t build software you don’t sell. Even if you work in an organization building software for internal use you should always consider the question “Would our customer buy this?” If the answer is no, then you probably shouldn’t be building it. Many times I’ve seen teams build tools and utilities that find their way into the hands of the customers only to realize that now they have to support and maintain them. Leverage existing software as much as you can or that makes sense commercially and keep your teams focused on your strategy and your customer. Continue reading this article at Wintellect

The DevOps Infrastructure Architecture

The agile infrastructure architect still has the primary goal of designing solutions which are deployable, scalable, secure, maintainable, managable, standards compliant, fault tolerant, testable, upgradable and recoverable.

When architectcure design is designed and delivered in small units, the feedback loop to deploying engineer is much shorter, issues are found and fixed and all stakeholders are kept in the loop. The use of collaboration tools to store documentation such as Github WiKi’s or Atlassian Confluence means that documention can be kept up to date collabortaively and be kept close to the automation scipts. Continue reading this article at Darryl Cauldwell

5 key qualities of a modern enterprise architect

Acknowledge that the future — even immediate future — is murky. Tolido, who spoke at The Open Group London 2016, says that “because customer and business needs are constantly changing there really is no way to know what IT landscapes will look like in the future or what type of solutions organizations will need.” As a result, EAs need to stop trying to predict what’s ahead, and instead design an architecture that changes as quickly as business needs change. Continue reading this article at ZDNet

3 ways to make DevOps easier to embrace in the enterprise

For a startup, it’s very easy to begin in the DevOps mode, because you’re launching from scratch. For enterprises, the road is quite a bit steeper. You have to change your ways, change your mindset, and change a process that’s tried and true. Not to mention that a lot of the controls already in place to prevent disasters — change controls, change advisory boards, change processes — often run counter to what DevOps is. Continue reading this article at The Enterprisers Project

Measuring the Performance of Enterprise Architecture

Enterprise architecture teams often struggle with measuring and communicating the value of their function. We have implemented a set of simple and straight-forward performance indicators to address this problem.

Do you remember the TV ad from BASF? “We don’t make a lot of the products you buy, we make a lot of the products you buy better”. The predicament of enterprise architecture is similar: We do not make products — business value generating information technology solutions — but rather make them better. Continue reading this article at Information Week

How API management can solve the enterprise architect’s dilemma

Why APIs? They empower enterprises to quickly repurpose IT systems, add value to existing offerings and open new revenue streams. Almost every single enterprise application, SaaS app or mobile app these days exposes and leverages APIs as a standard form of interfacing with each other. API management solutions aim to make it simple for even the most security-conscious organizations to open their information assets for use by partner organizations, third-party developers, mobile apps and cloud services, without impacting data security or the performance of backend systems. Continue reading this article at CA Technologies

Your colleagues will lie to you: An enterprise architect’s life

Configuration management is all about having centralised systems in which you define the configuration of your systems and then propagate it. The Group Policy mechanism of the Windows Server family is an example of a configuration management system (even if you’d not thought of it as such): you define policies at various levels of granularity and then it’s applied across the estate for you.

Likewise there are plenty of config management systems for network equipment, and in these days of Software Defined Networking – OpenStack and all that – config management for servers, storage and networking kit is gradually converging into a single entity. Continue reading this article at The Register

Inside the mind of an enterprise architect

InfoWorld: What do you do if a company is using a product that you don’t particularly like and you really feel it would be better for them to switch over to a Microsoft version of that product — say, they’re using VMware’s vSphere, and your passion is for Hyper-V. How do you accomplish the goal of advising without overstepping into selling?

Dereszynski: In my mind, it comes down to business value and specifically what they’re trying to get out of the product. In some cases, we won’t be looking to displace a product, we’ll be looking to figure out whether they can leverage that product better than they currently are or whether there is a fit with some other investment they’ve made. So we try and stay out of the feature-by-feature comparison realm. That’s a different role. Continue reading this conversation at InfoWorld

Kovair Support for Enterprise Architect Integration

‘Kovair Enterprise Architect Integration Adapter’ integrates Enterprise Architect, popularly known as EA, with other ALM and ITSM tools by exposing the Packages, Models, Elements and the relationships among them to Kovair Omnibus Integration Platform. This enables these artifacts to be synchronized to any other tools connected to the Omnibus platform through its adapter. End-to-end traceability can be maintained over time using a continuous synchronization process that allows updates made in connected tools to be reflected in EA. Typically, an EA user can directly add a Package, Diagram Model, Requirements, Use Cases, Actors, etc. or even a complete Package along with all its elements and diagrams from EA to Omnibus. Continue reading this post at Kovair

Time for Enterprise Architects to Steer the Digital Challenge

Let me set the content here. PwC’s 2015 Global Digital IQ®+ Survey reveals some startling data points. In 2015 itself more than 68% of IT spending came from budgets outside of IT, a significant increase from 47% the prior year. As a result, we see that technology investments are no longer the sole domain of the CIO. The CEO, CMO, CDO are some prominent roles that claim a significant stake to the IT budget; thus resulting in a fragmented digital enterprise and hence require someone who has an ability to tie in various threads together to create a common view. This is where an Enterprise Architect/s is the one best positioned to take the reins in his own hands and use his experience to develop the to-be digital blueprint. He is the one who can ensure a synergy in the investments and efforts of various teams, to drive towards the enterprise goal and eventually the vision. Continue reading this article at Sogeti

Managing Organisational Change with Enterprise Architecture

As key change agents, Enterprise Architects are often critical in the success of organisational change, working closely with all areas of the businesses and IT to produce ‘As-Is’ architectures, developing ‘To-Be’ architectures and any intermediate transition architectures.

Enterprise Architects need to combine architecture and domain knowledge with other skills such as leadership, persuasion, negotiation, communication and the ability to ‘Sell’ the value of particular options to sponsors and key stakeholder so that their ‘shared’ vision can be realised. Continue reading this article at DelphiX

INVITE ENTERPRISE ARCHITECTURE TO THE DIGITAL PARTY

The no-longer-EAs populating CODE might go by titles like VP of Digital Excellence, Director of Digital Excellence, and the like, depending upon how anal HR is with their designations. Just don’t call them architects, as that would defeat the purpose of the renaming.

While we’re at it, let’s chuck other people into CODE as well. We’re already struggling with what to call the folks involved in the DevOps reorg over in IT – are they the DevOps team? Group? Party, maybe?

And now, the digital leadership wants to connect the DevOps folks to the marketing and product folks, leading to perplexing portmanteaus like BizDevOps. Well, what is BizDevOps but a Center of Digital Excellence? Continue reading this article at Wired

ENTERPRISE ARCHITECTURE AND APPLICATION PORTFOLIO MANAGEMENT

Many large organisations have program management offices, owners of portfolios & programs. These groups govern the delivery of programs for the organisation. They have an oversight of the portfolio for the coming years (typically a 2 to 3 year road map) and would typically own the budget and budget allocation for these activities.

These organisations also have Enterprise Architecture teams. While enterprise architects do get involved in program delivery, an enterprise architect typically has an overview of the organisations target production landscapes. These enterprise architecture teams should have a 3 to 5 year roadmap for the organisation. Continue reading this article at EntArchs

DevOps implications for Enterprise Architects

DevOps, as a concept, lays strong emphasis on this and has been able to help organizations and teams introspect their team structures, protocols for communication and sharing responsibilities to create simpler, more flexible workflows. Continue reading this post at PM Power Consulting

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