Wednesday, November 30, 2011

Infrastructure Architecture

Infrastructure Architecture

The following table was sourced from the Business Architect Guild working files.  


 Skill Level of Expertise

 Skill Class Skill Type
 Foundation1 Awareness 
 Associate2 Basic Information Demonstration

3 Individualized Knowledge
         4 Practice
 Professional5 Delivery

6 Connectivity of Ideas

7 Enterprise Level Leadership 
Master                     8 Industry Mentorship

9 Research

10 Industry Leadership

The score in the self assessment column was defined by an assessment of the work done throughout my career and how others would score my skills.

 Infrastructure Architecture Class Name

 IA Class Definition 

Self Assessment

 1Infrastructure Architecture Introduction  Understanding of the role of the infrastructure architect. An introduction to the topics, skills and requirements of the IA role in an organization. 7
 2Access and Identity Management  Understanding the implementation and design of an identity and access solution within an enterprise. 10
 3Capacity Planning Understanding the parameters’, constraints and design requirements for capacity within the environment (introduction) including storage, network and operations capacity.  8
 4Common Application Services  Understanding the common application services offered within the infrastructure deployed and how to convey this understanding to another architect.   7
 5Device Management  Understanding the common requirements and solutions for patch management, application and OS deployment and structured management of both.8
 6Infrastructure RAS Understanding of an ability to design the remote access facilities for an organization.  9
 7Network Design Understanding and design of networks and network components, configuration and management requirements for both solutions and existing infrastructure. 7
 8Operations Understanding of and design of the operations and management requirements for an IT organization. 7
 9System Management and Services Understanding of a design of the management and services tools requirement for system, network and solution optimization. 7
 10Data Center Design Understanding the design of physical data center facilities, including access controls and other security concerns. 7
 11Provisioning Understanding the processes and procedures required to efficiently and effectively build out a physical or virtual server or other device.  7
 12Disaster Recovery and Backup Understanding the infrastructure required to support effective disaster recovery and backup/restore processes. 7
 13High Availability Computing Environment Understanding the infrastructure and operational requirements to provide a highly available computing environment (covers two of the three subjects necessary to provide high availability). 5

IT Environment

IT Environment


Skill Class Type (sub-type of the Skill Class Name 

Demonstrates activities in the skill class.

 Skill Class Name

 Skill Class Type Sub-class

Foundation1 Awareness 
Associate2 Basic Information Demonstration

3 Individualized Knowledge
         4 Practice
Professional5 Delivery

6 Connectivity of Ideas

7 Enterprise Level Leadership 
Master                     8 Industry Mentorship

9 Research

10 Industry Leadership

Serial ID

 Architecture Class Name

Architecture Class Description

Self Assessment Score

 1.IT Environment IntroductionThis skill proves the students  has the key elements in principle and applied expertise.  The student must ascertain the organizations maturity and solution maturity with an organization.  7
2.Technical Project Management CapabilitiesThis skill proves a students role in Project Management specific to an IT Project or Program. Understanding the existing deployed solutions (and the limitations of those solutions) in developing the future state capabilities required by new solutions and balancing the cost of the new solution against the overall goals and timelines of the organization.  The student will be expected to demonstrate understanding of the factors involved in estimating solutions and their cost and cost tracking methods and tactics.9
3. Asset ManagementThis skills proves the students understanding of developing and deploying a solution designed to manage the intellectual property of solutions and architectural components within the IT Environment.  9
4.Change Management This skill proves the students ability to apply a deep understanding of the vital nature of designing and utilizing effective change management processes and the critical role change control plays on quality operational design. 10
5.Application DevelopmentThis skill ensures a student has attained the ability to define and describe the varying approaches to application development and will include COTS Package implementation and infrastructure upgrades.   The functions of opportunity definition, preliminary analysis, software development and overall managing of the development environment and process will be covered.  The students ability to apply different project types (waterfall, iterative and incremental).  The ability to articulate the different levels of formality across the different methods.7
7.GovernanceThe skills define the decision-making environment within an organization and the importance of having clearly defined roles and responsibilities relative to oversight of projects, processes, and products.  Students will be expected to show competence in designing solutions that achieve regulatory goals and objectives and allow for guidance and oversight that continuously track to the needs of the business.  10
8.Testing Methods, Tools, and TechniquesThis skill details the best practices in testing theory, techniques and tools.  Students will be expected to demonstrate competence in the scientific method and important testing techniques.8
9.Platforms and FrameworksThe skill provides the architect with a working knowledge of primary platforms and frameworks used throughout the public and private sectors.  Emphasis will be put on the architectural qualities and not on specific platforms.  Architects Must understand how they relate each other and will be given opportunities and tools to evaluate frameworks against each other in specific and different contexts.  9

Specializations (quality and software)

Specialization Skills

 Key  Skill Level of Expertise
 Skill Class Skill Type
 Foundation1 Awareness 
 Associate2 Basic Information Demonstration

3 Individualized Knowledge
         4 Practice
 Professional5 Delivery

6 Connectivity of Ideas

7 Enterprise Level Leadership 
Master                     8 Industry Mentorship

9 Research

10 Industry Leadership

Quality Architecture Attributes


Skill Class Type (sub-type of the Skill Class Name 

Demonstrates activities in the skill class.

 Skill Class Name

 Skill Class Type Sub-class

Foundation1 Awareness 
Associate2 Basic Information Demonstration

3 Individualized Knowledge
         4 Practice
Professional5 Delivery

6 Connectivity of Ideas

7 Enterprise Level Leadership 
Master                     8 Industry Mentorship

9 Research

10 Industry Leadership

  1. Notice the fact that only Foundation has a single sub-class.
  2. Each of the remaining Skill Class Names has 3 sub-types each, allowing a range which a person can grow for professional development.  
Quality Architecture

Serial ID

 Architecture Class Name

Architecture Class Description

Self Assessment Score

 1.Introduction to Quality Attributes  This course introduces the student to basic approaches to providing optimal performance and user experience from IT products and services. The course will discuss quality management imperatives, techniques, and tools and recommended methods for balancing and optimizing quality attributes. The student will demonstrate competency with associated analysis, planning and implementation techniques. Balancing and Optimizing Quality Attributes 10
2.Balancing and Optimizing Quality Attributes This course details specific issues relative to balancing and optimizing in systems development projects. The student will understand basic strategies and tactics necessary to provide optimal performance, user experience and return on investment from IT projects.  9
3.Manageability, Maintainability, Supportability, Extensibility, and FlexibilityThis course details specific issues relative to manageability, maintainability, supportability, extensibility, and flexibility and enable the student to understand each of these quality attributes. The student will be required to demonstrate competence in basic implementation techniques.9
4.Monitoring and ManagementThis course details specific quality management imperatives, techniques and tools.  The student will demonstrate competency in problem analysis, capacity planning, Service Level Agreement (SLA) creation and management and issue response techniques. 9
5.Performance, Reliability, Availability, ScalabilityThis course details issues of performance, reliability, availability, and scalability and requires the student to demonstrate understanding of these quality attributes such as portability and efficiency and competence in basic implementation techniques. 8
6. Security This course details security, privacy, authenticity, access privileges, information protection and disaster recovery, asset management techniques, threat modeling and recovery, and related issues. Student will demonstrate competence in basic implementation techniques. 9
7.Usability, Localization, Accessibility, Personalization/Customizability This course details usability and human factors fundamentals,  and describes related internationalization strategies and current issues. Students will demonstrate competence in basic implementation techniques. 9
8.Packaging, Delivery, Post Deployment This course details the expectations, process and management of IT products following the completion of development and prior to “normal” day-to-day operating conditions. Covered topics will include data conversion management, deployment strategies, documentation and training, user acceptance testing, and installation and maintenance planning. Student will demonstrate competence in highest priority management techniques.  9

 Serial Item Architecture Class Name Architecture Class Description Self Assessment Score
 1.Software Architecture SpecialtiesThis is an overview course that describes the major categories of knowledge/specialization within software   architecture. Each specialization is introduced and each module defines commonalities between specializations as well as differences. 7
 2.Software Architecture Development Methodologies and Processes The software architect participates in many phases of the software development life cycle (SDLC). This course will allow the student to understand common development cycles and their role in these processes. The course will cover the set up and management of development environments and give the learner tools to participate fully in the delivery of a solution.   Included is a robust comparison of key development methodologies and recommendations on when to use what method. 8
 3.Software Architecture Tools   In addition to design and communication tools, software architects use a variety of tools to create working solutions and participate in the development process. This course will introduce the student to the significant concepts of architecture tools and how they integrate with the SDLC. It will further give examples and reusable patterns for successful tool usage. 7
 4.Software Engineering for ArchitectsThe student will be introduced and work through advanced concepts in software engineering with a focus on the architect’s role in working with developers and software engineers. 7
 5.Services, Workflow and Messaging Service Oriented Architecture, messaging, workflow and other systems have become a major component of the architect’s toolset. This course will introduce common concepts and components of these solutions with a focus on providing the student with the ability to effectively use these systems for their organization. Reusable assets and patterns are provided where appropriate.  10
 6.Advanced Quality AttributesSoftware solutions must provide appropriate support for constraints and quality attributes across all IT systems. This course will give an advanced view of the software architect's responsibilities and opportunities for ensuring the appropriate quality attributes are represented in their solutions. 10 
 7.Advanced Stakeholder ManagementThe software architect works with large numbers of stakeholders including developers, management and project leadership. This is an advanced course on making these interactions and relationships fruitful. Focus of this course is on the primary stakeholders software architects deal with and their needs. Reusable assets such as stakeholder views are provided.  8

Saturday, November 26, 2011

Implementing Knowledge Management - APQC

Process Toolkit
  1. Design Thinking - Harvard Business Review
  2. Process Maturity-What's Holding Up Process Maturity? 
  3. Deer in the headlights
  4. Process Benchmarking - APQC
  5. Process Maximus

The people part of a process improvement initiative has the most importance for the reason's that follow;
  1. Having the ability to be successful
    1. Business Process isn't about technology, it's about the way people interact in actions to input minimum criteria to attain an expected output.
    2. Technology would be expected to enhance this requirement.

The application and practices to prevent loss of utilization of certain features designed into the application.
  • Having a generic parent process with children processes to reflect the following;
    • current state-Outcome Model
    • ideal state-Performance Model
Ensure your project or initiative has been setup for success by rolling up the process in a uniform manner.   up in either direction Ideal/Future State against a baseline

Start with an ideal state (design thinking) - Consider the 5 capability model to ensure performance measures are as generic as possible to reduce risk, yet agile enough for different risk appetites. 

Identify design patterns or lesson's learned by others around approaches that may have worked in the past.  

the understandings around your subject area.

Wednesday, November 23, 2011

Performance Measurement Systems 

How do performance metrics and maturity models converge? 
  • "The two should be peanut butter and jelly, in my humble opinion." 

I ask, if the organizations strategy and core value statements indicate they are committed to quality?  

  • We understand the quality management systems and the purpose of the certification a company aspires to meet indicates fewer rather than more. 
    • More equals higher volume of error in any defects
    • More human touches equals greater defect weaknesses-Based on my experience, until a day proves what I have seen every case and in every project.   
    • More in any case with evidence of waste using the 7 waste types; the volume isn't a factor alone for performance nor would it be applicable for maturity.  
      • The proposal published as the rule in OMG - Infers a defect by design at any point in the process a metric can be applied and rules overridden to attain performance measures in the maturity model.  
  • How does an organization explain using a volume metric for maturity levels 1-4?  
    • In business process scenarios more generally equals in-efficiency
    • Fewer technical or systemic features causing lower value in technical delivery systems. 
 Volume To Defect
Management by objectives (MBO), using volume based metrics can be detrimental to operational efficiency and therefore you are promoting more cost to the bottom line.

More means greater number of threats by people who produce less quality than your competitor. 

Think about the volume from the people perspective;
  1. How many transactions?  Transaction rows = people making decisions
  2. How many keystrokes? 
  3. How long does each entry take each person?  
  4. How much does the time factor into the person skill? 
  5. How many people?
  6. How many transactions on the top 10 creators?

Measuring the process from; 
start to finish 
Every entry from start to finish between each decision
  1. How many sources contribute to the decisions?
  2. How many times can an error be entered?  

Audit and Risk based on defects and corrective actions- random sampling with acknowledgement of a problem and something to warrant a corrective action. 

Re-engineering 3 Page Guide
The procedure used to introduce mass change with significant - much like Lean or strategic transformation for a variety of purposes.  

Design Thinking 
 The human side of change; a recent article was published which tells a very different story about the value of architecture.  If we listen to the author in this article he tells us about debunking the iterative marathon project model.

In re-design type projects;
You actually don't need to adopt a quality management system to re-engineer or re-design a process.
You can converge these practices in this process, as the model you promote indicates the voice of the customer or process benchmarking for the human side of the change.

Who can use this article? 
Actors who lead or support the following;
  1. Lean and six sigma
  2. Total Quality Management  
  3. Continuous Improvement 
  4. A Business Person or Leader facing barriers to your organizations success
Let me share my secret sauce-sizing and scaling my audience in this observation benchmarking task.

I use system reports on the users who enter information request.
I collect the transaction dimensions; including the who (user) What (offer) Why (customer or supplier) when (in/out) and the where (source for the transaction history-the file).

The common objectives in any of these scenarios; you have to understand the "as is" for the people (not just a single person) you must understand the users, I use a system operating report from the system of record.  Not a sampling of the "proposed" or assumed systems.  Get to the operational applications, acquire history and create a few pivot tables to see the visual patterns of fewer columns and rows using the variables that explode to many columns and rows-this is your worst case scenario.  Then get the values to be very consistent and few, this is the dimensions you will likely move to.  organizational opportunity

simply a strategic problem solver you need to get to your users.  

1) How many organization leaders, felt the architecture value met the project expectations?    
Only 8% were able to recognize an architecture re-design therefore attributed to architecture value.
2) How long was the project in terms of months?
None were likely to extend the project beyond 6 months.

Physically observing the process in action has been considered the most reliable and most effective benchmarking elicitation practice.

This activity has the following outcomes or value to the overall re-design task;
  1. You get a baseline
  2. You get the voice of the customer live in a 1:1 setting where people are more likely to engage in open dialogue without the burden of the user needing to learn how to create a process model.  
  3. When you have to do the work, it's painful to sit and learn something that will either be sugar coated for the audience in the room or the group dynamics have a stronger hierarchy than the organization hierarchy itself. 
  4. You get to ask questions
  5. You get to watch the person instead of hoping they understood your request. 

What does this mean to us?
People have actions they must execute in a daily routine, imagine someone hiding your cell phone.  Or what if they allow you to have your phone, but your operating system isn't working.

the human behaviors that only champions within these user groups can truly lead the types of projects with greatest likelyhood to succeed in return on architecture value.  Sure, the odds are against you.  But a design thinker isn't going to see things "as impossible", if its causing pain or hindering the fields and/or the tools used to support the customer
In a worst case scenario; you start a new job in sales.  Before the introductions could be made the sales people circle the person leaving the role and like a herd of Rhino they charge toward the very efficient Program Manager.  
iterative delivery and the chaos and uncertainty that people don't seem to understand.   
Perhaps we might say the process re-engineering also known as re-design has identified tremendous cost savings, as a result of a proven quality management methodology using one of the seven quality tools.

The Kaizen Blitz can be very effective if your not a sigma type person.  

Revisiting Time and Motion Studies - Voice of the Customer mixed with a Physical Observational Process Benchmarking
You may fail to execute "IF" you attempt to execute change of this type without involving the business users who must perform the change from what they do today to something different. 

The most effective way to enable change would engage the people in a process, to inspire more effective ways to meet the customer expectations. 
When the employees performing the work engage in the process re-engineering or re-design the bottom line and/or margin would be the beneficiaries. 

There have been technologies designed to implement business process activities in a host of systems, these can only be beneficial with the people in the process, not put on a shelve when IT or Business have a new technology.  BPM technology would be a vital part of the ongoing care and feeding, addressed in each release of software project, to ensure consistency in the people and process to technology.   

Hence my earlier comments about the time and motion or process benchmarking at the lowest level of the organization.  Your opportunity to identify non-value add activities or decisions that may not be required has the greatest opportunity to target those processes working directly with the champions. 

Quote from ASQ Process Work
"Process orientation and process re-engineering help companies review their assumptions and use information to develop customer-focus business strategies."

Business process re-engineering (BPR)
Thorough rethinking of all business processes, job definitions, management systems, organizational structure, work flow, and underlying assumptions and beliefs. BPR's main objective is to break away from old ways of working, and effect radical (not incremental) redesign of processes to achieve dramatic improvements in critical areas (such as cost, quality, service, and response time) through the in-depth use of information technology. Also called business process redesign.

The activities a person may perform in a task by way of either people, process and technology.  In order to converge any waste identified using any number of industry standard quality methodologies; each should be based on a foundation using the most inclusive of an end to end Total Quality Management Methodology. This may be accelerated by way of six sigma belt projects in any case where a strong set of champions lead these systems your organizations measurement systems. 

Reference(s): Process Re-engineering
TQM vs. BPR 2003
ASQ - Process of Work

Sunday, November 20, 2011


iGrafx training December 7-9th in Oregon
  1. Register for Training 
  2. Project Status Template
    1. Project Initiation
    2. Project Charter
    3. Project budget cost 1 page
    4. Project Timelime
You might appreciate the work being done in the strategy design architecture space. 
  1. Google Project Template iGrafx
    1. iGraphx DOD templates
    1. ITIF - Foundation versus industry council

Mckinsey Board Position Research Supporting content







  • November 2003 

    Keeping the family in business

    Very few large family-owned enterprises thrive beyond the third generation. Those that do find ways to run themselves professionally while making the family happy.
  • November 2003 

    Running with risk

    It’s good to take risks—if you manage them well.


  • November 2002 

    Change across the board

    Investors are angry. Directors can run but they can’t hide.
  • November 2002 

    Gloom at the top

    Weak boards have allowed unscrupulous executives to enrich themselves at the expense of employees, shareholders, and communities. Strong boards are the answer.
  • November 2002 

    Inside the boardroom

    A McKinsey survey of corporate directors.
  • August 2002 

    A market for the well governed

    The success of the companies listed on Italy’s STAR exchange shows the value of high corporate-governance standards.
  • August 2002 

    A premium for good governance

    In emerging as in developed markets, companies that adopt strict corporate-governance practices are being rewarded by institutional investors.
  • August 2002 

    Better boards in Thailand

    Thai companies can raise their market valuations by improving their performance on four dimensions of corporate governance.
  • May 2002 

    Brazilian boardrooms

    For many industrialists in Brazil, the choice between full control and maximized value is a hard one.


  • December 2001 

    All in the familia

    Family-owned businesses in Latin America need stronger governance structures to survive and thrive in an era of globalization.
  • December 2001 

    Corporate reform in the developing world

    Advocates of more effective corporate governance have been focusing on corporate reform at the expense of institutional reform. Now is the time to change tactics.


  • December 2000 

    Building Asian boards

    In just over a year, the once novel concept of board governance has become entrenched in the banking system of South Korea. Its experience offers lessons for other Asian countries still struggling to recover their economic credibility.
  • December 2000 

    Three surveys on corporate governance

    Investors say they would pay more for the shares of well-governed companies. It is hard to measure the market impact of these hypothetical premiums, but there is little doubt that good governance does make a difference.


  • August 1999 

    No more board games

    To do the job properly, corporate boards will have to become more diverse, more involved, and more financially rewarding to their members.



  • November 1996 

    Putting a value on board governance

    According to a survey conducted by McKinsey in conjunction with Institutional Investor, Inc., good governance practice really does make a difference—a difference that many investors are willing to pay for.


  • May 1995 

    Building a stronger board

    Don’t start something you can’t finish. Peer review? Most of your directors’ time is spent in the air.

Saturday, November 19, 2011

Agility is Sensible: Enterprise Architecture is Misplaced and Other News from MIT Research

Agility is Sensible: Enterprise Architecture is Misplaced and Other News from MIT Research
Why does the security in a cloud seem so threatening?
    1. We have too many people being unethical to advance their own agenda's?
      1. aka..."your not talking about cloud Mr. CIO if you were you'd use the correct terms you don't have a clue Mr. CIO type". 
    2. Let's post to a couple of forums, who do I want to be in this forum - 
      1. aka..."I am one person with many online profiles" 
      2. OMG - Service Specification Semantic Services 
        1. an employee can have more than one employer
      3. We want to say this about the subject 
        1. aka...we have and answer in the manner we want to prescribe too.  
    3. Now let's go to our handy blog application linked to Google
      1. aka...the other guy must be at fault type" 
    4. Now our blog doesn't have anything more than your blog post from several days before.  
      1. aka..."the follow an ex employee, to discredit them type"
      2. aka..."I want you to fill out a form, because I am not who I claim to be type"
      3. a create a couple of businesses without any real contacts, just an online form.  
      4. with really professional looking websites. 
        1. Oh no-one ever looks at the content behind the links. 
  1. We struggle to understand the rules of engagement according to our risk and legal liability.

Top 5 questions to ask to assess a business model design

Syed Suhail Ahmad Great analogy Lisa. Thank you.