Thoughts on organizing architecture

When being part of an enterprise, you will meet different architects on any given day. The first one introduces itself as a solution architect, the other calls itself the enterprise architect, and they both mention a domain architect. It might feel like different names for the same thing, and perhaps even a bigger question, do we even need all of these different architects? Should the team not be able to make all of these architectural decisions by themselves?

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Organizational sensing: why indicators are not enough

The world around us is changing quickly. Organizations need to rapidly respond to a changing world. In a knowledge intensive world, pressured by hypercompetition, new forms of organization are required to keep up. Especially around the topic of enabling value delivery, organisations need to balance the paradox of steering. Either steering via management (coordination) or empower teams to organise themselves. John Child in his book Organizations describes the concepts of integration and coordination, mechanisms to enable delivery of value.

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Metrics: mitigating the cobra effect

At some point in history when the British ruled India, the colonial government were concerned about the number of venomous cobras. No one likes to be bitten by a poisonous snake, right? They decided to put a bounty on every dead cobra. Intended effect was that people would capture and kill the snakes reducing the population of cobras. However, another thing happened. People started to breed cobras intentionally, so they could  kill them and receive the bounty. When the colonists learned about this, they stopped the reward program. Now with the cobra’s not having any value the breeders released them....

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Sustainable change requires architecture of technology and organization

A desire to improve. Each organization I have met is searching for new ways to do better. A higher quality of their product. Optimize their process to deliver software quicker. A caveat however is that organizations are typically focused on technology. Learning new skills, introducing new tools. Yes, they have their benefits. They can make your product better or improve the process. However, if you are solely focusing on the technology you only reap part of the benefits. In worst case you are even actively harm the organization.  Making the technology process more sustainable  Nicole Forsgren, the lead researcher of the State of DevOps reports, puts it in this...

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Improving the quality of software delivery utilizing technology, process and people

Each organization involved in creating software eventually has a need to deliver that software. It is what we call the software delivery process. Typically, software delivery starts at the moment that a developer has written code locally and wants to publish it. Or, as Martin Fowler puts it: From the developer finishing the feature to getting that feature into production. At Qxperts, we have a more holistic view on software delivery.

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