A different style post today. Its hard to strike the right balance between process and delivering results. I've been thinking about how I would explain what I do on a daily basis. I like the excitement of delivering results, another happy customer, creating a new tool, script, solution design or doing whatever it takes to get the job done better next time, and don't particularly care for process. Sometimes its hard to even justify taking the time to define process.
I think most people who work in IT for some time have a hard time explaining what they do, and have a hard time keeping track of what they did yesterday. But part of the job is ensuring that what we do is informed, documented, and easily repeatable. This means getting rid of as much busy work as possible. Ultimately the goal is that we and the teams we work with make time to learn and improve every day.
Enterprise Architecture (EA) exists to create building blocks, a foundation if you will, upon which to build a technology stack that directly supports business strategy. Traditionally it feels like Enterprise Architect practices focus on the long-term, and perhaps even, that the concept of defining high level processes and guidelines actually slow down business operations. After all, more process is usually bad right?
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