Enterprise Architect Quotes

Artists use frauds to make human beings seem more wonderful than they really are. Dancers show us human beings who move much more gracefully than human beings really move. Films and books and plays show us people talking much more entertainingly than people really talk, make paltry human enterprises seem important. Singers and musicians show us human beings making sounds far more lovely than human beings really make. Architects give us temples in which something marvelous is obviously going on. Actually, practically nothing is going on.

Walking on water and developing software to specification are easy as long as both are frozen.

Enterprise architects in the cloud enterprise should depart from prescriptive roles to become cloud advocates in the boardroom and sparring partners in the engine room.

Failure was (is) common. It isn’t because the technology is crap, it is because as an architect, an Enterprise Architect, you are dealing with the most complex system of all: people.

Nature teaches us to devour each other and gives us the example of all the crimes and all the vices which the social state corrects or conceals. We should love virtue; but it is well to know that this is simply and solely a convenient expedient invented by men in order to live comfortably together. What we call morality is merely a desperate enterprise, a forlorn hope, on the part of our fellow creatures to reverse the order of the universe, which is strife and murder, the blind interplay of hostile forces. She destroys herself, and the more I think of things, the more convinced I am that the universe is mad. Theologians and philosophers, who make God the author of Nature and the architect of the universe, show Him to us as illogical and ill-conditioned. They declare Him benevolent, because they are afraid of Him, but they are forced to admit that His acts are atrocious. They attribute a malignity to him seldom to be found even in mankind. And that is how they get human beings to adore Him. For our miserable race would never lavish worship on just and benevolent deities from which they would have nothing to fear; they would feel only a barren gratitude for their benefits. Without purgatory and hell, your good God would be a mighty poor creature.

There are two rules of thumb architects follow when decomposing systems. First, ensure that adding a new feature tends to change only one service or a component at a time. This reduces interface churn.6 Second, avoid “chatty” or fine-grained communication between services. Chatty services scale poorly and are harder to impersonate for testing purposes.

Architecting for the enterprise, when all you really need is a cute little desktop tool, is a recipe for failure.

an architect should not take a position of throw more hardware at it... that will fix all the problems.

It was as if religion had been rendered powerless by commerce—holy shrines removed by enterprising architects and replaced with rows and rows of new things to worship. Things to buy. Things much easier to obtain than God’s forgiveness.

Jim Crookes, chief architect at BT, has observed, “Companies get the systems they deserve. A company’s systems estate is a result of its culture, organizational history, and its funding structures. Coherent, well-integrated systems will only ever exist in companies that value coherence and integrated service.

Passing alone to those realms The object erst of thine exalted thought, I would rise to infinity: then I would compass the skill Of industries and arts equal to the objects. [18] There would I be reborn: there on high I would foster for thee Thy fair offspring, now that at length cruel Destiny hath run her whole course Against the enterprise whereby I was wont to withdraw to thee. Fly not from me, for I yearn for a nobler refuge That I may rejoice in thee. And I shall have as guide A god called blind by the unseeing. May Heaven deliver thee, and every emanation Of the great Architect be ever gracious unto thee: But turn thou not to me unless thou art mine. Escaped from the narrow murky prison Where for so many years error held me straitly, Here I leave the chain that bound me And the shadow of my fiercely malicious foe Who can [19] force me no longer to the gloomy dusk of night. For he who hath overcome the great Python [20] With whose blood he hath dyed the waters of the sea Hath put to flight the Fury that pursued me. [21] To thee I turn, I soar, O my sustaining Voice; I render thanks to thee, my Sun, my divine Light, For thou hast summoned me from that horrible torture, [22] Thou hast led me to a goodlier tabernacle; [23] Thou hast brought healing to my bruised heart. Thou art my delight and the warmth of my heart; [24] Thou makest me without fear of Fate or of Death; Thou breakest the chains and bars Whence few come forth free. Seasons, years, months, days and hours -- The children and weapons of Time -- and that Court Where neither steel nor treasure [25] avail Have secured me from the fury [of the foe]. Henceforth I spread confident wings to space; I fear no barrier of crystal or of glass; I cleave the heavens and soar to the infinite. And while I rise from my own globe to others And penetrate ever further through the eternal field, That which others saw from afar, I leave far behind me. [26]

DevOps Evangelist An expert Consultant who can now evangelise a DevOps solution for an Enterprise. Typical tasks: Scaling DevOps capabilities across Enterprise Change Management Organisation Alignment This is a high-end Consulting role, with a heavy technology bend. At a DevOps Engineer level, it’s mostly about deep technical skills. As you evolve into a solution architect kind of role, along with the technical acumen, it’s also about leadership skills to build consensus/agreements and making a team work together.

number of software packages exist for managing the requirements process. Examples include IBM Rational DOORS, IBM Rational RequisitePro, Borland Caliber, PTC Integrity, Enterprise Architect, and Parasoft Concerto.

Evolving a widely reused resource also requires coordination because changes must be compatible with all existing systems or users. Such coordination can slow down innovation... Some digital companies have even begun to explicitly favor duplication because their business environment rewards economies of speed.

six approaches to be the most common: ​Rehosting (otherwise known as “lift-and-shift”) ​Replatforming (I sometimes call this “lift-tinker-and-shift”) ​Repurchasing (migrate to a different product/license, often SaaS) ​Refactoring (re-architect or re-imagine leveraging cloud-native capabilities) ​Retire (get rid of) ​Retain (do nothing, usually “revisit later”).

Scalability, availability, and performance are the top three concerns for an enterprise architect

In response, BEA launched an innovative program to put the company’s experts at the heart of its best customers’ IT organizations. BEA created Global Service Executives (GSEs) who were responsible for all services across education, consulting, and support. A portion of their compensation was based on customers’ ongoing success and full utilization of all purchased products. In addition, a client architect was placed on-site at strategic accounts, reporting to the customer’s CIO. These roles were in position to see customers’ needs from the inside and to help customers create strategy and road maps. Use proactive services to extend

The other new role that evolutionary architecture creates has enterprise architects defining enterprise-wide fitness functions. Enterprise architects are typically responsible for enterprise-wide nonfunctional requirements, such as scalability and security. Many organizations lack the ability to automatically assess how well projects perform individually and in aggregate for these characteristics. Once projects adopt fitness functions to protect parts of their architecture, enterprise architects can utilize the same mechanism to verify that enterprise-wide characteristics remain intact.

EA must help operationalize the cloud strategy. Because applications in a typical enterprise portfolio aren’t equally portable to the cloud, enterprise architects should help establish the criteria and guidelines that can be used to assess an application’s cloud readiness, using frameworks like FROSST.

Details derail sales. Buyers want to be stirred into action. American architect and urban designer Daniel Burnham understood this. When he was eulogized by his arch rival Frank Lloyd Wright as “an enthusiastic promoter of great construction enterprises,” Wright spoke to Burnham's sales abilities more than his architectural style, and said, “His powerful personality was supreme.

Jorge Giordani, a seventy-six-year-old electronics engineer and the main architect of Venezuela’s economic policies under Chávez—known as “the Monk” for his ascetic ways and almost religious devotion to orthodox leftist ideas—famously admitted that US$20 billion, or one-third of the country’s total import bill, was lost to obscure enterprises in 2012 alone.

Very few people writing about this new industry in the mainstream press truly understood how personal computers had already begun to revert to institutional machines. This was mainly because it was easier for most journalists of the early 1990s to envision and get personally excited about the potential of educational software, or of managing their personal finances, or organizing their recipes in the “digital” kitchen, or imagining how amateur architects could design funky homes right on their home computers. Who wouldn’t be excited about more power in the hands of people, the computer as an extension of the brain, a “bicycle for the mind,” as Steve put it? This was the story of computing that got all the ink, and it was a story no one unfurled as well as Steve. Bill Gates wasn’t swayed by that romance. He saw it as a naïve fantasy that missed the point of the much more sophisticated things PCs could do for people in the enterprise. A consumer market can be an enormously profitable one—put simply, there are so many more people than businesses that if you sell them the right product you can mint money. But the personal computers of that time still didn’t have enough power at a low enough price to excite the vast majority of consumers, or to change their lives in any meaningful way. The business market, however, was a different beast. The potential volume of sales represented by all those corporate desktops, in all those thousands of companies big and small, became the target of Bill Gates’s strategic brilliance and focus. Those companies paid good prices for the reliability and consistency that Windows PCs could deliver. They welcomed incremental improvement, and Bill knew how to give it to them. Steve paid lip service to it, but his heart wasn’t in it. He thrilled only to the concept of how a dramatically better computer could unlock even more potential for its user.

As the private correspondence and public claims of the men leading this charge make clear, this new ideology was designed to defeat the state power its architects feared most—not the Soviet regime in Moscow, but Franklin D. Roosevelt’s New Deal administration in Washington. With ample funding from major corporations, prominent industrialists, and business lobbies such as the National Association of Manufacturers and the US Chamber of Commerce in the 1930s and 1940s, these new evangelists for free enterprise promoted a vision best characterized as “Christian libertarianism.

The Architect of a Global Enterprise Yunus Dogan’s journey in the business world is a testament to strategic foresight, resilience, and innovation. What started as a local contracting firm has expanded into a diversified global enterprise, making significant strides in biotechnology, oil & gas, and agriculture. His ability to anticipate market trends, capitalize on emerging opportunities, and navigate challenges has played a pivotal role in the company's international success. Strategic Leadership and Vision As Chairman, Yunus Dogan provides the strategic direction and governance necessary for Atlas Group’s continuous expansion. His key responsibilities include: Setting Long-Term Vision: Ensuring sustainable growth and maintaining Atlas Group’s reputation as an industry leader. Driving Global Expansion: Establishing a presence in key international markets and forming partnerships with governments and investors. Financial Sustainability: Implementing sound financial strategies to support the company’s growth and diversification. Innovation and Excellence: Spearheading investments in new technologies and sustainable business models.

Packaging change into projects reflects an organization’s belief that “no change” is the normal, desired state and “change” is the intermittent, unusual state.

Good architects, therefore, deal with change. This means that they live in the system’s first derivative: the mathematical expression for how quickly a function’s value changes.

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