The Politics of Design is dedicated to the challenges and triumphs of software architecture advancement within the IT organization. We believe that architecture is truly a servant to two masters.
We are all software creators, and as a profession, our careers are filled with successful designs, frameworks and projects. Our resumes contain hundreds of acronyms. We have savored the chance to slay mission-critical dragons. We have witnessed the birth and rebirth of relevant techniques and approaches. So when we are asked to create a new solution, we get right to work.
We discover and analyze and gather around tables to discuss how to model real-world complexities inside a conceptual system. We move forward with our design keeping one eye on successful approaches of the past and another on the latest best practices. We review our approach with groups of stakeholders. We are confident that we have prescribed the right solution, but as complex as the task is, designing the right solution may be the easy part.
While we were designing, the business was exploring their own questions about maximizing profits and improving efficiencies. The business rate of change outpaces the flexibility of the IT organization and its systems. Upon delivery of the design, the debate over value propositions and time to market begins anew. The prescribed solution seems more expensive and the delivery date more distant. Inevitably, the seeds of doubt start to grow.
Enter the status quo, aversion to change, and organizational resistance. The momentum slows. The ideas are reconsidered. The progress becomes imperceptible. At some point, the technical details matter less than reaffirming executive sponsorship and convincing everyone that the initiative remains truly valuable. Too often, the "right thing to do" ends up capitulating to the "way that it's always been done".
This outcome should be neither resented nor unexpected. It is the status quo. Change is difficult for us individually. Change within a team is even more so. In today's IT organization, our most significant architectural challenges are equal parts technology and leadership, sales as much as structure, and influence alongside innovation. Organizational dynamics and change management are something to be embraced as part of the overall architectural challenge.
Architectural advancement involves a complicated confluence of human and technological interaction. We hope to address both sides of this complex equation with these posts. We will focus a portion of our time discussing the architectural approaches, ideas, and strategies we have employed. We will focus a portion of our time discussing the institutional behaviors and the methods we find effective in advancing our ideas among them. In this blog, we will cover both architectural design and organizational politics.
Welcome to The Politics of Design.
We are all software creators, and as a profession, our careers are filled with successful designs, frameworks and projects. Our resumes contain hundreds of acronyms. We have savored the chance to slay mission-critical dragons. We have witnessed the birth and rebirth of relevant techniques and approaches. So when we are asked to create a new solution, we get right to work.
We discover and analyze and gather around tables to discuss how to model real-world complexities inside a conceptual system. We move forward with our design keeping one eye on successful approaches of the past and another on the latest best practices. We review our approach with groups of stakeholders. We are confident that we have prescribed the right solution, but as complex as the task is, designing the right solution may be the easy part.
While we were designing, the business was exploring their own questions about maximizing profits and improving efficiencies. The business rate of change outpaces the flexibility of the IT organization and its systems. Upon delivery of the design, the debate over value propositions and time to market begins anew. The prescribed solution seems more expensive and the delivery date more distant. Inevitably, the seeds of doubt start to grow.
Enter the status quo, aversion to change, and organizational resistance. The momentum slows. The ideas are reconsidered. The progress becomes imperceptible. At some point, the technical details matter less than reaffirming executive sponsorship and convincing everyone that the initiative remains truly valuable. Too often, the "right thing to do" ends up capitulating to the "way that it's always been done".
This outcome should be neither resented nor unexpected. It is the status quo. Change is difficult for us individually. Change within a team is even more so. In today's IT organization, our most significant architectural challenges are equal parts technology and leadership, sales as much as structure, and influence alongside innovation. Organizational dynamics and change management are something to be embraced as part of the overall architectural challenge.
Architectural advancement involves a complicated confluence of human and technological interaction. We hope to address both sides of this complex equation with these posts. We will focus a portion of our time discussing the architectural approaches, ideas, and strategies we have employed. We will focus a portion of our time discussing the institutional behaviors and the methods we find effective in advancing our ideas among them. In this blog, we will cover both architectural design and organizational politics.
Welcome to The Politics of Design.
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