Technical Architecture Best Practices – With increasingly important technological architecture, we expect more architects to play an important role in system operations and that they will work with software development teams that design complex technology.
The trend of awakening architecture on external hostels is a direct response to many CIOs today. Innovation continues with its disruptive march between commercial and technology landscapes. Young companies – primarily released to heritage systems and technical debt – quickly to benefit from digital progress. And it is difficult for some established organizations to keep up, with computer systems that are similar to slow, rigid and expensive. The Deloitte CIO 2018 global survey showed that only 54% of the CIO respondents thought that the existing technology batteries are able to meet current and future commercial needs.
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The increasing number of technology leaders and C-mounted recognizes that the science of technology architecture is more important than ever. Indeed, to stay competitive in the markets that affect technological innovation, established organizations will need to develop their architectural approach – a process that can begin to change the role of technological technologies in the company.
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In the coming months, we are looking forward to seeing more organizations leaving architects from their traditional ivory tower and in the trenches. These talented technologists will, if they are not used, accept more responsibilities for specific services and systems and will be involved in system operations. The purpose of this change is simple: to move the most experienced architects when they need – with software development teams that design complex technology. When re -deployment and authorization to generate changes, architects can help simplify technical batteries and create technical exercise that currently gives the market an advantage to younger competitors. They can also be kept directly responsible for achieving commercial results and resolving architectural challenges.
In addition, companies that include the trend of architectural awakens to re -define the role of the architect will be more collaborative, creative and more responsive to the needs of stakeholders. Large -scale architects can work in the characteristics of multidisciplinary project teams with architects aimed at applications and computer and business colleagues. In the future, their mission will be to do new things, not only with traditional architectural components, but with turbulent forces such as blockages, artificial intelligence (AI) and automatic learning.
The awakened architectural trend is based on commercial logic comprising chief executives, financial directors and brand leaders: can grow investment, mental planning and business education. And investment in architects and architecture and promote its strategic value on business scale can change the IT function in competitive differentiation in the digital economy.
How do business teams use architects today? Do they use them as they should or because architects make their lives and make it easier to make more impact projects? It is a large metric success for architects that business teams want to work with. Unfortunately, in certain IT organizations, architects in the shoulder rarely work with their business or even computer colleagues. To proceed to “make architecture” on value of value, architects should have the opportunity to work in a variety of ways, develop their skills and become recognized leaders in their technology discipline.
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The good news is that many IT leaders are already considering the methods of developing their architects roles. During WebDiffue Deloitte recently entitled “Future of Architecture: Growth Base Design”, more than 2,000 CIO, CTOs and other technology chiefs were invited to describe the role of architect in their future organizations. Forty -two percent said that “architects should be more technically specialized and more attentive to the company’s landscape”.
Holders who are not “born in the cloud” for many years of heritage technology that suffer from an organizational and inertia system are often found. In this environment, it is difficult for IT managers to offer new abilities as soon as the company requires.
In response, Avant-Garde companies recreate their technology batteries by emphasizing independence, instrumentation and indigenous cloud tools. They also accept flexible techniques and flexible architects that can help them compete in an emerging world.
The urgent need to build and maintain the type of technical exercise that gives younger competitors to the market is the main force that will encourage the trend of architecture over the next 18 to 24 months.
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This requirement means that transformation for technology battery is not optional. Devops and noops in the future should be in the future and use open source technologies.
Above all, the processed battery can help reduce interest payments on technical debt, which will help to create the budgetary room necessary to provide new digital products and services.
These types of changes will not be cheap. But to make them more financially manageable, managers should consider creating explicit budget lines for technology STAC items, with profitability analyzes. Automated Cloud Management Services, AI establishments, Code quality digitization services, regression shepherds and other architectural investments can increase efficiency and thus accelerate delivery, lower costs, etc .. The objective should be to forward good practices to the models, platforms and tools in deployment.
Finally, it intends to fund exploration projects that bring together small multidisciplinary teams including commercial experts, architects and engineers, who are responsible for recreating existing commercial solutions using new technologies. Such research projects can be limited in any case of technological strategies in different ways:
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It is not difficult to identify causal relationships between investing in technical exercise and a number of possible strategic and operational benefits. For example, new flexible -flexible architecture provides the basics necessary to support rapid development and use of solutions that allow innovation and subsequent growth. In a competitive landscape continuously redistered through the insertion of technology, the marketing period can be a market differential man. Including this, always funding technology, stacking modernization initiatives – although they are aware of compromise – perhaps the investment sentence.
As the roles of the architecture and architectural function itself develop, it will be important to preserve certain aspects of the status quo. For example, even if architects can work primarily in the context of product and services teams, they will always have to connect each other. CIOs should consider creating online and on -site communities where architects can learn slices, bounce each other’s ideas and to format and activate their approach to solutions. Alternatively, they may create a matrix organization where architects belong to product teams and centralized architectural function. In this model, architects can meet local delivery requirements and continue some good practices with colleagues. However, the most important thing is to identify and sponsor precious technologists. Not only is it a question to help them in the short term. For the computer talent market today, the demand for technology engineers is already greater than the supply, which could endanger many architectural transformation initiatives.
Experienced architects may be the possibilities of younger IT talent mentoring as a most effective means of responding to tomorrow’s endowment applications.
With a disruptive change that occurs at an unprecedented rate, the planning of architecture is of critical importance. Thirty years ago, a small number of architecture technology architects have enabled their companies to continue to treat transactions to date. Of course, there is little in the world of corporation technology for the last decades, and less many years. But the question is surprising: how can we build our systems today to adapt to innovation and disturbance that will continue for years to come? By efficiently architecture. And who can do that? Architects.
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In a market that affected the increase in alternative flexible accommodation options, hotel companies change operations to meet customer demand for services, amenities and technology experience. For example, in the last five years, Intercontinental Hotels Group (IHG) launched a cloud -based reservation and management system, has created a current user interface on all targeted and unstructured data applications.
To make the multinational hospitality company as a more agile and responsible trading partner, IHG IHG team modernizes processes and architectures. Cynthia Czabala, Vice President of IHG Business Services, recognized that changes in deployment and use of architects could quickly accept strategic technologies, which would support the company’s business objectives.
“We needed a systematic process that would align us more closely with commercial priorities, which would enable us to assess and deploy technologies quickly and improve the efficiency of architects and business developers and solutions”, she said.
Czabala changed the deployed model for corporate architecture, roles movement, responsibilities and report lines of corporate architects (EAS). Two of the waterfalls, which were originally part of its centralized team, were transferred directly to technical projects, to manage commercial needs and architectural approaches. Czabala pushed them to activities to help them get a better understanding of plans and priorities. The remaining EA has a more strategic role in the small team. They mainly focus on the first implementation of all technological architectures that should encourage strategic change through the company, such as architecture aimed at events, cloud, container, microphone services and other technologies of the appearance of future technologies .
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In addition, the waterfall that remains in the centralized Czabala team is no longer required to be flammable resources, releasing them from the project invoice constraints and allowing them to focus on the strategic work of verified technologies,
