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Architects Know What Managers Don’t
“Business-as-usual is utterly screwed. It values the wrong things, rewards the wrong people and behaves in the wrong ways… look out the window – that world you peer down on is very different from the post-war 50s, when the high principles of‘modern’ business practice emerged”
business transformation visionary and facilitator,
the author of the book “Culture Shock:
A Handbook For 21st Century Business”
“When the rate of change outside exceeds the rate of change inside – the end is in sight”
Jack Welch, Legendary CEO @ General Electric
This book combines visionary and pragmatic approaches. It challenges the status quo of traditional business practice and offers a consistent model of Feasible Business Architecture (FBA) based on alternative reasoning and innovations in business structure and methods.
You can review the Contents and read the Introduction via a link under “Downloaded Materials”.
The uncommon idea that the author starts with is a separation between the Business Architecture subject and discipline. Without the definition of the subject, it’s hardly possible to justify whether Business Architects do the right job. Furthermore, the book distinguishes a paradigm of Business Architecture from its implementations. It also shows that several alternative implementations can realise the same functional-informational models of Business Architecture. Defining particular Business Architecture subject, the author detects enterprise elements that influence Business Architecture and those that are influenced. As a result, a precise Business Architecture discipline is described.
The book argues that the only business model adequate to dynamic market is the one based on a combination of services orientation and value networks – outside and inside the enterprise. The book offers related business principles for organisational and operational business models, defines related corporate service-oriented culture and service-centric technology organisation.
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The book comprises four parts and starts with the fundamental shift from process- to service-centric vision on what an enterprise does in order to exist, to produce the revenue via meeting customer demand. The author demonstrates that to compete in a highly dynamic external environment, enterprises have to be adequately flexible internally. It’s almost impossible to achieve business flexibility via processes-centric organisational models while business services provide this capability.
To enlarge, use YouTube link in the screen
The Book is Confirmed – Practitioner’s Opinion out of the Front-line Trenches
“I have architecture experience in enterprises ranging from $3B to over $40B, but have recently chosen to apply these same mega-enterprise concepts to an enterprise struggling to get over the $1B mark.
I agree that these smaller enterprises seem more fertile for BA [Business Architect or Architecture] influences and stand to benefit a great deal from BA adoption and a successful practice of it… My traction with the smaller enterprise is happening at the VP and Sr. Director levels as they acknowledge their silo’s. They see the BA role as a vehicle to help them step back, understand the landscape, and decide what strategies they should put forth collectively. I am expecting them to elevate the BA work to the top floor executives.
… Business Architects must be able to express the CEO’s vision and the leadership teams vision by creating unshakable views that represent the implications and challenges of change. The BA must establish a baseline view of the current architecture, interpret evolving strategies, define the needed capabilities, and translate for both IT and C-Level executives.”
8 years in Director roles
10 years in leading Enterprise Architecture roles
Tags: SOA, service, oriented, orientation, architecture, integration, integrity, business, process management, BPM, domain, method, methodology, modelling, DOSOM, security, cloud, computing, clouds, mediation, intermediary, ESB, enterprise, bus, structure, organisation, executive, level, model, collaboration, orchestration, choreography, OASIS, Committee, technical, technology, how to, save, Michael Poulin, feasible
Reader’s Feedback and Opinions:
Feedback Your application to the specific case of requirements generation appears to be novel, and …
Feedback I really like your train of thought, Michael, from SOA to BA. And yes …
Review This book primarily focused on integration of Service Orientation concepts with Business …
Feedback The title of this book is quite appropriate since it is essentially …
Feedback I took another long look at Architects Know What Managers Don’t and …
Feedback After many years of architecture practice and much research, I like to …
Feedback Architecture used to be just about systems and networks, a technical view …
Following this link, you will find recent publications published in InfoQ, Sys-con's SOA World, SOA Web Services, Java Development Journal, other magazines and journals, and in Technology Management. Also, there is a link to recent BLOGs in ebizQ.Read more
Training & e-Courses
You can buy e-courses prepared by Dr. M. Poulin based on his experience and practice in SOA since 1997. The courses cover theoretical, architectural and design aspects of service orientation and Cloud Computing.Read more
Architects Know What
The book is a source of ideas, insights and inspirations for leaders of any organisation; it expands the concepts of service-oriented enterprise formed in Michael’s previous works. He dispels the myths and misconceptions about Business Architecture and debates conventional wisdom blunders..Read more
Ladder to SOE
This book opens up new possibilities for Business and IT to construct business-oriented customer-centric convergent solutions for business problems. The ideas presented in this book were used in the OASIS SOA specification and implemented by various practitioners in the industry..Read more