hmm i have not yet considered the different types of architects (enterprise vs technical, etc). thanks for mentioning that.
how are you finding the transition from medium-to-large company so far? i've only ever worked with small-to-medium companies. mostly under 100 people, although there was that one that was in the 500-1000 range. do you manage a team in some capacity in your role? if not, what is your relationship to peers and people you report to or who you depend on for work?
30+ years of tech, retired from an identity intelligence company, now part-time with an insurance broker.
Dev community mod - mostly light gardening & weeding out spam :)
Personally I would be careful with salami slicing the role of an architect, I mentioned Enterprise Architect in passing as it's typically the only non-technical use of the title, and sometimes derided as such (my apologies to any EAs reading!). Here's a nice take on what architecture looks like from Brian ONeill: brianoneill.blogspot.co.uk/2014/01...
The transition from medium (<100 technical staff in one building) to large (300+ globally) has growing pains, mostly around growing financial accountability still being managed using 100 year old structures, while we try to adopt more agile working processes, an excellent series of blog posts on this difficulty by Leon Tranter: extremeuncertainty.com/category/ma...
I don't line manage a team (I turned that role down, not my idea of fun!), however I do mentor anyone interested in areas where I am the local 'expert', including hopefully my own role so I can retire in the next few years! My relationship with other people across the business is pretty much how Brian describes it: "the role of 'architects' is to collect, cultivate and champion a common architectural approach". So I focus on communication, being directly involved in technical work (code review, security design, etc.), building my reputation and trust with teams who are then happy to share their experiences, good & bad. My colleagues & I can collect and consider these experiences (in working groups, guilds with all interested parties), before championing what we believe are the good things. Hopefully the groundwork pays off and teams will trust us, working for the common good of the business, and everybody gets their pension payments. Sometimes I think I'm engineering people more than technology :)
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hmm i have not yet considered the different types of architects (enterprise vs technical, etc). thanks for mentioning that.
how are you finding the transition from medium-to-large company so far? i've only ever worked with small-to-medium companies. mostly under 100 people, although there was that one that was in the 500-1000 range. do you manage a team in some capacity in your role? if not, what is your relationship to peers and people you report to or who you depend on for work?
Personally I would be careful with salami slicing the role of an architect, I mentioned Enterprise Architect in passing as it's typically the only non-technical use of the title, and sometimes derided as such (my apologies to any EAs reading!). Here's a nice take on what architecture looks like from Brian ONeill: brianoneill.blogspot.co.uk/2014/01...
The transition from medium (<100 technical staff in one building) to large (300+ globally) has growing pains, mostly around growing financial accountability still being managed using 100 year old structures, while we try to adopt more agile working processes, an excellent series of blog posts on this difficulty by Leon Tranter: extremeuncertainty.com/category/ma...
I don't line manage a team (I turned that role down, not my idea of fun!), however I do mentor anyone interested in areas where I am the local 'expert', including hopefully my own role so I can retire in the next few years! My relationship with other people across the business is pretty much how Brian describes it: "the role of 'architects' is to collect, cultivate and champion a common architectural approach". So I focus on communication, being directly involved in technical work (code review, security design, etc.), building my reputation and trust with teams who are then happy to share their experiences, good & bad. My colleagues & I can collect and consider these experiences (in working groups, guilds with all interested parties), before championing what we believe are the good things. Hopefully the groundwork pays off and teams will trust us, working for the common good of the business, and everybody gets their pension payments. Sometimes I think I'm engineering people more than technology :)