In this post, which is a continuation of my previous one; I want to comment some of the 101 lessons expressed by Roger Evernden in his book “101 Lessons from Enterprise Architecture”.

“101 Lessons from Enterprise Architecture is a bit tongue-in-cheek, and it’s certainly a departure from some of my other writings about the subject, but I hope you enjoy reading it as much as I enjoyed writing it!” (Evernden, 2015),

Value depends more on dynamic elements that static ones

“The components and structure of an architecture or design are important as a foundation. But without relationships and interfaces between the parts they lack energy.

A design is useful and worthwhile because it does something – it has a purpose. The static elements alone are like a mortgage: no-one wants a mortgage; they want what the mortgage offers, the possibility of buying a home.

Static elements provide a basis. The connections make it interesting – they provide dynamics, interaction, energy, and potential” (Evernden, 2015).

Dynamic is something capable of action and/or change; static on the other hand means fixed or stationary. EA requires change agents to drive toward the company goals and objectives.

Slow, Inaccurate and brilliant

“It was Einstein who first said that “Computers are incredibly fast, accurate and stupid. Human beings are incredibly slow, inaccurate and brilliant. Together they are powerful beyond imagination.”

Architectures and designs should work well with people. They should allow time for people to interact, to reflect, to think, and to imagine. Allow for people making mistakes, misunderstanding, losing concentration, and being brilliant” (Evernden, 2015).

Enterprise Architecture is not only about IT or business, it is about people doing things together.

Make Steady and sure progress

“Activities nearly always take longer than we expect. Work out how long you think it will take, and then add another 20 to 50%. And even then, half the time you will need to add another 20 to 50%.

The important thing is that we do make sure and steady progress – one step at a time – until the task is complete. Take the time to measure progress towards your target. If you’re not making progress, make the changes necessary to ensure progress towards a goal or objective” (Evernden, 2015).

(Ross, Weill, & Robertson, 2006) Indicates to build the foundation for execution one project at a time. A company may need a quick survival transition, but big or massive changes are costly and very risky.

Certainty is a rarity

“We rarely know exactly how people are going to use designs or architectures. Although we seek certainty, ambiguity is the norm.

Certainty may simplify, but it can also lead to predictable, dull and boring. Embrace uncertainty. It could be said that uncertainty, ambiguity, imprecise requirements and unclear goals are the type of things that drive creativity, innovation, and originality in our solutions” (Evernden, 2015).

Changes are the constant in the actual world. Many of the decision making in the enterprise are done as well educated guesses or considering the Latin phrase Ceteris Paribus.

There is no single solution

“The “correct” solution is always open to interpretation. It is always possible to think of alternatives. And it is always possible that there is a better solution; or a worse solution. And there’s always room for improvement. That’s how things evolve.

Look beyond your first ideas. Consider substitute or complementary ideas. Allow others to make suggestions and improvements” (Evernden, 2015).

EA faces complex problems for which solutions depend of their context and other multiple factors; architects need to make trade-offs.

Right or wrong

“Designs and solutions are appropriate, or unsuitable, fit for purpose, relevant, better or worse, good or bad, within budget or not, delivered on time or late – but not right and not wrong.

Wrong in one context might be right in another. Define criteria that can be used to evaluate a design to judge how well it meets the need or requirement. Also use these criteria to assess the relative merits of alternative designs” (Evernden, 2015).

“Good judgement comes from experience, and a lot of that comes from bad judgement” (Will Rogers).

I know that many of you, reading these lines will agree with the lessons expressed by Mr. Evernden; many others will not or not completely, but they surely are something to talk about and to keep learning.

References

Evernden, R. (2015). 101 Lessons from Enterprise Architecture. Kindle Edition.

Ross, J. W., Weill, P., & Robertson, D. S. (2006). Enterprise Architecture as Strategy. Boston: Harvard Business Review Press.