EA Talk on Managing Complexity

Editor's Notes

• #3: There are actually three contrasting agendas, but we’ll save the third agenda until later in the presentation. It is not clear to what extent the third agenda still counts as EA.1. simplify around single (simple) business model: single definition of 'market' qua single-sided market.2. differentiate business models and integrate to span their differences: multiple definitions of 'market' qua single-sided markets.3. differentiate business models AND differentiate the modes of integration: multiple 'markets' within multiple contexts-of-use qua multi-sided markets.(PJB)
• #4: http://csis.pace.edu/~marchese/cs615sp/L3New/L3new.htmlhttp://en.wikipedia.org/wiki/Zachman_Framework
• #7: Function versus data CRUD matrixhttp://msdn.microsoft.com/en-us/library/aa480036.aspx
• #8: http://msdn.microsoft.com/en-us/library/aa480036.aspx
• #11: There are actually three contrasting agendas, but we’ll save the third agenda until later in the presentation. It is not clear to what extent the third agenda still counts as EA.1. simplify around single (simple) business model: single definition of 'market' qua single-sided market.2. differentiate business models and integrate to span their differences: multiple definitions of 'market' qua single-sided markets.3. differentiate business models AND differentiate the modes of integration: multiple 'markets' within multiple contexts-of-use qua multi-sided markets.(PJB)
• #15: 3. differentiate business models AND differentiate the modes of integration: multiple 'markets' within multiple contexts-of-use qua multi-sided markets
• #18: i.e. really bad at dealing with differentiated integration....Therefore need for new ideas
• #21: http://rvsoapbox.blogspot.com/2010/10/selling-business-architecture.html
• #24: http://thecelebration.blogspot.com/2010/11/new-urbanism-christopher-alexander.htmlhttp://www.natureoforder.com/teachers/givens/exercise2.htm
• #26: Operating Model Quadrants (Adapted by Clive Finkelstein from Figure 2.3 of “Enterprise Architecture as Strategy”)http://esvc000904.wic047u.server-web.com/ten/ten38.htmhttp://rvsoapbox.blogspot.com/2010/05/differentiation-and-integration.html
• #27: http://www.leeds.ac.uk/educol/documents/00001237.htm
• #28: http://www.cybsys.co.uk/ProtoforMeta.htm
• #29: Richard Veryard and Philip BoxerMetropolis and SOA GovernanceMicrosoft Architect JournalJuly 2005http://msdn.microsoft.com/en-us/architecture/aa480051.aspx
• #30: Philip Boxer and Richard VeryardTaking Governance to the EdgeMicrosoft Architect JournalAugust 2006http://msdn.microsoft.com/en-us/architecture/bb245658.aspxhttp://www.asymmetricdesign.com/archives/29
• #31: http://www.trainmor-knowmore.eu/75D2E63A.en.aspxhttp://www.anecdote.com.au/archives/2006/02/knowledge_hoard.htmlThe I-space² is a model describing how knowledge moves from being undiffused (ie only known by a few people) and concrete (ie very specific to a single situation) to becoming more abstract (ie. generalised to apply to more situations) and codified (ie. more able to be articulated). At point 3 on the diagram the knowledge has maximum value to an organisation because it can be applied in a variety of ways to a range of problems but hasn’t leaked (diffused) to its competitors. It is inevitable, however, that if the knowledge is valuable it will soon become common knowledge. In the case of the lawyers, the idea of using collaboration software to get all parties together can quickly arrive at point 3 but as soon as the solution is implemented the knowledge is diffused and available to everyone—competitive value diminished rapidly.Boisot’s argument is that organisations which operate in a slow moving environment, such as flute makers where the way flutes have been made hasn’t changed in a century, should do whatever it takes to protect their intellectual property including doing everything to retain their master craftspeople. Fast moving industries require a different strategy: keep your mean time at point 3 as high as possible. This requires an organisation to continually rotate through the I-space spiral with new ideas—constant innovation.
• #32: http://www.locatearchitects.co.uk/seda-lg.htm
• #34: Richard Veryard and Philip BoxerMetropolis and SOA GovernanceMicrosoft Architect JournalJuly 2005http://msdn.microsoft.com/en-us/architecture/aa480051.aspx
• #35: http://news.bbc.co.uk/1/hi/uk/8308634.stmhttp://www.asymmetricdesign.com/archives/114
• #36: The example here comes from working with a computing services business with banking customers. The customer was operating in a problem domain in which the fundamental concern with managing risk required them to manage two kinds of problem - looking for market inefficiencies that could create investment opportunities for the bank, and managing the ‘value at risk’ associated with existing investments.At the bottom of the diagram is ‘data warehousing’, understood to be a generic service that can be provided in a way that does not require knowledge of the specific bank’s situation, and ‘c-level‘ (it is always rising) is the level above which the bank’s specific context-of-use can no longer be ignored. In between c-level and the problem domain is a knowledge domain, in which knowledge about the bank’s context-of-use enables cKP-type services to be offered. The situations within this knowledge domain then identify opportunities for the supplier to provide services that cumulatively build on each other to meet their larger need in the problem domain.This is an effects ladder, and it provided the bank customer and the computing services supplier with a framework within which to build a shared picture of the bank’s context-of-use. http://www.asymmetricdesign.com/archives/82
• #37: http://www.asymmetricdesign.com/archives/82
• #38: http://www.theregister.co.uk/2011/02/16/nokia_had_choices_but_couldnt_take_them/
• #40: http://www.asymmetricdesign.com/archives/72