An architects framework for navigating complexity
0 likes302 views
Deven Gengan discusses navigating complexity as an enterprise architect. He explains that practicing enterprise architecture is challenging due to constantly changing internal and external environments, as well as new technologies. It is critical for architects to use effective decision-making approaches that adapt to different levels of complexity. Gengan is an enterprise architect at Standard Bank navigating complexity across various technologies. He is passionate about architecture frameworks and their real-world applications.
An architects framework for navigating complexity
- 1. An Architect’s Framework for Navigating Complexity Deven Gengan Enterprise Architect – Standard Bank Group
- 2. The Open Group South Africa
- 3. The South African EA Forum Twitter: @EAforumSA #ogza Follow the EA Forum on Twitter… http://opengroup.co.za/ea-forum Our upcoming events
- 4. Leading the development of open, vendor-neutral IT standards and certifications http://opengroup.org/
- 5. Download from the Publications Menu or click on this link
- 6. Deven Gengan Practicing Enterprise Architecture in any organisation is challenging due to the frequently changing market conditions in both the internal and external environments. Cloud, DevOps, continuous development and other elements add to the complexity that Architects need to navigate through. Thus, it is critical for Architects to use effective decision-making approaches that are adaptable and match the complexity of each situation. Deven Gengan is an Enterprise Architect at Standard Bank, navigating complexity across SAP ERP, SaaS and Cybersecurity. He is very passionate about architecture frameworks and their applications in real world scenarios. Deven also leads the agile architecture transformation in Standard Bank. He holds a HDE(UKZN), BSc(UNISA), BSc HONS(UNISA) and is TOGAF certified. http://opengroup.co.za Practicing Enterprise Architecture...
- 7. Complexity
- 8. Introduction One of the most highly developed skills in contemporary Western civilization is dissection: the split-up of problems into their smallest possible components. We are good at it. So good, we often forget to put the pieces together again (Toffler, 1984) …Architecture change journey People Rate of Change Reductionist thinking Abstractness
- 9. Complex Adaptive Systems - Introduction Source: https://doi.org/10.1093/heapro/dar089. x ▪ Interaction ▪ Autonomy ▪ Laws, rules, norms. Intents ▪ Emergence ▪ Attain a goal over time, common behaviour ▪ Far from Equilibrium ▪ Frequent disruptive events ▪ Nonlinear ▪ Insignificant input amplified (butterfly effect) ▪ Self-organization ▪ When disruptive events occur ▪ Co-evolution ▪ Co-evolve with the environment Characteristics “ A dynamic network of many diverse agents constantly acting and reacting to what other agents are doing. Control is highly dispersed and decentralized. Coherent behaviour varies from competition and cooperation from agents themselves. Simple and individual agent activities gives rise to complex behaviour”
- 10. Operating within Complex Adaptive Systems ▪ Multi-strategy approach ▪ Contextualise to the situation ▪ Shared mental models: Values, beliefs, experiences ▪ Sense making framework ▪ Multiple experiences: personal, cultural and business ▪ Adaptive resulting in problem solving styles suited to the context. ▪ Be the change you seek !!
- 11. CYNEFIN - Introduction <Ku-nev-in> ▪ Five contexts based on cause and effect ▪ Obvious/Simple ▪ Sense – categorise - respond ▪ Complicated ▪ Sense – analyse - respond ▪ Complex ▪ Probe – sense - respond ▪ Chaotic ▪ Act – sense - respond ▪ Disorder ▪ No clarity – decompose and move to another context Basics
- 12. CYNEFIN – How to use it ▪ Contextualization: collective sense-making as a consequence of discourse…. ▪ Sense making framework: you ideally want to move from one context to another JAD Brainstorming Motivations Actions Viewpoints Beliefs Traditions Myths User Stories ▪ ▪
- 13. CYNEFIN-How to shift your style (1a/4)
- 14. CYNEFIN-How to shift your style (1b/4) Context Properties Your Job Danger Signals Response to Danger Signals Simple Repeating patterns and consistent events Clear cause and effect, right answer exists to all Known Knowns Fact-based management Sense, categorize, respond Proper processes in place Delegate Communicate, clear, direct ways Complacency and comfort Desire to make complex problems simple Entrained thinking No challenge of wisdom Overreliance on best practice if context shifts Communication channel to challenge orthodoxy Stay connected without micromanaging Don’t assume things are simple Recognize value and limitations of best practice
- 15. CYNEFIN-How to shift your style (2a/4)
- 16. CYNEFIN-How to shift your style (2b/4) Context Properties Your Job Danger Signals Response to Danger Signals Complicated Expert diagnosis required Cause-and-effect relationships discoverable but not immediately apparent to everyone; more than one right answer possible Known unknowns Fact-based management Sense, analyze, respond Create panels of experts Listen to conflicting advice Experts overconfident in their own solutions or in the efficacy of past solutions Analysis paralysis Expert panels Viewpoints of nonexperts Excluded Encourage external and internal stakeholders to challenge expert opinions to combat entrained thinking Use experiments and games to force people to think outside the familiar
- 17. CYNEFIN-How to shift your style (3a/4)
- 18. CYNEFIN-How to shift your style (3b/4) Context Properties Your Job Danger Signals Response to Danger Signals Complex Flux and unpredictability No right answers; emergent instructive patterns Unknown unknowns Many competing ideas A need for creative and innovative approaches Pattern-based leadership Probe, sense, respond Create environments and experiments that allow patterns to emerge Increase levels of interaction and communication Use methods that can help generate ideas: Open up discussion ; set barriers; stimulate attractors; encourage dissent and diversity; and manage starting conditions and monitor for emergence Temptation to fall back into habitual, command-and control mode Temptation to look for facts rather than allowing patterns to emerge Desire for accelerated resolution of problems or exploitation of Opportunities Be patient and allow time for reflection Use approaches that encourage interaction so patterns can emerge
- 19. CYNEFIN-How to shift your style (4a/4)
- 20. CYNEFIN-How to shift your style (4b/4) Context Properties Your Job Danger Signals Response to Danger Signals Chaotic High turbulence No clear cause-and- effect relationships, so no point in looking for right answers Unknowables Many decisions to make and no time to think High tension Pattern-based leadership Act, sense, respond Look for what works instead of seeking right answers Take immediate action to re-establish order (command and control) Provide clear, direct Communication Applying a command-and- control approach longer than needed “Cult of the leader” Missed opportunity for innovation Chaos unabated Set up mechanisms (such as parallel teams) to take advantage of opportunities afforded by a chaotic environment Encourage advisers to challenge your point of view once the crisis has abated Work to shift the context from chaotic to complex
- 21. Questions
- 22. References Complexity and Cynefin framework ▪ Making sense of IS with the Cynefin framework, Helen Hasan and Alanah Kazlauskas ▪ Agile success factors, Prof. Martin Kroop and Andreas Meier ▪ EA as five activities, Matthew Ford Kern ▪ Exploring the use of the cynefin framework to inform software development approach decisions, Rory O’Connor and Marion Lepmets ▪ On understanding software agility-a social complexity point of view, Joseph Pelrine ▪ Strategy in the context of uncertainty, Dave Snowden ▪ Coordination in large-scale agile software development: A multiteam systems perspective, Alexander Scheerer, Tobias Hildenbrand and Thomas Kude ▪ The new dynamics of strategy:sense-making in a complex and complicated world, CF Kurtz, DJ Snowden ▪ Making sense in a complex landscape, Eric van Beurden, Annie Kia, Avigdor Zask, Uta Dietrich, Lauren Rose ▪ Resilience, Adaptation and Improvision, Tor Grotan, Fred Storseth, Maren Ro, Ann Skjerve Mindfulness and Leadership ▪ The New Alpha: Join the Rising Movement of Influencers and Changemakers Who are Redefining Leadership. Danielle Harlan ▪ A Fearless Heart: How the Courage to Be Compassionate Can Transform Our Lives. Thupten Jinpa ▪ Siddhartha's Brain: Unlocking the Ancient Science of Enlightenment. James Kingsland