Technology Strategy Patterns - Hewitt, Eben Ebook Kędzierzyn-Koźle

Technologists who want their ideas heard, understood, and funded are often told to speak the language of businessâ??without really knowing what that is. This bookâ??s toolkit provides architects, product managers, technology managers, and executives with a shared languageâ??in the form of repeatable, practical patterns and templatesâ??to produce great technology strategies. Author Eben Hewitt developed 39 patterns over the course of a decade in his work as CTO, CIO, and chief architect for several global tech companies. With these proven tools, you can define, create, elaborate, refine, and communicate your architecture goals, plans, and approach in a way that executives can readily understand, approve, and execute. This book covers: Architecture and strategy: Adopt a strategic architectural mindset to make a meaningful material impact Creating your strategy: Define the components of your technology strategy using proven patterns Communicating the strategy: Convey your technology strategy in a compelling way to a variety of audiences Bringing it all together: Employ patterns individually or in clusters for specific problems; use the complete framework for a comprehensive strategy Spis treści: Preface Welcome Intended Audience Purpose of the Book Conventions Used in This Book Using Code Examples OReilly Safari How to Contact Us Acknowledgments Introduction This Is Water Discovering Strategy Driving Strategy with Patterns I. Context: Architecture and Strategy The Origins of Patterns Applying the Patterns 1. Architect and Strategist Business Strategies Marketing at Michelin Acquisition and Integration at Oracle Differentiation at Xerox and Canon The Architects Role Vitruvius and the Principles of Architecture Three Concerns of the Architect Contain entropy Specify nonfunctional requirements Determine trade-offs The Strategists Role The Triumvirate: Strategy, Culture, and Execution Summary II. Creating the Strategy A Logical Architecture of the Creation Patterns 2. Analysis MECE Applying MECE Lists Logic Tree Diagnostic Logic Tree Solution Logic Tree Creating the Tree Problems Versus Opportunities Hypothesis The Five Questions 1. The Conjunct of Propositions Describing the Problem Insights 2. The Semantics Characterizing These Propositions 3. Possible Outcomes 4. Probability of Each Outcome Bayesian probability Deductive reasoning 5. Ease and Impact Scoring Signal and Noise Context Objects and Relations Identity Equality Association Predicate Correlations Causation Strategic Analysis as Machine Learning Summary 3. World Context PESTEL Creating the PESTEL Researching for PESTEL Applying the PESTEL Scenario Planning Steps for Scenario Planning Futures Funnel Backcasting Summary 4. Industry Context SWOT Porters Five Forces Threat of New Entrants Ease of Substitution Bargaining Power of Customers Bargaining Power of Suppliers Industry Rivalry Applying the Five Forces Ansoff Growth Matrix Summary 5. Corporate Context Stakeholder Alignment Determining Stakeholders Determining Drivers Stakeholder List Stakeholder Matrix RACI Alignment Meetings Life Cycle Stage Value Chain Maximizing Efficiency Maximizing value Supporting Functions Applying the Value Chain Revenue diversity Getting your baseline metrics Growth-Share Matrix Core/Innovation Wave Investment Map Summary 6. Department Context Principles, Practices, Tools Principles Example: NASA Strategy Current and Future Model Process Posture Map Current and Future State Operating Model The Principles, Practices, Tools Sankey Diagram Business Process Mapping The Law of the Product of Probabilities Application Portfolio Management Planning with Asset Classes Capability Mapping Business and Technology Attributes Project Heat Map Summary III. Communicating the Strategy 7. Approach Patterns 30-Second Answer Rented Brain Ars Rhetorica Logical Fallacies Ad hominem Affirming the consequent Blind authority Blinding with science Hasty generalization Petitio principii Post hoc, ergo propter hoc Fait Accompli Facing a Cold Audience The Meeting Before Dramatic Structure Establish the Status Quo Create an Inciting Incident The Plan Shock and Awe Deconstruction Three Levels of Problems Three Causes of Problems Semiotics: Signs and Symbols Scopes Without Center The World as System: Synthetic Decomposition Scalable Business Machines Business as System The Origin Theory Aspects of the Scalable Business Machine Action Tool Deliverable Output Outcome Department Business unit Company Executing Define vision and scope Define the departments and customer outcomes Define the activities and deliverables Define the customers Define the principles Define the outputs Assess the Value Chain Define the processes Define the tools Define the roles Define the metrics Create the templates Determine the hotspots Communicate the machines Manage the change Summary 8. Templates One-Slider Use Case Map Directional Costing Rough, Refined, Realistic Estimates Estimate Template Priority Map Technology Radar Build/Buy/Partner Build Buy Partner Due Diligence Internal Use Architecture Definition The Template Metadata Business Architecture Application Architecture Data Architecture Infrastructure Architecture Executable Architectures The definition defense Summary 9. Decks Ghost Deck Ask Deck The ask Imperil the hero Let the data drive Save the hero The ask Appendix Strategy Deck Roadmap Tactical Plan MergeSort Meeting 10. Bringing It All Together Patterns Map Conclusion A. Recommended Reading Strategy Books Consulting Books Philosophy Books Index