Featured Wisdom:
  • An architecture that is merely a PDF with a couple of generic line-box-arrow diagrams coupled with a few colorful "pancake" pictures isn't really an architecture. It's a marketing glossy. A white paper is too generic to be passed off as a real solution to a real problem.

    Architecture is Not: A White Paper

    An architecture that is merely a PDF with a couple of generic line-box-arrow diagrams coupled with a few colorful “pancake” pictures isn’t really an architecture. It’s a marketing glossy. A white paper is too generic to be passed off as a real solution to a real problem.

  • There is much to recommend about changing how we create, deploy and offer our services and products to customers. Yet there is an entire consulting industry built around avoiding the pitfalls of cloud.

    Cloud in a Box

    There is much to recommend about changing how we create, deploy and offer our services and products to customers. Yet there is an entire consulting industry built around avoiding the pitfalls of cloud.

  • Title inflation/mis-direction is vermicious. Like a Knid.

    10 Signs You’re Not REALLY a Director of IT

    Title inflation/mis-direction is vermicious. Like a Knid.

  • As technology architecture professionals, we can only be successful and valuable to those who pay us if we frame our work in terms of capabilities at the outset. If we start with details, we'll ultimately fail.

    A Capabilities-based Architecture

    As technology architecture professionals, we can only be successful and valuable to those who pay us if we frame our work in terms of capabilities at the outset. If we start with details, we’ll ultimately fail.

  • An architecture for a solution requires understanding the problem at hand well enough that solving it can be described in terms that everyone understands. The architect speaks in terms of capabilities, not products.

    Architecture is Not: A Proof of Concept

    An architecture for a solution requires understanding the problem at hand well enough that solving it can be described in terms that everyone understands. The architect speaks in terms of capabilities, not products.

  • What would it take for your business to view IT as a valuable, essential partner instead of an annoying cost-center that they're forced to deal with? Wouldn't that be better for you and better for them?

    IT Made Simple

    What would it take for your business to view IT as a valuable, essential partner instead of an annoying cost-center that they’re forced to deal with? Wouldn’t that be better for you and better for them?

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