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Limiting stakeholders to the visible, the supportive and those whose power you want to see is common. So are failed architecture projects. Effective enterprise architecture requires you to identify real stakeholders and to ensure their real concerns are addressed. Even if they are hostile or indifferent. Business transformation, especially in finance and government, is filled with invisible, hostile and indifferent stakeholders - lets explore how to find and address them. Key Takeaways: Spotting invisible and hostile stakeholders Crafting an architecture that addresses the real set or real requirements When to wear body armor to meetings Originally presented at the Open Group conference in Philadelphia on July 17.
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Invisible & Negative StakeholdersThe Open Group Philadelphia 2013
Invisible & Negative stakeholders2
Our goalsspotting invisible & hostile stakeholders
crafting an architecture that addresses the real set of real requirements
when to wear body armour to meetings
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BaselineWhy are we here
<50% of architecture teams survive to creating value
<10% of architecture teams produce value
Far too often we are wasting everyone’s timeenterprise architecture is not aligned to stakeholder, stakeholder requirement, business strategy, business objective
Far too often it is for a basic reasonWe solve the wrong problem by addressing the preferences of the wrong set of stakeholders
Far too often the preferences addressed are parochial
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What is your problem?All architecture based on change
All change based on having a problem to solve
Do you know the problem you are trying to solve?
Do you understand the problem you are trying to solve?
Why hasn’t it been solved?
Who wants it solved?
How does it align to the organization?
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Common stakeholder identification
Think about recent failed projects
Who were the stakeholders whom were engaged?Those readily visible?
Those directly aligned to the problem in the organization chart?
Those who where supportive of the sponsor’s goal?
Those whose power we wanted to use?
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Real stakeholderFavorite definitions
Anyone who can cause your project to fail
Anyone who can stop you
Anyone who controls key resources you need to succeed
Anyone with significant influence on resources who have a competing answer to higher level goals
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Organizations have finite resources
We usually havemore money than time
more time than energy
a focus on the immediate
What resources were you worried about?Budget?
Scarce human resources?
Even scarcer change leadership?
Do you know who has control of change leadership?
If not, you may be missing your most significant stakeholder www.conexiam.c
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Baseline of classification
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Baseline of classification
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These menaces show-up early & often they are a
distraction.They want you but
you don’t need them
If you ever find one of these, celebrate:
Power & directly interested in the
initiatives outcome… wow
Our grief:Power & they just don’t care
about your initiative
Don’t Care & Have Power:home of the invisible &
negativeAttribute of power
Control scarce resourcesDirect or indirect control
Attribute of caringThey always have a competing initiative
Central problemCompetition for scarce resources that will be allocated
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Paths forwardFailure path
Game the system by framing your initiative in terms that make it look like it is aligned, supportive, or enabling
Success path
Do architectureSounds easy when you say it very fast
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Real stakeholders & real requirements
Very powerful identification toolsSimplify the OMG Business Motivation Model
Goal / Objective / Course of Action
Account for every significant Course of Action
Place your problem’s possible answer as a Course of Action
Identify every significant Objective owner
StrategyKaplan Strategy Map &/or Value Chain
Place your problem within the strategy map &/or value chain
Identify the basic framing of your problem & how it contributes the strategy or value creationProductivity / Growth / Cost / Value / Efficiency / Effectiveness
Simplify the TOGAF Stakeholder MapPower / Interest / Concern
Account for every significant Objective owner using the competitive positioning of their Course of Action
Have a Taxonomy of Concerns (SABSA’s BAP is a start)
Articulating Stakeholder Requirements for their identified Concernswww.conexiam.c
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Measure Linkage Stakeholder Population 1
Stakeholder Population 2
Business Element
Requirement Need 1 Need 2 … Need 3 …
Business Element 1
Requirement 1 Value Statement 1
Value Statement 2
Requirement 2 Value Statement 3
Business Element 2
Requirement 3 Value Statement 4
Requirement 4 Value Statement 5
Requirement 5 Value Statement 6
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Value Statement: the relationship between a business behavior element – business requirement pair and a stakeholder “need”A value statement must be resolved to an outcome that contributes to meeting the associated needThe resolution is what you do when architecting
Conexiam Navigate™ Business Alignment Model
Center of great architectureTrade-off / Resolution
Address the real set of Concerns & RequirementsTOGAF talks about iteration
It is talking about architecture trade-off
You will needto extend the stakeholder map to know which preferences a stakeholder will exercise power to obtain
to understand the traceability / linkage / trade-off between competing preferencesto strongly identify with all of your stakeholdersIdentification & Empathy: those soft skills everyone talks about
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What you will findComplete lack of alignment
Parochial interests
Your blinders & biases
Most importantly you will find what really mattersone of the most powerful architecture deliverables
the basis of governance
often very unwelcomeespecially to those who have parochial interests
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SummaryLook for your stakeholders systematically
invisible stakeholders become visible
hostile stakeholders preferences will become part of your architecture development Often their preferences will triumph
The real set of real requirementsseems obvious
requires trade-off
requires stakeholders to make the call
When to wear body armour to meetingsGood architecture is not a decision making role
Architecture often has a messenger roleClassic phrase: “Shoot the messenger”Sophocles: "No one loves the messenger who brings bad news”Plutarch's Lives: "The first messenger that gave notice of Lucullus's coming was so far from pleasing Tigranes that he had his head cut off for his pains...” www.conexiam.c
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Intellectual property noticesTOGAF® used under license
TOGAF is a registered trademark of The Open Group
Navigate™ & Pilot™ are trademarks of Conexiam
© Conexiam, 2012
Navigate™ EA Capability | www.conexiam.com17
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Complex business
Complex problems
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Contact us:http://www.conexiam.com/?q=contact
Messengers
Tigranes II, more commonly known as Tigranes the Great was emperor of Armenia (140–55 BC)Lucius Licinius Lucullus (118 – 57/56 BC) over twenty years of almost continuous military and government service, he became the main conqueror of the eastern kingdoms, exhibiting extraordinary generalship in diverse situations. Lucullus, demanded the expulsion of Mithridates by Tigranes – the subsequent wars failed to capture either Mithridates or Tigranes & Lucullus was eventually replaced by Pompey
None of this helped the messenger & Plutarch
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http://search.dilbert.com/comic/Messenger
