| Preface |
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xvii | |
| Acknowledgments |
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xxi | |
| About the Author |
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xxiii | |
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Part I Relationship Skills |
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1 | (116) |
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Chapter 1 Gracious Behavior |
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3 | (22) |
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How Would Others Describe You? |
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3 | (1) |
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4 | (2) |
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The Road to Becoming a Gracious Professional |
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6 | (17) |
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Choosing Relationships over Correctness |
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6 | (3) |
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9 | (1) |
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10 | (3) |
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Life or Death for Effective Communications |
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13 | (2) |
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Integrity and Honesty Without Bluntness |
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15 | (2) |
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Don't Bury Issues---They Will Come Back |
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17 | (2) |
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Provide a Professional Service |
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19 | (1) |
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20 | (3) |
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23 | (1) |
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23 | (2) |
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25 | (22) |
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26 | (5) |
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27 | (1) |
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28 | (1) |
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29 | (1) |
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29 | (1) |
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Avoid the Feeding Frenzy on Imperfections |
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30 | (1) |
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31 | (10) |
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31 | (2) |
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Establishing Trust in the Sales Process |
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33 | (1) |
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Reserve Your No's for Special Occasions |
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33 | (3) |
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Avoid the Urge to Get Defensive |
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36 | (1) |
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Hear Suggestions as Collaborative Improvements |
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36 | (1) |
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Learn Others' Communication Needs, Including Your Own |
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37 | (3) |
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40 | (1) |
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Communicating with Executives |
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41 | (4) |
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Executives Thrive on Trust, Loyalty, and Consistency |
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41 | (1) |
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Prefer Clarity over Completeness |
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42 | (1) |
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Don't Surprise Executives |
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43 | (2) |
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45 | (1) |
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45 | (2) |
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47 | (22) |
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48 | (4) |
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48 | (1) |
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49 | (1) |
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Delegate Authority, Not Accountability |
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49 | (1) |
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Seek Help When You Are in over Your Head |
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50 | (1) |
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51 | (1) |
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Do the Right Thing Even When It's Hard |
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51 | (1) |
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52 | (5) |
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Listen to Your Gut Feelings |
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52 | (1) |
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52 | (2) |
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Don't Find the Differences |
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54 | (1) |
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54 | (1) |
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If General Agreement is Not Possible, Make Everyone Slightly Unhappy |
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55 | (1) |
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Use Negotiation as a Means of Improvement |
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56 | (1) |
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57 | (5) |
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57 | (1) |
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Know How to Surf the Organization |
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58 | (2) |
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Seek a Collaborative Context for Key Decisions |
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60 | (1) |
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61 | (1) |
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Let Others Understand Your Thinking |
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62 | (1) |
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62 | (4) |
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Ongoing Defense of the Decision |
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63 | (1) |
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Maintaining an Architecture Decision Log |
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63 | (1) |
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Sometimes You Win, Sometimes You Lose |
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64 | (1) |
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65 | (1) |
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66 | (1) |
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67 | (2) |
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69 | (24) |
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70 | (6) |
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71 | (1) |
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Establish a Common Vision |
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71 | (1) |
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Establish Strategic Partnerships (Bring Safety Through Relationships) |
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72 | (1) |
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Eat Your Own Dog Food (Bring Safety to What You Say) |
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73 | (1) |
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Perceive Risk, Assess Impact, and Act (Bring Clarity to Risk) |
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74 | (1) |
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Deal with Risk Appropriately: What Is a Firecracker Versus an Atomic Bomb? (Bring Clarity to Impact) |
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75 | (1) |
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76 | (4) |
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76 | (1) |
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Present Visualizations of Information |
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76 | (1) |
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Lead by Keeping Things Focused |
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77 | (1) |
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78 | (1) |
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Following the Crowd (Looking for Opportunities to Leverage) |
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79 | (1) |
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Focus Executives on Vision, Not Conflict Resolution |
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80 | (1) |
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80 | (5) |
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Capitalize on Organizational Momentum |
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80 | (1) |
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81 | (1) |
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82 | (1) |
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82 | (2) |
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Ask for Forgiveness or Ask for Permission |
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84 | (1) |
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85 | (4) |
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Allow Others to Contribute (Don't Mandate) |
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85 | (2) |
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Engage Others Through Influence |
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87 | (1) |
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Enable Others to Take Ownership |
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88 | (1) |
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89 | (1) |
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89 | (1) |
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90 | (3) |
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93 | (24) |
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93 | (1) |
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The Political Marketplace |
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94 | (4) |
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98 | (6) |
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Align with Strategic Company Directions |
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98 | (1) |
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Understand the Cultural Context That Surrounds You |
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99 | (1) |
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Address Others' Concerns Early |
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100 | (2) |
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Believe in What You Are Selling |
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102 | (1) |
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103 | (1) |
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Relationships (Context with Others) Matter |
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103 | (1) |
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104 | (4) |
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105 | (1) |
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Avoid Compromising Your Values |
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105 | (1) |
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106 | (1) |
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Operate with Transparency |
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106 | (1) |
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106 | (1) |
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Help Others and Don't Expect Anything in Return |
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107 | (1) |
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Realize That Life Is Reflexive |
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107 | (1) |
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108 | (3) |
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Help Others Achieve Their Objectives |
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108 | (1) |
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Learn to Enjoy the Journey (Not Just the Destination) |
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108 | (1) |
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Strive for Excellence in the Areas That Matter |
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109 | (1) |
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Be Willing to Compromise on Lower-Priority Goals |
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109 | (1) |
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Don't Take Offense to Poor Behavior |
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110 | (1) |
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Confront Interpersonal Issues Privately |
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111 | (1) |
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111 | (4) |
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Execute Things in a Timely Fashion |
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112 | (1) |
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Failure Today Does Not Mean You Will Not Succeed Tomorrow |
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113 | (1) |
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Realize That Politically, You Will Not Always Win |
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113 | (1) |
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114 | (1) |
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Becoming a Good Politician |
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115 | (1) |
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116 | (1) |
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117 | (58) |
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119 | (20) |
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Architects Live in a Glass House |
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119 | (2) |
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121 | (1) |
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121 | (5) |
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121 | (1) |
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Acknowledge Your Weaknesses |
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122 | (2) |
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Acknowledge Your Strengths and Interests |
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124 | (1) |
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Beat the Crowd to Your Boss |
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125 | (1) |
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126 | (7) |
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Let Executives See All the Cards |
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126 | (2) |
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Architects Bring Transparency and Clarity to Many Areas |
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128 | (1) |
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Architects Bring Discovery to Acquisition |
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129 | (4) |
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133 | (3) |
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Give Credit to Others Where Credit Is Due |
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133 | (1) |
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Be Consistent in What You Say |
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134 | (1) |
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Apologizing Demonstrates Transparency |
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135 | (1) |
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Learn to Hear Before You React (Seek Transparency) |
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135 | (1) |
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Allow Others to Be Transparent with You |
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136 | (1) |
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Becoming a Transparent Architect |
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136 | (1) |
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137 | (2) |
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139 | (18) |
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140 | (1) |
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141 | (4) |
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141 | (2) |
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Persistence and Passion: The Ultimate Killer Combination |
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143 | (1) |
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144 | (1) |
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145 | (1) |
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145 | (6) |
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Watch for Opportunity: It Usually Seeks You and Speaks Quietly |
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146 | (1) |
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147 | (1) |
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Choose Areas That You Are Passionate About |
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148 | (1) |
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Change: The Kick in the Pants to Get You Moving Again |
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149 | (1) |
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Lack of Passion Acts as a Ceiling to Your Career |
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150 | (1) |
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Do the Hard Things Well and Give It Everything You Have |
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151 | (1) |
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Passion: The Internal Fuel That Supplies Drive |
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151 | (1) |
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151 | (2) |
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Ignore the Critics: It's Your Passion, Your Vision ---Not Theirs |
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152 | (1) |
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152 | (1) |
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What Is One Thing You Can Do Today to Pursue Your Passion? |
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153 | (1) |
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Learn to Jump in and Enjoy the Ride |
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154 | (1) |
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Becoming a Passionate Architect |
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155 | (1) |
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156 | (1) |
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Chapter 8 Context Switching |
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157 | (18) |
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160 | (2) |
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160 | (1) |
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Be Aware of Your Weaknesses |
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161 | (1) |
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There's More to Life Than Work |
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161 | (1) |
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The Myth of Multitasking Efficiency |
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161 | (1) |
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Keep the Adrenaline in Check: Sloooow Down |
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162 | (1) |
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Architectural Awareness Context |
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162 | (2) |
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162 | (1) |
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Seek Proper Coupling and Cohesion |
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162 | (2) |
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Constantly Build Your Context |
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164 | (1) |
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164 | (3) |
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165 | (1) |
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165 | (1) |
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Deliver the Bad News Early |
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166 | (1) |
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If They Owned the Company, What Would They Do? |
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166 | (1) |
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Decision Awareness Context |
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167 | (2) |
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Do They Already Have the Problem Solved? |
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167 | (1) |
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Do They Know Which Alternatives Are Possible? |
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167 | (1) |
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Have Others Already Weighed in on the Decision? |
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168 | (1) |
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Be a Neutral Third Party, Even When It Is a Disadvantage |
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169 | (1) |
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169 | (1) |
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169 | (1) |
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Bring in Others (Now), If Needed |
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169 | (1) |
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169 | (2) |
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170 | (1) |
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170 | (1) |
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Sometimes Play Good Cop, Bad Cop |
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170 | (1) |
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Supply Background Information |
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170 | (1) |
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171 | (2) |
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171 | (1) |
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172 | (1) |
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Learn to Surf the Avalanche |
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172 | (1) |
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Seek Out Dedicated Resources |
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173 | (1) |
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Which Assumptions Are You Making? |
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173 | (1) |
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Becoming a Context-Aware Architect |
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173 | (1) |
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174 | (1) |
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175 | (68) |
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Chapter 9 Business Knowledge |
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177 | (16) |
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179 | (4) |
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Marketing, Finance (ROI), and Sales |
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179 | (2) |
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Consider Getting a Business Degree |
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181 | (2) |
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Understanding Your Company |
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183 | (2) |
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Know Your Product's Value Proposition |
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183 | (1) |
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Know How Your Company Makes Money |
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184 | (1) |
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Understand Your Company's History/Culture |
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184 | (1) |
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Understanding Your Customers |
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185 | (3) |
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Consider Going on a Customer Visit, Sales Call, or Helping Staff a Booth at a Trade Show |
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185 | (2) |
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Consider Watching Usability Studies, Product Concept Interviews, or Other Customer Product Evaluations |
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187 | (1) |
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Consider Using Agile Techniques |
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188 | (1) |
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Understanding Your Domain |
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188 | (2) |
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188 | (2) |
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Understand Your Domain in the Business Context |
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190 | (1) |
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Help the Business Better Understand Technology |
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190 | (1) |
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Becoming a Business-Savvy Architect |
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191 | (1) |
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192 | (1) |
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193 | (20) |
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194 | (1) |
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195 | (5) |
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195 | (2) |
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197 | (1) |
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What Would You Do? (Given No Constraints, Don't Try to Posture) |
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198 | (1) |
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Encourage Others to Think and Be Open |
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199 | (1) |
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Be Prepared for the Naysayers |
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200 | (1) |
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Avoid the Naysayers and Find a Safe Place to Think |
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200 | (1) |
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Developing an Internal Compass |
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200 | (4) |
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200 | (1) |
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201 | (1) |
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Listen to the Customer Closely, But Maintain Your Own Vision |
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201 | (1) |
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Listen to Others (Collaborate) |
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202 | (1) |
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Can You Make a Baby Step Today? |
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202 | (1) |
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No Is Okay for Today: Keep Plugging Along, Because Yes Will Come |
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203 | (1) |
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Blending Essential Concepts |
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204 | (6) |
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204 | (1) |
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Crazy Ideas Help You Discover the Real Boundaries |
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205 | (1) |
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205 | (1) |
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206 | (1) |
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Innovation and Clustering: Getting the Right Group of Things Together |
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206 | (1) |
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207 | (1) |
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Simplification Is the Essence of Intellectual Property |
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207 | (1) |
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Consider the Problem Before the Solution |
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208 | (1) |
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209 | (1) |
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209 | (1) |
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Is It Strategic or Tactical? |
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210 | (1) |
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Becoming a Innovative Architect |
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210 | (1) |
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211 | (2) |
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213 | (14) |
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Pragmatic Architecture Defined |
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213 | (1) |
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214 | (3) |
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Work with the Business to Determine Feature Priority |
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215 | (1) |
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Help Executives Make the Right Decision |
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216 | (1) |
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216 | (1) |
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Sometimes, You Just Need to Start with a Concept |
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216 | (1) |
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Use Agile Processes as a Means to Pragmatism |
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216 | (1) |
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217 | (4) |
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Differentiate Between Possible and Feasible |
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217 | (2) |
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Ask Yourself Key Questions About Every Decision |
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219 | (1) |
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220 | (1) |
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220 | (1) |
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Work with Operations to Determine Efficiency |
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220 | (1) |
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Observe Other Projects to Determine What Is Acceptable to Sacrifice |
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221 | (1) |
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221 | (3) |
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Document Agreed-Upon Resolutions |
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221 | (2) |
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Present Multiple Alternatives and Make a Recommendation |
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223 | (1) |
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Use Transparency to Level Expectations |
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223 | (1) |
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Develop Rules of Thumb for Sizing Projects |
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223 | (1) |
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Becoming a Pragmatic Architect |
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224 | (1) |
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225 | (2) |
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227 | (16) |
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227 | (1) |
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Finding and Establishing a Compelling Destination |
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228 | (4) |
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228 | (2) |
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Crafting a Compelling Story from Vague Facts |
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230 | (1) |
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231 | (1) |
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Developing and Establishing a Strategic Roadmap |
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232 | (3) |
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Mapping the Route to Your Vision |
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233 | (1) |
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Establishing Strategies to Support the Vision |
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234 | (1) |
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Establishing Aligned Partners |
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235 | (3) |
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Vision Requires Alignment |
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235 | (1) |
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Vision Requires Key Stakeholders |
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236 | (1) |
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237 | (1) |
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238 | (3) |
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Using Vision to Increase ROI as a Strategy |
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238 | (1) |
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Using Vision to Instill a Sense of Purpose |
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239 | (1) |
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Applying Vision During Project Estimation |
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240 | (1) |
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Developing a Spending Envelope (Scoping the Vision) |
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240 | (1) |
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Becoming an Architect with Vision |
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241 | (1) |
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241 | (2) |
| Index |
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243 | |
Lisainfo e-raamatute kohta