Functional Architecture as a discipline has been brewing for a few years now. I have been a “functional architect” for a software application, and have also been involved in functional architecture review of enterprise software programs. I won’t claim to know what functional architecture means in any universal sense, but having done this work, and been in this role, I can describe some functional architecture principles that I know are helpful to making software more valuable in an enterprise context.
Functional architecture has several aspects. Continue Reading
In a recent post about consulting engagements, I talked about some of the challenges with consulting organizations and their standard practices. I thought maybe some might benefit from some insight. These are some specific suggestions for handling these kinds of challenges.
1) Consulting firms have “relationship” managers or “engagement” managers – these are people whose job on the project it is to ensure the customer is satisfied. It is their corporate mission to ensure that your company spends more money with them. They are sales people. They come to your project meetings, with a stated purpose of making sure that the project is smooth and successful. Their “other” purpose is to develop a deeper network in your organization, and to “discover” other opportunities for their firm to “help”. While they may have expertise, industry knowledge, and skills that help your organization, it is worthwhile to question whether they should be billable on your engagement.Continue Reading
My current role is interesting. I am an internal IT consultant in a large financial corporation. As an internal consultant I am free to work on as many projects as I can juggle. My billing is only explicit when I work on capital projects. I spend more time talking than “working”. Most of my working is writing. Yes, making PowerPoint decks is considered writing.
Over the past year, most of my own internal consulting engagements have involved some coaching. Coaching leaders on the business side of our organization through projects with IT entanglement. Coaching IT leaders through adoption of new technology or practice patterns. Coaching project leads into positions of transparency and truth telling. Coaching different kinds of leaders through developing guiding principles that make all the little decisions easier. Interestingly enough, the coaching is not really what I was engaged to do. It simply flowed from my understanding of the needs of individuals in the project context to be successful.
Recently, I have been working with a number of external consultants. Teams, actually. Teams of consultants from big 5 firms. I have been attached to the same project as they have, and to them, I am a SME and a network adapter. I share my knowledge of organizational practice and my interpersonal network with them, so that they can get their deliverables accomplished.
What I often struggle with is the shallow depth of their analysis. Their engagements are short, usually in increments of 6 week intervals. They spend a lot of time collecting data but not really producing information. They have methodologies that I suppose would be effective if the data/information they were fed were appropriately scrubbed and semantically understood.Continue Reading