12ESSENTIALSKILLSFORSOFTWAREARCHITECTS

Relationship Skills;Personal Skills;Business Skills;This page intentionally left blank2 ESSENTIAL SKILLSFOR SOFTWAREARCHITECTSDA∨ E HENDRICKSENWAddison-WesleyUpper Saddle river,NJ· Boston· Indianapolis·San上 ranciscoNew york· Toronto· Montreal· London· Munich· Paris· MadridCapetown. Sydney Tokyo. Singapore. Mexico CityMany of the designations used by manufacturers and sellers to distinguish their productsare clained as trademarks. Where those designations appear in this book, and the publisherwas aware of a trademark clail, the designations have been printed with initial capilal lelters or in all capitals.The author and publisher have taken care in the preparation of this book, but make noexpressed or implied warranty of any kind and assume no responsibility for errors or omissions. No liability is assumed for incidental or consequential damages in connection with orarising out of the use of the information or programs contained hereinThe publisher offers excellent discounts on this book when ordered in quantity for bulkpurchases or special sales, which may include electronic versions and/or custom covers andcontent particular to your business, training goals, marketing focus, and branding interestsFor more information, please contactU.S. Corporate and government sales(800)382-3419salesFor sales outside the United States please contactInternational Salesinternational@pearson.comVisit us on the wcb: informit. com/ayraryaloging-in-Publication data2 essential skills for software architects/ Dave HendricksenIncludes bibliographical references and indexisbn 978-0-321-71729-0(pbk: alk. paper)1. Computer software developers-Vocational guidance. 2. Computer software developers--Life skills guides. 3. Computer sottware developers--Professional relationships4. Career development. I. Title II. Title: Twelve essential skills for software architectsQA7625H472011005.1092—dc232011027673Copyright o 2012 Pearson Education, IncAll rights rescrved. Printed in thc Unitcd Statcs of America. This publication is protectedpy copyright, and permission must bc obtaincd from the publisher prior to any prohibitedreproduction, storage in a rctricval systcm, or transmission in any form or by any mcanselectronic, mechanical, photocopying, recording, or likewise. To obtain permission to usematcrial from this work, plcasc submit a writtcn rcqucst to Pearson Education, Inc, Pcrmisions Department, One Lake Street, Upper Saddle River, New Jersey 07458, or you may faxequest to(201)236-3ISBN-13:978-0-321-71729-0ISBN-100-321-71729-5Text printed in the United Stales on recycled paper at RR Donnelley in Craw fordsville, IndianaFirst printing, September 2011To my wife, Jennifer, my son, Tim, and my daughter, KatieThis page intentionally left blankCONTENTSPrefaceAckCknowledgmentsAbout the authorPart I Relationship skillsChapter 1 Gracious BehaviorHow Would Others Describe youThe Technical ceiling4The road to becoming a gracious professional6Choosing relationships over Correctness6Learning to delegate9Life is reflexive10Life or death for Effective communications13Integrity and Honesty Without Bluntness15Dont bury issues--They will Come back17Provide a professional service19Forgive Past Offenses20Summary23Bibliography23Chapter 2 Communication25Communication Principles26Listen First Talk later27Be th28Be positi29apologize early29Avoid the feeding frenzy on imperfectionsCommunication StrategiesPrefer Yes over no31Establishing Trust in the Sales Process33CONTENTSReserve Your Nos for Special Occasionsavoid the urge to get Defensive36Hear Suggestions as Collaborative Improvements36Learn others' Communication Needs, Including Your Own37Think on your feetCommunicating with ExecutivesExecutives Thrive on Trust, Loyalty, and consistency41Prefer Clarity over completeness42on t Surprise executives43Summary45Bibliography45Chapter 3 NegotiationNegotiation Principles48No Surprise48Dont waver on decisions49Delegate Authority, Not AccountabilitySeek Help When You Are in over Your Head50Dont Cover Things uTDo the right Thing Even When It's HardNegotiation StrategiesListen to Your gut FeelingsManage to YesDont find the DifferencesFind the Common ground54If General Agreement is Not Possible, Make EveryoneSlightly UnhappyUSe Negotiation as a Means of Improvement56ociation eKnow What Is negotiable57Know How to Surf the organization58Seek a Collaborative Context for Key DecisionsLearn the culture61Let Others Understand Your Thinkinggotiation wrap-UpOngoing Defense of the Decision63Maintaining an Architecture Decision LogSometimes you win, Sometimes You loseLearning from Delegating5umaryBibliograph6CONTENTSChapter 4 Leadershi69Leadership pEstablish TrustEstablish a common vision71Establish Strategic Partnerships( Bring Safety ThroughRelationshipsEat Your Own dog Food ( Bring Safety to What You Say)Perceive Risk, Assess Impact, and Act (Bring Clarity to Risk) 74Deal with Risk Appropriately: What Is a Firecracker VAtomic Bomb? (Bring Clarity to Impact)75Leadership strategies76Use Occams razor76Present visualizations of information76Lead by Keeping Things FocusedSell based on Context78Following the Crowd (looking for Opportunities to Leverage) 79Focus Executives on vision Not Conflict Resolution80Leadership Timing80Capitalize on Organizational momentum80Learn when to rescue81Allow Others to learn82Know when to stand aloneAsk for Forgiveness or Ask for Permis84Leading othersAllow Others to Contribute(Dont mandate85thers Through Influe87Enable Others to Take Ownership88Deal with ConflicSummaryBiblicgraphy90Chapter 5 Politi93Politics Defined93The political marketplace94Political context98Align with Strategic Company Directions98Understand the Cultural context That Surrounds you99Address Others Concerns early100Believe in What You Are Selling102Not My probl103Relationships( Context with Others)Matter103