Module Human Resource Management

by Gerrit Muller Embedded Systems Institute e-mail: gerrit.muller@embeddedsystems.nl www.gaudisite.nl

Abstract The module Human Resource Management addresses the HRM aspects of systems architects, such as the prole of an architect, selection, education, appraisal and motivation.

Distribution This article or presentation is written as part of the Gaud project. The Gaud project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.

July 1, 2011 status: planned version: 1.0

logo TBD

Function Proles; The Sheep with Seven Legs

by Gerrit Muller Buskerud University College e-mail: gerrit.muller@embeddedsystems.nl www.gaudisite.nl

Abstract The prole of a system architect is quantied for a large list of system architect related characteristics. For comparison the function proles of related functions are given as well. This prole is based on personal observations and experience.

9 8

9 8 7 6 5

Distribution This article or presentation is written as part of the Gaud project. The Gaud project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.

7 6 5

July 1, 2011 status: concept version: 1.0

4 3 2 1

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation

4 3 2 1

System Architect

1 8

Function Proles; The Sheep with Seven Legs 3 Gerrit Muller

July 1, 2011 FPsystemArchitect

version: 1.0

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
1 2 3 4 5 6 7 9 8

Test Engineer

1 8

Function Proles; The Sheep with Seven Legs 4 Gerrit Muller

version: 1.0
July 1, 2011 FPtestEngineer

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
1 2 3 4 5 6 7 9 8

Developer

1 8

Function Proles; The Sheep with Seven Legs 5 Gerrit Muller

version: 1.0
July 1, 2011 FPdeveloper

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
1 2 3 4 5 6 7 9 8

Operational Leader

1 8

Function Proles; The Sheep with Seven Legs 6 Gerrit Muller

July 1, 2011 FPoperationalLeader

version: 1.0

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
1 2 3 4 5 6 7 9 8

Line Manager

Function Proles; The Sheep with Seven Legs 7 Gerrit Muller

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity

1 8

version: 1.0

July 1, 2011 FPlineManager

manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
1 2 3 4 5 6 7 9 8

Commercial Manager

1 8

Function Proles; The Sheep with Seven Legs 8 Gerrit Muller

July 1, 2011 FPcommercialManager

version: 1.0

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
1 2 3 4 5 6 7 9 8

The numbers behind the bars

systems architect test engineer developer operational leader line manager commercial manager

Function Proles; The Sheep with Seven Legs 9 Gerrit Muller

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight politicsal insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
9 8 9 9 9 9 3 9 9 7 9 9 8 3 7 7 5 3 5 2 5 8 8 4 4 6 5 3 7 5 6 4 4 5 8 4 7 4 9 6 9 4 9 6 4 4 3 4 3 3 3 6 3 2 2 2 2 4 6 8 7 4 6 6 9 3 6 8 6 5 9 7 6 5 4 7 7 6 8 4 5 3 2 2 3 2 2 8 8 4 9 5 4 2 6 4 9 5 5 5 3 9 9 5 9 9 9 9 9 7 5 3 5 6 6 8 6 6 4 4 5 5 7 4 6 5 5 4 4 2 9 6 9 4 4 4 4 4 5 3 3 9 9 9 9 9 8 4 8 8 8 2 5 7 9 5 5 9 2 4 4 4 5 5 2 5 8 9 9 9 4 2 2 8
July 1, 2011 FPtableWithValues

version: 1.0

How to appraise or assess an architect?

by Gerrit Muller Embedded Systems Institute e-mail: gerrit.muller@embeddedsystems.nl www.gaudisite.nl

Abstract The appraisal of system architect is handicapped by the vague and abstract responsibilities of the system architect. The success criterions for architecting are discussed. An approach to measure or assess the architect is described.

very high

The Boss Jim Green

(business manager)

value for the company

Distribution This article or presentation is written as part of the Gaud project. The Gaud project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.

(family architect)

1 ask for ranking 2 ask for justification (why ...?) 3 clarify criterions 4 iterate ranking and justification

John Brown
(product architect) (project leader)

Joe Go

potential

July 1, 2011 status: planned version: 0.1

(SW engineer) (chief designer)

Yo Nerd

(product architect)

Ju Nior

Se Nior

D. Blackhat low
(product architect)

Problem statement

- difficult to define yardstick abstract (vague) responsibilities lot of overlap of responsibilities - difficult to measure - difficult to compare - difficult to certify - difficult to translate in (financial) consequences

How to assess an architect?

How to appraise or assess an architect? 11 Gerrit Muller

version: 0.1
July 1, 2011 HTAproblem

Tangible deliverables based upon many invisible activities

r Report
Report

o ep

rt

c pe s

Spec Spec Spec

dDesign
Design Design

n sig e

Deliverables

Report

paperwork only

Requirement Spec Design Realization

Functio n

ua

lity

module subsystem system

KISS
modules

Responsibilities
integrity

abstract and qualitative

balance

consistency

decomposition integration

overview

simplicity

Bla Bla

V4aa
Report

many very detailed

Report Report

Idea

IO

necessary but invisible

Activities

thinking, talking, discussing, scheduling, presenting, measuring, writing, reviewing, visiting customers analyzing, listening, brainstorming, supporting, teaching, testing, reading, visiting trade-shows simulating, communicating, troubleshooting, selling, integrating, browsing, consolidating, visiting suppliers

How to appraise or assess an architect? 12 Gerrit Muller

version: 0.1
July 1, 2011 HTApyramid

Criterions for successful architecting

expectations, needs, concerns, constraints

Stakeholders

result satisfies

problem know how architecture

Architecting

te en am ab is led

preceeding

architecture

legenda human context business context technology context

solution know how

PCP team architect, project leader,

engineers, product manager

How to appraise or assess an architect? 13 Gerrit Muller

July 1, 2011 HTAsuccessfulArchitecting

version: 0.1

Yardsticks for architect assessment

formalized expectations function appraisal system,

f.i. from Hay Management Consultants impact scope of control freedom of thinking

actual architect performance architecture fitness

sales turnover business success market continuity

job description
deliverables timing

internal stakeholder satisfaction

contribution deliverables timing skills know how

career development plan

skills know how

How to appraise or assess an architect? 14 Gerrit Muller

version: 0.1
July 1, 2011 HTAyardsticks

360 degree assessment

product manager

project leader

group leader

architect

colleague architect

manufacturing, logistics, service

operational manager

engineer

How to appraise or assess an architect? 15 Gerrit Muller

July 1, 2011 HTA360degrees

version: 0.1

Ranking as trigger for discussions

very high Jim Green

The Boss
(business manager)

(family architect)

1 ask for ranking 2 ask for justification (why ...?) 3 clarify criterions 4 iterate ranking and justification

value for the company

John Brown
(product architect) (project leader)

Joe Go

potential

(SW engineer) (chief designer)

Yo Nerd

(product architect)

Ju Nior

Se Nior

D. Blackhat low
(product architect)

How to appraise or assess an architect? 16 Gerrit Muller

version: 0.1
July 1, 2011 HTAranking