Balancing Strategy and Execution
Introduction
In today’s fast-paced IT landscape, architects often find themselves caught between strategic thinking and the pressures of delivery. The role of an architect goes beyond mere design; it involves deep thinking, exploring multiple solutions, and educating stakeholders to align with business objectives. However, with increasing demands and tight deadlines, many architects struggle to find the necessary time to think and innovate. In this blog post, we explore why thinking time is crucial for architects and how organizations can better support this need.
The Dilemma: Lack of Thinking Time
Architects are key players in translating business needs into technical solutions. However, they often face a significant challenge: finding the time to think. Continuous meetings and high utilization rates can hinder an architect’s ability to deeply consider complex problems, explore multiple solutions, and anticipate future needs. In many cases, rushing through architectural decisions without adequate thought can lead to quick fixes or, worse, future technical debt that burdens the organization.
Why Architects Need Time to Think
1 – Strategic Problems Require Deep Understanding: Complex architectural issues demand more than just technical knowledge—they require a profound understanding of both the problem space and the potential solutions. This depth of understanding can’t be achieved between meetings or while juggling multiple tasks.
2 – Time Away from Meetings is Essential: Meetings are necessary for collaboration, but too many meetings can prevent architects from having the uninterrupted time they need to think critically about their work. Continuous context-switching between meetings and design can lead to suboptimal solutions and increased stress.
3 – Exploring Multiple Solutions: Architecture is not about finding the first workable solution; it’s about exploring various possibilities and selecting the best one that aligns with business goals, technical feasibility, and future scalability. This exploration takes time, and without it, the risk of technical debt and future rework increases.
4 – Managing Stakeholder Expectations: Educating stakeholders about the value of architectural thinking time is crucial. When stakeholders understand that architects need time to think deeply, they are more likely to support and provide that time. This alignment can lead to more realistic expectations and better project outcomes.
Insights
Consider a scenario where an architect needs time to learn and experiment with new technologies or architectural patterns. It’s like an artist needing time to explore different techniques before starting on a masterpiece. However, in many organizations, architects are expected to be highly utilized—often up to 90%—leaving little room for such essential development. It’s akin to asking an artist to constantly paint without ever having time to practice or innovate, leading to uninspired or repetitive work.
Similarly, think of an architect’s time as a balance between billable work and strategic growth. While an artist’s time might be divided between commissioned work and personal projects that push their creative boundaries, an architect’s schedule should ideally allow for both client-facing, billable tasks and time for upskilling and strategic thinking. This dual approach can enhance the quality of solutions and foster innovation within the organization.
Another perspective to consider is the famous project management analogy: “A project can be quick, cheap, or reliable—you can only pick two.” This concept applies to architecture as well. Rushing through the architectural planning phase without adequate thinking time might result in quick solutions that are neither reliable nor sustainable. Much like in the automotive industry, where a car can’t be the fastest, cheapest, and most durable all at once, architectural solutions require careful consideration to balance these competing priorities.
Best Practices for Balancing Thinking Time and Delivery
To address these challenges, organizations can consider the following best practices:
– Set Realistic Expectations and Timelines: Ensure that project timelines consider the time architects need for strategic thinking and solution exploration. Avoid setting arbitrary deadlines without understanding the complexity of the tasks involved.
– Incorporate Learning and Thinking Time into Utilization Rates: Encourage organizations to consider learning and thinking as essential parts of an architect’s role. This time should be factored into their utilization rates rather than treated as an afterthought.
– Educate Stakeholders on the Value of Architectural Thinking: Regularly communicate with stakeholders about the importance of giving architects time to think and explore solutions. This can help manage expectations and foster a more supportive environment for innovation.
– Create a Culture that Values Deep Work: Foster a company culture that recognizes the importance of deep work and uninterrupted time. This can be achieved by minimizing unnecessary meetings and providing quiet time for focused work.
Conclusion
Architects play a pivotal role in shaping the future of an organization’s technology landscape. To do this effectively, they need time to think, explore, and innovate. By understanding the importance of thinking time and implementing strategies to support it, organizations can unlock the full potential of their architects, leading to better solutions, reduced technical debt, and a stronger alignment between business and technology.
Call to Action
Do you find enough time to think about your solutions? Many professionals in the field don’t, but we’d love to hear from those who do. How do you manage to carve out thinking time in your schedule? Share your strategies and experiences in the comments below!