ஏன் - 1

வாழ்க்கை பருவங்களும் தருணங்களும் நம்மை உறுத்துகின்றன.ஏதோ ஒரு தேடல் உள்ளூக்குள் தனக்குதானே உறுமுகிறது.
தேடலை தேடி அலைகிறோம். உள்ள தேடலை அடுத்தவர் முகங்களில் தேடுகிறோம். உண்மையை கண்டு பயப்படுகிறோம்.

ஒரு மாயை சங்கிலியால் நம்மை நாமே கட்டி பிணைத்து கொண்டு விடுபட எத்தனிக்கிறோம். முடிவுகளில் தடுமாற்றம்.எல்லையில்லா பிரபஞ்சத்தின் முடிவில்லாத ஓட்டம்.

தருணங்கள் எல்லா பருவங்களிலும் திரும்ப திரும்ப வெவ்வேறு முகங்களில் வந்து கொண்டுதான் இருக்கிறது. மனது அதனை புதிதாக ஏற்றுகொள்கிறது.பழைய தருணங்களின் படிப்பினைகளுக்கு மதிப்பில்லை. முடிவு ஒன்றாகிறது .வாழ்க்கை சுழற்சி அடுத்த கட்டத்தை \ வட்டத்தை அடைகிறது.

Architect - Roles - expectations laymen view

From a business-centric perspective, architects should be corporate assets, not code designers. There are five dimensions to a software architect role: 1. technology 2. consulting 3. strategy 4. organizational politics 5. leadership Technology should consume perhaps less than 20% of an architect's day. Projects don't fail because of bad design or ugly code or improper/inefficient testing or even a wrong choice of technologies. There is no such thing as a perfect technology for a task at hand, only bad leaders and poor visionaries. The above mentioned are but consequences of poor organizational choices and a lack of focus. And patterns? They are but a convenient communication framework of the day. Should we know it as architects? Yes. At least we should know where the repositories are, and how to look through the repositories for a match with a task at hand

The scope of assessing an architect varies based on the role he/she is likely to play(Application/Domain Architect, Solutions architect and Enterprise architect). So mere asking some technical questions like final, finally and finalize will not help to select a good architect. Questions like the below one might be more practical: For an Application Architect : 1. Give a project requirement and ask him to depict the Application and System Architecture models then start ur question based on it... that will give a good idea. 2. All NFR questions.3. Design methodologies used, issues, solutions.4. Give a scenario ask them to design... - classdiagram, seq or deployment or component etc...5. Questions on design patterns6. Question on Team lead and peer interaction, presentations.
For a Solutions Architect: Questions about the project dependent items - like Infrasture team, security, development team - should be asked.
For an Enterprise Architect: 1. governance capabilities2. Future roadmap 3. procurement 4. compare products5. Business Interaction for new proposals and vicecersa.

Management Excellence

Most business people would be familiar with the concept of operational excellence, but it turns out this is not enough anymore to make a strategic difference. Competitive advantage is no longer achieved by just eliminating cost while improving quality and increasing speed. Competitive advantage comes from being smart, agile, and aligned.


Creating management excellence is the goal of performance management. It has
many angles, so the journal will have many topics to address. Although the
editorial calendar for the coming quarters is still flexible, themes that come to mind
are sustainability, how to organize for performance management, performance
management methodologies, and creating business value, etc.


But what do we call the management process? When we ask this to customers and
audiences all around the world, the answer is either silence, or a flurry of different
activities and partial processes such as budgeting, financial reporting, resource
management, and variance analysis, etc. The closest thing people mention to
describe their management process is the PDCA-cycle (Plan, Do, Check, Adjust).
This cycle is sometimes also called the planning and control cycle, or management
cycle. Sometimes it involves more steps, but it is always based on this principle.
It is concerning, almost scary, that the management processes are not as clearly
defined as business processes, as the competitive advantage that organizations can
have is increasingly dependent on the management process, instead of business
processes. Most organizations have done a terrific job in driving cost out of the
process while optimizing the quality of the products and services they offer. Then
again, most organizations have done that. Operational excellence is not a
differentiator anymore; it has become a license to just play. For winning, more is
needed. Organizations that make a difference are smart, agile and aligned.

IT Governance - Undeniable Truths

7 Undeniable Truths about about IT governance

1) Everything Must drive Growth -
Take a hard look at your IT activities and determine how much is being spent on infrastructure and how much is being spent on initiatives that actually drive growth

2) Do the Right things
How do you align your priorities to support the business initiatives that will have the greatest impact on the business? Everyone on both sides of the organization must understand the growth and profitability potential of every initiative.

3)Do things Right
The difference between success and failure of your projects often rests on implementing all of the details and implementing them in the right order.

4) You cant Manage what you cant see ( vision )
5) IT also drives profitablity
6)Strategic Long term Plans
7) Time is Money
IT Governance is Growth
IT Governance is Effective
IT Governance is Efficient
IT Governance is visiblity
IT Governance is profitablity
IT Governance is Strategic
IT Governance is Fast