Podcasts about togaf

The next BriefingsDirect enterprise architecture (EA) discussion explores how a comprehensive portfolio of open standards and associated best practices powerfully supports digital business transformation. As companies chart a critical course to adopt agility using artificial intelligence (AI)-driven benefits, they need proven and actionable structure to help deepen customer relationships, improve internal processes, and heighten business value outcomes. Accordingly, this latest BriefingsDirect interview explores how The Open Group Portfolio of Digital Open Standards instructs innovation internally to match the demands of a rapidly changing, increasingly competitive, and analytics-intensive global marketplace. Subscribe to the podcast on iTunes. Read a full transcript or download a copy. Joining us to explore how to strategically architect for ongoing disruption and innovation is our expert guest, Sonia Gonzalez, Digital Portfolio Product Manager at The Open Group. The discussion is moderated by Dana Gardner, Principal Analyst at Interarbor Solutions. Subscribe to the podcast on iTunes. Read a full transcript or download a copy. Sponsor: The Open Group.

In this podcast episode, host Ole Olesen-Bagneux is joined by Svyatoslav Kotusev, a renowned Enterprise Architecture Researcher and author of ‘The Practice of Enterprise Architecture: A Modern Approach to Business and IT Alignment' (SK Publishing). Svyatoslav recounts his evolution from a software developer to an enterprise architecture researcher, laying the foundation for his innovative CSVLOD model, which challenges conventional enterprise architecture practices.Delving into the shortcomings of traditional frameworks like TOGAF, Svyatoslav advocates for an empirical, communication-focused approach in enterprise architecture. He emphasizes the necessity of bridging the gap between IT and business leaders, crucial for effective decision-making and democratizing data within organizations.The discussion pivots to the future of enterprise architecture, where Svyatoslav offers his perspective on the evolving role of architects and the natural development of practices, independent of prescriptive frameworks. He predicts a more integrated, IT-dependent organizational landscape, necessitating adaptive and dynamic enterprise architecture strategies.

Common Question. What's the difference between EA and Solution Architecture. I thought I would talk about my take on it and how TOGAF defines it. Let me know what you think. ------------------------------------------------------------- YouTube: https://YouTube.com/@EnterpriseArchitectureRadio LinkedIn: https://www.linkedin.com/in/nilotpaldas/  Twitter: @EntArchRadio Email: nilotpaldas@hotmail.com Telegram Group: https://t.me/EnterpriseArchitectureRadio  Music: Music by tobylane from Pixabay  

The easiest and the best way to get TOGAF certified is to get training from an Open Group authorized training provider. However, if you want to go on the adventure I went to, here's how to prepare. Important Reading Material: TOGAF Standard: The TOGAF® Standard, 10th Edition TOGAF Series Guides: TOGAF® Series Guide: Applying the TOGAF ADM using Agile Sprints TOGAF® Series Guide: Value Streams TOGAF® Series Guide: Organization Mapping TOGAF® Series Guide: Integrating Risk and Security within a TOGAF® Enterprise Architecture TOGAF® Series Guide: Enabling Enterprise Agility TOGAF® Series Guide: Digital Technology Adoption: A Guide to Readiness Assessment and Roadmap Development TOGAF® Series Guide: Using the TOGAF® Standard in the Digital Enterprise TOGAF® Series Guide: TOGAF® Digital Business Reference Model (DBRM) TOGAF® Series Guide: Business Scenarios TOGAF® Series Guide: The TOGAF® Leader's Guide to Establishing and Evolving an EA Capability TOGAF® Series Guide: A Practitioners' Approach to Developing Enterprise Architecture Following the TOGAF® ADM ------------------------------------------------------------- YouTube: https://YouTube.com/@EnterpriseArchitectureRadio LinkedIn: https://www.linkedin.com/in/nilotpaldas/ Twitter: @EntArchRadio Email: nilotpaldas@hotmail.com Telegram Group: https://t.me/EnterpriseArchitectureRadio   Music: Music by tobylane from Pixabay

Ralf und Peter unterhalten sich heute Live und in Farbe über das Thema Enterprise Architektur und TOGAF. Wie verstehen viele dieses Thema, was bedeutet es eigentlich wirklich und warum ist das Thema nicht für jede Firma etwas. Das Ganze diesmal auch wieder mit Video aus Herrsching am Ammersee. Viel Spaß beim Hören und Zuschauen.

There was a question from one of my listeners around Agile and TOGAF. I thought I would cover that in today's podcast. TOGAF has been iterative and incremental for ages now. But in TOGAF 10, they do acknowledge it.   LinkedIn: https://www.linkedin.com/in/nilotpaldas/ Twitter: @EntArchRadio Email: nilotpaldas@hotmail.com Telegram Group: https://t.me/EnterpriseArchitectureRadio Music: Music by tobylane from Pixabay

What are architecture content frameworks? What other architecture content frameworks are there besides the one in TOGAF? We cover topics like these today.   LinkedIn: https://www.linkedin.com/in/nilotpaldas/ Twitter: @EntArchRadio Email: nilotpaldas@hotmail.com Telegram Group: https://t.me/EnterpriseArchitectureRadio Music: Music by tobylane from Pixabay

Today's question is about The Open Group Architecture Framework (TOGAF). While SAFe acknowledges TOGAF, how do the different roles in that framework map to SAFe roles? Adam discusses what roles related to TOGAF are and aren't in SAFe, and why.

Você sabe o que ChatGPT, o TOGAF (o framework de modelagem mais famoso entre os Enterprise Architects) e a mudança do Evilazaro para o Texas tem em comum com o novo canal do Fabricio no YouTube? Absolutamente NADA! É importante deixar claro. Mas você deveria ouvir esse episódio mesmo assim, já que, entre um devaneio […]

This week, Allan is joined by Peter Schawacker, CEO @ Nearshore Cyber, former CISO, advisor to MSPs, etc.  Another one of Allan's illustrious guests with 25 years in cyber.  (https://www.linkedin.com/in/schawacker/).  The topic started as all that the two have learned outside of cybersecurity that has helped them in cyber.  But it gets way more esoteric than that, and quickly.  Detailed show notes and links are provided below because this show is all over the place! 02:11 Point MOOt, Texas: MOO-based virtual city with virtual economy, virtual stock market, various political models of governance and high preponderance of highly interactive bots used for practical and administrative purposes. http://linguafranca.mirror.theinfo.org/9405/moo.html https://archive.nytimes.com/www.nytimes.com/books/first/l/leonard-bots.html 04:49 A fast tour of the the age of the universe, Planet Earth, and humans' presence on the planet, industrial revolution and the Internet 05:45 The Annex BBS in LA https://annex.net/about-us/ 05:28 IRC https://en.wikipedia.org/wiki/Internet_Relay_Chat 06:12 - Arthur C. Clarke - "Any sufficiently advanced technology is indistinguishable from magic." https://lab.cccb.org/en/arthur-c-clarke-any-sufficiently-advanced-technology-is-indistinguishable-from-magic/ 07:12 - Iranian refugees, educated folks who spoke 5 languages and had 4 passports 07:49 - Dungeons and Dragons https://dnd.wizards.com/ 08:05 - Life demands more of us than just having a job 08:16 - Karl Marx, Shakespeare, Julius Caesar, Poetry 08:43 - TI-99 4A and the BASIC language on the Commodore PET https://en.wikipedia.org/wiki/TI-99/4A https://en.wikipedia.org/wiki/BASIC https://en.wikipedia.org/wiki/Commodore_PET 09:02 - Earthlink https://www.encyclopedia.com/economics/encyclopedias-almanacs-transcripts-and-maps/earthlink-inc#:~:text=Earthlink%20Network%20was%20founded%20in,would%20be%20providing%20customer%20service. 09:24 - Tech Writing and List Making 09:41 - Running a SOC for Citi 10:20 - Jack of all trades and the value of curiosity and love, surprises and exploration 11:04 - There is no one cybersecurity - we don't even know what it is yet 11:40 - Cyber as nascent field with great opportunity to leverage other disciplines 13:02 - TOGAF and the CIO's organization and functions and the CISO reporting into the CIO https://en.wikipedia.org/wiki/The_Open_Group_Architecture_Framework 14:02 - Nobody knows what a CISO does 14:39 - We can't have it both ways - to have a seat at the table we must own risk and have accountability.  Authority can't exist without accountability. 15:13 - Do CISOs know how to buy stuff?  Lack of budgeting process. 15:45 - Eff around and find out - security incidents - order out of chaos - crisis management 16:34 - Pen testing as games (game theory): https://en.wikipedia.org/wiki/Game_theory 17:11 - The influence of playing music 18:48 - Wagner's invention of instruments https://www.californiasymphony.org/2018-19-season/epic-bruckner/whats-a-wagner-tuba/ 19:12 - The influence of getting sober 19:30 - Chuck Anderson - Best guitar teacher on the planet? https://truefire.com/educators/chuck-anderson/e4187 19:45 - Dissonance and consonance; inverse ratio between complexity and power 20:17 - Entrepreneurial spirit in the music business and an illegal booking company 20:48 - Everything applies everywhere; metaphor and the origins of ideas 21:21 - Marx and Engels - revolutions get stuff done 21:43 - Rothko's artwork compared to The Ramones https://en.wikipedia.org/wiki/Mark_Rothko#:~:text=Mark%20Rothko%20(%2F%CB%88r%C9%92,a%20Latvian%2DAmerican%20abstract%20painter. 22:14 - The subconscious produces genius; we are all geniuses 22:51 - The mathematical concept of Aleph-0 and George Cantor as inventor of discrete math https://mathworld.wolfram.com/Aleph-0.html#:~:text=is%20often%20pronounced%20%22aleph%2Dnull,spelled%20%22aleph%2Dnought.%22 23:40 - Wittgenstein's refutation of Cantor despite computing being based on discrete math https://en.wikipedia.org/wiki/Ludwig_Wittgenstein 24:05 - Divine revelation or bipolar disorder? 24:33 - "The Aleph" short story by Jorge Luis Borges https://web.mit.edu/allanmc/www/borgesaleph.pdf 25:13 - "Weaving the Web" by Tim Berners Lee and Borges foreshadowing hyperlinks https://www.amazon.com/Weaving-Web-Original-Ultimate-Destiny/dp/006251587X 25:51 - We need heroes - mentoring without heroes is not possible 27:08 - Learning from the masters in cybersecurity; maybe we will be in history books 29:42 - Gaining sobriety, learning to reach out for help - valuable in cybersecurity 31:10 - Raising children; paternalism and cyber careers 32:32 - Edward de Bono - Lateral Thinking https://www.amazon.com/Lateral-Thinking-Creativity-Step/dp/0060903252 33:13 - "Flow" by Mihaly Csikszentmihalyi https://www.amazon.com/Flow-Psychology-Experience-Perennial-Classics-ebook/dp/B000W94FE6

I am going to give the TOGAF 10 exam soon and I was reading through the TOGAF 10 book of knowledge. And I thought why not talk about what's new in TOGAF 10.   LinkedIn: https://www.linkedin.com/in/nilotpaldas/ Twitter: @EntArchRadio Email: nilotpaldas@hotmail.com Telegram Group: https://t.me/EnterpriseArchitectureRadio Music: Music by tobylane from Pixabay

Hello and welcome to yet another episode of SAP Experts Podcast! My name is Akshi Mohla, and I could not be more excited about today's episode. It is not every day that you deep dive into the world of enterprise architecture and emerging technologies, and that too with someone from a pioneer in healthcare like Roche. With its purpose of “doing now what patients need next” and their 125-year history, Roche remains committed to driving innovations that transform the lives of patients, globally. Today, I am joined by Vikram Rawal, an ERP Enterprise Architect at Roche, with a key focus on ERP, Emerging Technologies, User Experience and Architecture in SAFe. He has 15+ years of IT experience in various domains, including architecture, team leadership, project management, innovation management and application development. He holds a master's in information technology, as well as certifications in TOGAF 9.2, SAFe Architect, SAFe Product Manager/Product Owner, Professional Scrum Master 1, SAP NetWeaver ABAP and Java Programmer. You're listening to SAP Experts Podcast. Please be sure to like, share and subscribe!

DEMYSTIFYING MICRO-SERVICES ARCHITECTURE | PRAVEEN SAHU | #TGV231“The golden rule: can you make a change to a service and deploy it by itself without changing anything else?”~Sam Newman, Building MicroservicesTune into #TGV231 to get clarity on the above topic. Here are the timestamp-based pointers from Praveen Sahu's conversation with Naveen Samala0:00:00 INTRODUCTION AND CONTEXT SETTING 0:03:12: PRAVEEN'S PROFESSIONAL JOURNEY AND THE TOP 3 THINGS THAT HELPED IN HIS CAREER 0:04:00 Definition of Micro Services0:05:45 How Monolith vs microservices are different?0:09:18 Microservices vs web services.. what is the difference? 0:14:00 Benefits of Microservices implementation for the businesses0:18:00 Technologies that support microservices0:22:00 The importance of microservices in the era of cloud and machine learning technologies0:27:00 Getting started with microservices - resources that people can use for learning, etc.0:30: 00 WITTY ANSWERS TO THE RAPID-FIRE QUESTIONS0: 33:00 ONE PIECE OF ADVICE TO THOSE ASPIRING TO MAKE BIG IN THEIR CAREERS 0:35:30 TRIVIA ABOUT REST ABOUT THE GUEST:He is an Experienced Delivery Lead with a demonstrated history of working in the information technology, banking domain, and services industry. Skilled in Product management, Togaf certified Analytics, Oracle Database, Maria DB, Microservices, REST Web Service, Messaging, and Agile Methodologies. He is a strong information technology professional with a Bachelor of Engineering (B.E.) in Information Technology. He has recently completed his M.Tech. in Data Science and is looking to grow his career as a Data scientist and work on Machine learning, Deep learning models design, development, and delivery. Connect with PRAVEEN SAHU:https://www.linkedin.com/in/praveen-sahu-14816320/CONNECT WITH THE FOUNDERS ON LINKEDIN:Naveen Samala: https://www.linkedin.com/in/naveensamalaSudhakar Nagandla: https://www.linkedin.com/in/nvsudhakarFOLLOW ON TWITTER:@guidingvoice@naveensamala@s_nagandla See acast.com/privacy for privacy and opt-out information.

When red and blue forces unite, everyone wins. Eric Belardo joins Davin in this episode to discuss the benefits of blue and red teams working together, the challenges blue teamers face, and the benefits of diversity of thought. Be sure to tune in to this impactful episode of Hacker Valley Blue: The Defenders. Guest Bio: Eric Belardo is a former CISO and experienced professional with over 30 years experience in Cyber Security Risk Management, Security Operations Center Management & Operations, Security Architecture (COBIT, TOGAF, DODAF), Application Security, Security Operations Management, Penetration testing and GRC. He is also a former Forensics Investigator and Instructor. OT/ICS/PLC/SCADA and IT security. Links: Thank you to our friends at Axonius and Uptycs for sponsoring this episode! Stay in touch with Eric on Twitter and LinkedIn Connect with Davin on LinkedIn and Twitter Watch the live recording of this show on our YouTube Continue the conversation by joining our Discord Check out  Hacker Valley Media and Hacker Valley Blue

In this session in we speak to Mahesh Kaka, Mahesh is Senior Director of Enterprise Architecture at General Dynamics IT (GDIT), we discuss how EA is positioned and seen within GDIT as an enabler rather than a rule enforcer. Mahesh talks about how he implemented a common ArchiMate and TOGAF based language within the EA team and how his team transitioned from tools such as Excel and Visio to a formal and dynamic EA repository using BiZZdesign.

Темная сторона архитектуры, ужасы TOGAF, архитекторы-разрушители и не только в новом выпуске подкаста DotNet&More. Мы часто экспериментируем и нам очень важно Ваше мнение. Поделитесь им с нами в опросе: https://forms.gle/v5BxtDQKCoW39Joq9 Спасибо всем кто нас слушает. Не стесняйтесь оставлять обратную связь и предлагать свои темы. Shownotes:  0:02:30 Нужны ли вообще архитекторы 0:29:50 Assumptions Control это иллюзия 0:44:50 Как выявить метрики NFR/FR? 0:51:50 Анти-паттерн: Архитектор - не лифтер 1:01:15 Архитектор vs Системный Аналитик vs Бизнес Аналитик 1:15:35 Должен ли быть архитектор Open-Minded? 1:29:15 Должен ли архитектор глубоко разбираться в бизнесе? 1:55:45 Архитектор - самый умный на селе 1:59:15 Что такое анти-паттерны? 2:10:00 Анти-паттерн: Сырверлес Архитектура 2:17:05 Анти-паттерн: Распределенный Монолит 2:36:25 Анти-паттерн: CV Driven Development 2:47:50 Анти-паттерн: Старый конь борозды не испортит 2:54:15 Анти-паттерн: Велосипеды 2:57:00 Анти-паттерн: Не думают о коде 3:14:45 TOGAF и его друзья 3:36:00 Байки про архитекторов Ссылки: - https://www.reading-together.dev/ : Подкаст "Читаем вместе" - https://www.youtube.com/playlist?list=PLbxr_aGL4q3SAMvtA4ZTPdHPrX0YRutxy : BookClub DotNet - https://www.archimatetool.com/ : Archi - редактор для Archimate нотации - https://c4model.com/ : С4 нотация Ссылка на видео: https://www.youtube.com/watch?v=iAj_oYS4TPs Cлушайте все выпуски: https://anchor.fm/dotnetmore YouTube: https://www.youtube.com/playlist?list=PLbxr_aGL4q3R6kfpa7Q8biS11T56cNMf5 Обсуждайте: - VK: https://vk.com/dotnetmore - Telegram: https://t.me/dotnetmore_chat Следите за новостями: – Twitter: https://twitter.com/dotnetmore – Telegram channel: https://t.me/dotnetmore Copyright: https://creativecommons.org/licenses/by-sa/4.0/

Cet épisode du #podcastConnexions vous transporte à travers un long voyage au Canada. Sylvie Dan est une analyste d'entreprise, un architecte d'entreprise et un gestionnaire de projet expérimentée et certifiée. Elle est également la fondatrice de la société Ovation Consult, basée au Canada. Son expertise comprend la connaissance et les normes de modélisation des systèmes comme : TOGAF, UML, Business Process Modeling Notation (BPMN), Decision Modeling Notation (DMN), et CRISP-DM. Sylvie a une expérience pratique de l'ingénierie des exigences et de la modélisation de systèmes d'aide à la décision clinique intégrant des modèles prédictifs et des directives de pratique clinique. Elle est une programmeuse Python et est également familière avec les méthodologies de développement logiciel Agile telles que Scrum, Kanban et Lean Startup.

About ChrisChris Williams is a Enterprise Architect for World Wide Technology — a technology solution and service provider. There he helps customers design the next generation of public, private, and hybrid cloud solutions, specializing in AWS and VMware. His first computer was a Commodore 64, and he's been playing video games ever since.Chris blogs about virtualization, technology, and design at Mistwire. He is an active community leader, co-organizing the AWS Portsmouth User Group, and both hosts and presents on vBrownBag. He is also an active mentor, helping students at the University of New Hampshire through Diversify Thinking—an initiative focused on empowering girls and women to pursue education and careers in STEM.Chris is a certified AWS Hero as well as a VMware vExpert. Fun fact that Chris doesn't want you to know: he has a degree in psychology so you can totally talk to him about your feelings.Links: WWT: https://www.wwt.com/ Twitter: https://twitter.com/mistwire Personal site: https://mistwire.com vBrownBag: https://vbrownbag.com/team/chris-williams/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by Honeycomb. When production is running slow, it's hard to know where problems originate: is it your application code, users, or the underlying systems? I've got five bucks on DNS, personally. Why scroll through endless dashboards, while dealing with alert floods, going from tool to tool to tool that you employ, guessing at which puzzle pieces matter? Context switching and tool sprawl are slowly killing both your team and your business. You should care more about one of those than the other, which one is up to you. Drop the separate pillars and enter a world of getting one unified understanding of the one thing driving your business: production. With Honeycomb, you guess less and know more. Try it for free at Honeycomb.io/screaminginthecloud. Observability, it's more than just hipster monitoring.Corey: This episode is sponsored in part by our friends at Vultr. Spelled V-U-L-T-R because they're all about helping save money, including on things like, you know, vowels. So, what they do is they are a cloud provider that provides surprisingly high performance cloud compute at a price that—while sure they claim its better than AWS pricing—and when they say that they mean it is less money. Sure, I don't dispute that but what I find interesting is that it's predictable. They tell you in advance on a monthly basis what it's going to going to cost. They have a bunch of advanced networking features. They have nineteen global locations and scale things elastically. Not to be confused with openly, because apparently elastic and open can mean the same thing sometimes. They have had over a million users. Deployments take less that sixty seconds across twelve pre-selected operating systems. Or, if you're one of those nutters like me, you can bring your own ISO and install basically any operating system you want. Starting with pricing as low as $2.50 a month for Vultr cloud compute they have plans for developers and businesses of all sizes, except maybe Amazon, who stubbornly insists on having something to scale all on their own. Try Vultr today for free by visiting: vultr.com/screaming, and you'll receive a $100 in credit. Thats v-u-l-t-r.com slash screaming.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. One of the things I miss the most from the pre-pandemic times is meeting people at conferences or at various business meetings, not because I like people—far from it—but because we go through a ritual that I am a huge fan of, which is the exchange of business cards. Now, it's not because I'm a collector or anything here, but because I like seeing what people's actual titles are instead of diving into the morass of what we call ourselves on Twitter and whatnot. Today, I have just one of those folks with me. My guest is Chris Williams, who works at WWT, and his business card title is Enterprise Architect, comma AWS Cloud. Chris, welcome.Chris: Hi. Thanks for having me on the show, Corey.Corey: No, thank you for taking the time to speak with me. I have to imagine that the next line in your business card is, “No, I don't work for AWS,” because you know a company has succeeded when they get their name into people's job titles who don't work there.Chris: So, I have a running joke where the next line should actually be cloud therapist. And my degree is actually in psychology, so I was striving to get cloud therapist in there, but they still don't want to let me have it.Corey: Former guest Bobby Allen is now a cloud therapist over at Google Cloud, which is just phenomenal. I don't know what they're doing in a marketing context over there; I just know that they're just blasting them out of the park on a consistent, ongoing basis. It's really nice to see. It's forcing me to up my game a little bit. So, one of the challenges I've always had is, I don't like putting other companies' names into the title.Now, I run the Last Week in AWS newsletter, so yeah, okay, great, there's a little bit of ‘do as I say, not as I do' going on here. Because it feels, on some level, like doing unpaid volunteer work for a $2 trillion company. Speaking of, you are an AWS Community Hero, where you do volunteer work for a $2 trillion company. How'd that come about? What did you do that made you rise to their notice?Chris: That was a brilliant segue. Um—[laugh]—Corey: I do my best.Chris: So I, actually prior to becoming an AWS Community Hero, I do a lot of community work. So, I have run and helped to run four different community-led organizations: the Virtualization Technology User Group of New England; the AWS Portsmouth User Group, now the AWS Boston User Group; I'm a co-host and presenter for vBrownBag; I also do the New England AWS Community Day, which is a conglomeration of all the different user groups in one setting; and various and sundry other things, as well, along the way. Having done all of that, and having had a lot of the SAs and team members come and do speaking presentations for these various and sundry things, I was nominated internally by AWS to become one of their Community Heroes. Like you said, it's basically unpaid volunteer work where I go out and tout the services. I love talking about nerd stuff, so when I started working on AWS technologies, I really enjoyed it, and I just, kind of like, glommed on with other people that did it as well. I'm also a VMware vExpert, which basically use the exact same accolade for VMware. I have not been doing as much VMware stuff in the recent past, but that's kind of how I got into this gig.Corey: One of the things that strikes me as being the right move with respect to these, effectively, community voice accolades is Microsoft got something very right—they've been doing this a long time—they have their MVP program, but they have to re-invite people who have to requalify for it by whatever criteria they are, every year. AWS does not do this with their Heroes program. If you look at their Heroes page, there's a number of folks up there who have been doing interesting things in the cloud years ago, but then fell off the radar for a variety of reasons. In fact, the only way that I'm aware that you can lose Hero status is via getting a job at AWS or one of AWS competitors.Now, the hard part, of course, is well, who is Amazon's competitors? Basically everyone, but it mostly distills down to Microsoft, Google, and Oracle, as best I can tell, for Hero status. How does VMware fall on that spectrum? To be more specific, how does VMware fall on the spectrum of their community engagement program and having to renew, not, “Are they AWS's competitor?” To which the answer is, “Of course.”Chris: So, the renewal process for the VMware vExpert program is an annual re-up process where you fill out the form, list your contribution of the year, what you've done over the previous year, and then put it in for submission to the board of VMware vExperts who then give you the thumbs up or thumbs down. Much like Nero, you know, pass or fail, live or die. And I've been fortunate enough, so my vBrownBag contributions are every week; we have a show that happens every week. It can be either VMware stuff, or cloud in general stuff, or developer-related stuff. We cover the gamut; you know, people that want to come on and talk about whatever they want to talk about, they come on. And by virtue of that, we've had a lot of VMware speakers, we've had a lot of AWS speakers, we've had a lot of Azure speakers. So, I've been fortunate enough to be able to qualify each year with those contributions.Corey: I think that's the right way to go, from my perspective at least. But I want to get into this a little bit because you are an enterprise architect, which is always one of those terms that is super easy to make fun of in a variety of different ways. Your IDE is probably a whiteboard, and at some point when you have to write code, I thought you had a team of people who would be able to do that all for you because your job is to cogitate, and your artifacts are documentation, and the entire value of what you do can only be measured in the grand sweep of time, et cetera, et cetera, et cetera.Chris: [laugh].Corey: But you don't generally get to be a Community Hero for stuff like that, and you don't usually get to be a vExpert on the VMware side, by not having at least technical chops that make people take a second look. What is it you'd say it is you do hear for, lack of a better term?Chris: “What would you say ya, do you here, Bob?” So, I'm not being facetious when I say cloud therapist. There is a lot of working at the eighth layer of the OSI model, the political layer. There's a lot of taking the requirements from the customer and sending them to the engineer. I'm a people person.The easy answer is to say, I do all the things from the TOGAF certification manual: the requirements, risks, assumptions, and constraints; the logical, conceptual, and physical diagrams; the harder answer is the soft skill side of that, is actually being able to communicate with the various levels of the industry, figuring out what the business really wants to do and how to technically solution that and figure out how to talk to the engineers to make that happen. You're right EAs get made fun of all the time, almost as much as consultants get made fun of. And it's a very squishy layer that, you know, depending upon your personality and the personality of the customer that you're dealing with, it can work wonderfully well or it can crash and burn immediately. I know from personal experience that I don't mesh well with financials, but I'm really, really good with, like, medical industry stuff, just the way that the brain works. But ironically, right now I'm working with a financial and we're getting along like a house on fire.Corey: Oh, yeah. I've been saying for a while now that when it comes to cloud, cost and architecture are the same things, and I think that ties back to a lot of different areas. But I want to be very clear here that we talk about, I'm not super deep into the financials, that does not mean you're bad at architecture because working on finance means different things to different folks. I don't think that it is possibly a good architect in the cloud environment and not have a conception of, “Huh, that thing seems really expensive if I do it that way.” That is very different than having the skill of reading a profit and loss statement or understanding various implications of the time value of money calculation that a company uses, or how things get amortized.There are nuances piled on top of nuances in finance, and it's easy to sit here and think that oh, I'm not great at finance means I don't know how money works. That is very rarely true. If you really don't know how money works, you'll go start a cryptocurrency startup.Chris: [laugh]. So, I plugged back to you; I was listening to one of your old shows and I cribbed one of your ideas and totally went with it. So, I just said that there's the logical, conceptual, and physical diagrams of an environment; on one of your shows, you had mentioned a financial diagram for an environment, and I was like, “That's brilliant.” So, now when I go into a customer, I actually do that, too. I take my physical diagram, I strip out all of the IP addresses, and our names, and everything like that, and I plot down how much it's going to cost, like, “This is the value of the EC2 instance,” or, “This is how much this pipe is going to cost if you run this over it.” And they go bananas over it. So, thanks for providing that idea that I mercilessly stole.Corey: Kind of fun on a lot of levels. Part of the challenge is as things get cloudier and it moves away from EC2 instances, ideally the lie we would like to tell ourselves that everything's in an auto-scaling group. Great—Chris: Right.Corey: —stepping beyond that when you start getting into something that's even more intricately tied to a specific user, we're talking about effectively trying to get unit economic measures of every user, every thousand users is going to cost me X dollars to service them on average, on top of a baseline of steady-state spend that is going to increase differently. At that point, talking to finance about predictive models turn into, “Well, this comes down to a question of business modeling.” But conversely, for engineering minds that is exactly what finance is used to figuring out. The problem they have is, “Well, every time we hire a new engineer, we wind up seeing our AWS bill increase.” Funny how that works. Yeah, how do you map that to something that the business understands? That is part of what they do. But it does, I admit, make it much more challenging from a financial map of an environment.Chris: Yeah, especially when the customer or the company is—you know, they've been around for a while, and they're used to just like that large bolus of money at the very beginning of a data center, and they buy the switches, and they buy the servers, and they virtualize them, and they have that set cost that they knew that they had to plunk down at the beginning. And it's a mindset shift. And they're coming around to it, some faster than others. Oddly enough, the startups nowadays are catching on very quickly. I don't deal with a lot of startups, so it takes some finesse.Corey: An interesting inflection that I've seen is that there's an awful lot of enterprises out there that say, “Oh, we're like a startup.” Great. You mean with weird cultural inflections that often distill down to cult of personality, the constant worry about whether you're going to wind up running out of runway before finding product-market fit? And the rooms filled with—Chris: The eighty-hour work weeks? The—[laugh]—Corey: And they're like, “No, no, no, it's like the good parts.” “Oh, so you mean out the upside.” But you don't hear it the other way around where you have a startup that you're interviewing with, “Ha-ha, we're like an enterprise. We have a six-month interview process that takes 18 different stages,” and so on and so forth. However, we do see startups having to mature rapidly, and move up the compliance path as they're dealing with regulated entities and the rest, and wanting to deal with serious customers who have no sense of humor about, “Yeah, we'll figure that part out later as part of an audit document.”So, what we also see, though, is that enterprises are doing things that look a lot more startup-y. If I take a look at the common development environments and tools and techniques that big enterprises use, it looks an awful lot like how startups were doing it five or ten years ago. That is the slow and steady evolution of time. And what startups are doing today becomes enterprise tomorrow, and I can't shake the feeling that there's a sea of vendors out there who, in the event that winds up happening are eventually going to find themselves without a market at all. My model has been that if I go and found a Twitter for Pets style startup tomorrow and in ten years, it has grown to become an S&P 500 component—which is still easier to take seriously than most of what Tesla says—great.During that journey, at what point do I become a given company's customer because if there is no onboarding story for me to become your customer, you're in a long-tail decline phase. That's been my philosophy, but you are a—trademarked term—Enterprise Architect, so please feel free to tell me if I'm missing any of the nuances there, which I'm sure I am because let's face it, nuance is hard; sweeping statements are easy.Chris: As an architect, [laugh] it would be a disservice to not say my favorite catchphrase, it depends. There are so many dependencies to those kinds of sweeping statements. I mean, there's a lot of enterprises that have good process; there are a lot of enterprises that have bad process. And going back to your previous statement of the startup inside the enterprise, I'm hearing a lot of companies nowadays saying, “Oh, well, we've now got this brand new incubator system that we're currently running our little startup inside of. It's got the best of both worlds.”And I'm not going to go through the litany of bad things that you just said about startups, but they'll try to encapsulate that shift that you're talking about where the cheese is moving so quickly now that it's very hard for these companies to know the customer well enough to continue to stay salient and continue to be able to look into that crystal ball to stay relevant in the future. My job as an EA is to try to capture that point in time where what are the requirements today and what are the known detriments that you're going to see in your future that you need to protect against? So, that's kind of my job—other than being a cloud therapist—in a nutshell.Corey: I love the approach. My line has been that I do a lot of marriage counseling between engineering and finance, which is a fun term that also just so happens to be completely accurate.Chris: Absolutely. [laugh]. I'm currently being a marriage counselor right now.Corey: It's an interesting time. So, you had a viral tweet recently that honestly, I'm a bit jealous about. I have had a lot of tweets that have done reasonably well, but I haven't ever had anything go super-viral, where it was just a screenshot of a conversation you had with an AWS recruiter. Now, before we go into this, I want to make a couple of disclaimers here. Before I entered tech myself, I was a technical recruiter, and I can say that these people have hard jobs.There is a constant pressure to perform, it is a sales job that is unlike most others. If you sell someone a pen, great, you can wrap your head around what that's like. But you don't have to worry about the pen deciding it doesn't want to go home with the buyer. So, it becomes a double sale in a lot of weird ways, and there's a constant race to the bottom and there's a lot of competition in the space. It's a numbers game and a lot of folks get in and wash out who have terrible behaviors and terrible patterns, so the whole industry gets tainted—in some respects—like that. A great example of someone who historically has been a terrific example of recruiting done right has been Jill Wohlner. And she's one of the shining beacons of the industry as far as how to do these things in the right way—Chris: Yes.Corey: —but the fact that she is as exceptional as she is is in no small part because there's a lot of random folks coming by. All which is to say that our conversation going forward is not and should not be aimed at smacking around individual recruiters or recruiting as a whole because that is unfair. Now, that disclaimer has been given. Great, what happened?Chris: So, first off, shout out to Jill; she actually used to be a host on vBrownBag. So, hey girl. [laugh]. What happened was—and I have the utmost empathy and sympathy for recruiting; I actually used to have a side gig where I would go around to the local recruiting places around my area here and teach them how to read a cloud resume and how to read a req and try to separate the wheat from the chaff, and to actually have good conversations. This was back when cloud wasn't—this was, like, three or four years ago.And I would go in there and say, “This is how you recruit a cloud person nowadays.” So, I love good recruiters. This one was a weird experience in that—so when a recruiter reaches out to me, what I do is I take an assessment of my current situation: “Am I happy where I'm at right now?” The answer is, “Yes.” And if they ping me, I'll say, “Hey, I'm happy right now, but if you have something that is, you know, a million dollars an hour, taste-testing margaritas on St. John island in the sand, I'm all ears. I'm listening. Conversely, I also am a Community Hero, so I know a ton of people out in the industry. Maybe I can help you out with landing that next person.”Corey: I just want to say for the record, that is absolutely the right answer. And something like that is exactly what I would give, historically. I can't do it now because let's be clear here. I have a number of employees and, “Hey, Corey's out there doing job interviews,” sends a message that isn't good when it comes to how is that company doing anyway. I miss it because I enjoyed the process and I enjoyed the fun, but even when I was perfectly happy, it's, “Well, I'm not actively on the market, but I am interested to have a conversation if you've got something interesting.”Because let's face it, I want to hear what's going on in the market, and if I'm starting to hear a lot of questions about a technology I have been dismissive of, okay, maybe it's time to pay more attention. I have repeatedly been able to hire the people interviewing me in some cases, and sometimes I've gone on interviews just to keep my interview skills sharp and then wound up accepting the job because it turned out they did have something interesting that was compelling to me even though I was reasonably happy at the time. I will always take the meeting; I will always at least have a chat about what they're doing, and I think that doing otherwise is doing yourself a disservice in the long arc of your career.Chris: Right. And that's basically the approach that I take, too. I want to hear what's out there. I am very happy at World Wide right now, so I'm not interested, interested. But again, if they come up with an amazing opportunity, things could happen. So, I implied that in my response to him.I said, “I'm happy right now, thanks for asking, but let's set up the meeting and we can have a chat.” The response was unexpected. [laugh]. The response was basically, “If you're not ready to leave right now, it makes no sense for me to talk to you.” And it was a funny… interaction.I was like, “Huh. That's funny.” I'm going to tweet about that because I thought it was funny—I'm not a jerk, so I'm going to block out all of the names and all of the identifying information and everything—and I threw it up. And the commiseration was so impressive. Not impressive in a good way; impressive in a bad way.Every person that responded was like, “Yes. This has happened to me. Yes, this is”—and honestly, I got a lot of directors from AWS reaching out to me trying to figure out who that person was, apologizing saying that's not our way. And I responded to each and every single one of them. And I was like, “Somebody has already found that person; somebody has already spoken to that person. That being said, look at all of the responses in the timeline. When you tell me personally, that's not the way you do things, I believe that you believe that.”Corey: Yeah, I believe you're being sincere when you say this, however the reality of what the data shows and people's lived experience in the form of anecdotes are worlds apart.Chris: Yeah. And I'm an AWS Hero. [laugh]. That's how I got treated. Not to blow my own horn or anything like that, but if that's happening to me, either A, he didn't look me up and just cold-called me—which is probably the case—and b, if he treats me like that, imagine how he's treating everybody else?Corey: This episode is sponsored in part by something new. Cloud Academy is a training platform built on two primary goals. Having the highest quality content in tech and cloud skills, and building a good community the is rich and full of IT and engineering professionals. You wouldn't think those things go together, but sometimes they do. Its both useful for individuals and large enterprises, but here's what makes it new. I don't use that term lightly. Cloud Academy invites you to showcase just how good your AWS skills are. For the next four weeks you'll have a chance to prove yourself. Compete in four unique lab challenges, where they'll be awarding more than $2000 in cash and prizes. I'm not kidding, first place is a thousand bucks. Pre-register for the first challenge now, one that I picked out myself on Amazon SNS image resizing, by visiting cloudacademy.com/corey. C-O-R-E-Y. That's cloudacademy.com/corey. We're gonna have some fun with this one!Corey: Every once in a while I get some of their sourcers doing outreach to see folks who are somewhat aligned on them via LinkedIn or other things, and, “Oh, okay, yeah; if you look at the things I talked about in various places, I can understand how I might look like a potentially interesting hire.” And they send outreach emails to me, they're always formulaic, and once in a while, I'll tweet a screenshot of them where I redact the person's name, and it was—and there's a comment, like, “Should I tell them?” Because it's fun; it's hilarious. But I want to be clear because that often gets misconstrued; they have done absolutely nothing wrong. You've got to cast a wide net to find talent.I'm surprised I get as few incidents of recruiter outreach as I do. I am not hireable and that's okay, but I don't begrudge people reaching out. I either respond with a, “No thanks,” if it's a particularly good email, or I just hit the archive button and never think about it again. And that's fine, too. But I don't make people feel like a jerk for asking, and that is an engineering behavioral pattern that drives me up a wall.It's, “So, I'm thinking about a job here and I'm wondering if you might be a fit,” and your response is just to set them on fire? Well, guess what an awful lot of those people sending out those emails in the sourcing phase of recruiting are early career, and guess what, they tend to get promoted in the fullness of time. Sometimes they're no longer recruiting at all; sometimes they wind up being hiring managers in different ways or trying to figure out what offer they're going to extend to someone. And if you don't think that people in those roles remember when they're treated poorly as a response to their outreach, I have news for you. Don't do it. Your reputation lingers long after you no longer work there.Chris: Just exactly so. And I feel really bad for that guy.Corey: I do hope that he was not reprimanded because he should not be. It is clearly a systemic problem, and the fact that one person happened to do this in a situation where it went viral does not mean that they are any worse than other folks doing it. It is a teachable opportunity. It is, “I know that you have incredible numbers of roles to hire for, all made all the more urgent by the fact that you're having some significant numbers of departures—clearly—in the industry right now.” So, I get it; you have a hard job. I'm not going to waste your time because I don't even respond to them just because, at AWS particularly, they have hard work to do, and just jawboning with me is not going to be useful for them.Chris: [laugh].Corey: I get it.Chris: And you're trying to hire the same talent too. So.Corey: Exactly. One of the most egregious things I've seen in the course of my career was when that whole multiple accounts opened for Wells Fargo's customers and they wound up firing 3500 people. Yeah, that's not individual tellers doing something unethical. That is a systemic problem, and you clean house at the top because you're not going to convince me that you're hiring that many people who are unethical and setting out to do these things as a matter of course. It means that the incentives are wrong, it means that the way you're measuring things are wrong, and people tend to do things out of fear or because there's now a culture of it. And if you fire individuals for that, you're wrong.Chris: And that was the message that I conveyed to the people that reached out to me and spoke to me. I was like, there is a misaligned KPI, or OKR, or whatever acronym you want to use, that is forcing them to do this churn-and-burn mentality instead of active, compassionate recruiting. I don't know what that term is; I'm very far removed from the recruiting world. But that person isn't doing that because they're a jerk. They're doing that because they have numbers to hit and they've got to grind out as many as humanly possible. And you're going to get bad employees when you do that. That's not a long-term sustainable path. So, that was the conversation that I had with them. Hopefully, it resonated and hits home.Corey: I still remember from ten years ago—and I don't always tell the story, but I absolutely will now—I went up to San Francisco when I lived in Los Angeles; I interviewed with Yammer. I went through the entire process—this was not too long before they got acquired by Microsoft so that gives you some time basis—and I got a job offer. And it was a not ridiculous offer. I was going to think about it, and I [unintelligible 00:24:19], “Great. Thank you. Let me sleep on this for a day or two and I'll get back to you definitely before the end of the week.”Within an hour, I got a response rescinding the offer claiming it had been sent by mistake. Now, I believe that that is true and that they are being sincere with this. I don't know that if it was the wrong person; I don't know if that suddenly they didn't have the req or they had another candidate that suddenly liked better that said no and then came back and said yes, but it's been over a decade now and every time I talk to someone who's considering something in that group, I tell this story. That's the sort of thing that leaves a mark because I have a certain philosophy of I don't ever resign from a job before I wind up making sure everything is solid—things are signed, good to go, the background check clears, et cetera—because I don't want to find myself suddenly without income or employment, especially in that era. And that was fine, but a lot of people don't do that.As soon as the offer comes in, they're like, “I'm going to go take a crap on my boss's desk,” which, let's be clear, I don't recommend. You should write a polite and formulaic resignation letter and then you should email it to your boss, you should not carve it into their door. Do this in a responsible way, and remember that you're going to encounter these people again throughout your career. But if I had done that, I would have had serious problems. And so that points to something systemically awful at a company.I have never in my career as a hiring manager extended an offer and then rescinded it for anything other than we can't come to an agreement on this. To be clear, this is also something I wonder about in the space, when people tell stories about how they get a job offer, they attempt to negotiate the offer, and then it gets withdrawn. There are two ways that goes. One is, “Well if you're not happy with this offer, get out of here.” Yeah, that is a crappy company, but there's also the story of people who don't know how to negotiate effectively, and in turn, they come back with indications that you do not know how to write a business email, you do not know how negotiations work, and suddenly, you're giving them a last-minute opportunity to get out before they hire someone who is going to be something of a wrecking ball in the company, and, “Whew, dodged a bullet on that.”I haven't encountered that scenario myself, but I've seen it from other folks and emails that have been passed around in various channels. So, my position on this is everyone should negotiate offers, but visit fearlesssalarynegotiation.com, it's run by my friend, Josh; he has a whole bunch of free content on his site. Look at it. Read it. It is how to handle this stuff effectively and why things are the way that they are. Follow his advice, and you won't go too far wrong. Again, I have no financial relationship, I just like what he's done a lot and I've been talking to him for years.Chris: Nice. I'll definitely check that out. [laugh].Corey: Another example is developher—that's develop H-E-R dot com. Someone else I've been speaking to who's great at this takes a different perspective on it, and that's fine. There's a lot of advice out there. Just make sure that whoever it is you're talking to about this is in a position to know what they're talking about because there's crap advice that's free. Yeah. How do you figure out the good advice and the bad advice? I'm worried someone out there is actually running Route 53 is a database for God's sake.Chris: That's crazy talk. Who would do that? That's madness.Corey: I can't imagine it.Chris: We're actually in the process of trying to figure out how to do a panel chat on exactly that, like, do a vBrownBag on salary negotiations, get some really good people in the room that can have a conversation around some of the tough questions that come around salary negotiation, what's too much to ask for? What kind of attitude should you go into it with? What kind of process should you have mentally? Is it scrawling in crayon, “No. More money,” and then hitting send? Or is it something a little bit more advanced?Corey: I also want to be clear that as you're building panels and stuff like that—because I got this wrong early on in my public speaking career, to be clear—I built talks aligned with this based on what worked for me—make sure that there are folks on the panel who are not painfully over-represented as you and I are because what works for us and we're considered oh, savvy business people who are great negotiators comes across as entitled, or demanding, or ooh, maybe we shouldn't hire her—and yes, I'm talking about her in a lot of these scenarios—make sure you have a diverse group of folks who can share lived experience and strategies that work because what works for you and me is not universal, I promise.Chris: So, the only requirement to set this panel is that you have to be a not-white guy; not-old-white guy. That's literally the one rule. [laugh].Corey: I like the approach. It's a good way to do it. I don't do manels.Chris: Yes. And it's tough because I'm not going to get into it, but the mental space that you have to be in to be a woman in tech, it's a delicate balance because when I'm approaching somebody, I don't want to slide into their DMs. It's like this, “Hey, I know this other person and they recommended you and I am not a weirdo.” [laugh]. As an old white guy, I have to be very not a weirdo when I'm talking to folks that I'm desperate to get on the show.Because I love having that diverse aspect, just different people from different backgrounds. Which is why we did the entire career series on vBrownBag. We did data science with Ayodele; we did how to get into cybersecurity with Christoph. It was a fantastic series of how to get into IT. This was at the beginning of the pandemic.We wanted to do a series on, okay, there's a lot of people out there that are furloughed right now. How do we get some people on the show that can talk to how to get into a part of IT that they're passionate about? We did a triple series on how to get into game development with Dennis Diack, the founder of Apocalypse Studios. We had a bunch of the other AWS Heroes from serverless, and Lambda, and AI on the show to talk, and it was really fantastic and I think it resonated well with the community.Corey: It takes work to have a group of guests on things like podcasts like this. You've been running vBrownBag for longer than I've been running this, and—Chris: 13 years now.Corey: Yeah. This is I think, coming up on what, four years-ish, maybe three, in that range? The passing of time, especially in a pandemic era, is challenging. And there's always a difference. If I invite a white dude to come on the podcast, the answer is yes before I get the word podcast fully out of my mouth, whereas folks who are not over-represented, they're a little more cautious. First, there's the question of, “Am I a trash bag?” And the answer is, “No.” Well, no, not in the way that you're concerned about other ways—Chris: [laugh]. That you're aware of. [laugh].Corey: Oh, God, yes, but—yeah. And then—and that's part of it, and then very often, there's a second one of, “Well, I don't think I have anything, really, to talk about,” is often a common objection here. And it's, yeah, if I'm inviting you on this show, I promise that's not true. Don't worry about that piece of it. And then it's the standard stuff that just comes with being me, of, “Yeah, I've read your Twitter feed; you got to insult me here?” It's, “No, no, not really the same tone. But great question; throw the”—it goes down to process. But it takes constant work, you can't just put an open call out for guest nominations, and expect that to wind up being representative of our industry. It is representative of our biases, in many respects.Chris: It's a tough needle to thread. Because the show has been around for a long time, it's easier for me now, because the show has been around for 13 years. We actually just recorded our two thousandth and sixtieth episode the other night. And even with that, getting that kind of outreach, [#techtwitter 00:31:32] is wonderful for making new recommendations of people. So, that's been really fun. The rest of Twitter is a hot trash fire, but that's beside the point. So yeah, I don't have a good solution for it. There's no easy answer for it other than to just be empathic, and communicative, and reach people on their level, and have a good show.Corey: And sometimes that's all it takes. The idea behind doing a podcast—despite my constant jokes—it's not out of a love affair of the sound of my own voice. It's about for better or worse, for reasons I don't fully understand, I have a platform. People listen to the show and they care what people have to say. So, my question is, how can I wind up using that platform to tell stories that lift up narratives that are helpful for folks that they can use as inspiration—in my case, as critical warnings of what to avoid—and effectively showcasing some of the best our industry has to offer, in many respects.So, if the guest has a good time and the audience can learn something, and I'm not accidentally perpetuating horrifying things, that's really more than I have any right to ask from a show like this. The fact that it's succeeded is due in no small part to not just an amazing audience, but also guests like you. So, thank you.Chris: Oh no, Thank you. And it is. It's… these kinds of shows are super fun. If it wasn't fun, I wouldn't have done it for as long as I have. I still enjoy chatting with folks and getting new voices.I love that first-time presenter who was, like, super nervous and I spend 15 minutes with them ahead of the show, I say, “Okay, relax. It's just going to be me and you facing each other. We're going to have a good time. You're going to talk about something that you love talking about, and we're going to be nerds and do nerd stuff. This is me and you in front of a water cooler with a whiteboard just being geeks and talking about cool stuff. We're also going to record it and some amount of people is going to see it afterwards.” [laugh].And yeah, that's the part that I love. And then watching somebody like that turn into the keynote speaker at a conference ten years down the road. And I get to say, “Oh, I knew that person when.”Corey: I just want to be remembered by folks who look back fondly at some of the things that we talk about here. I don't even need credit, just yeah. People who see that they've learned things and carry them forward and spread to others, there's so many favors that people have done for us that we can only ever pay forward.Chris: Yeah, exactly. So—and that's actually how I got into vBrownBag. I came to them saying, “Hey, I love the things that you guys have done. I actually passed my VCIX because of watching vBrownBags. What can I do to help contribute back to the community?” And Alistair said, “Funny you should mention that.” [laugh]. And here we are seven years later.Corey: Well, to that end, if people are inspired by what you're saying and they want to hear more about what you have to say or, heaven forbid, follow in your footsteps, where can they find you?Chris: So, you can find me on Twitter; I am at mistwire.com—M-I-S-T-W-I-R-E; if you Google ‘mistwire,' I am the first three pages of hits; so I have a blog; you can find me on vBrownBag. I'm hard to miss on Twitter [laugh] I discourage you from following me there. But yeah, you can hit me up on all of the formats. And if you want to present, I'd love to get you on the show. If you want to learn more about what it takes to become an AWS Hero or if you want to get into that line of work, I highly discourage it. It's a long slog but it's a—yeah, I'd love to talk to you.Corey: And we of course put links to that in the [show notes 00:35:01]. Thank you so much for taking the time to speak with me, Chris. I really appreciate it.Chris: Thank you, Corey. Thanks for having me on.Corey: Chris Williams, Enterprise Architect, comma AWS Cloud at WWT. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice, along with a comment telling me that while you didn't actively enjoy this episode, you are at least open to enjoying future episodes if I have one that might potentially be exciting.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

In today's episode, we're joined by Netherlands based Salesforce CTA, Vinay Sail. Vinay is an Enterprise Architect and talks us through what first attracted him into the technical space and the world of Salesforce, and more recently to pursue the CTA path. We talk about how he first started designing Salesforce solutions, we cover the different types of architects and what each one does. Vinay explains the structure and planning aspects of architecture, and how TOGAF certifications and others similar, can assist professionals to build that framework. We touch on architecture from the business's perspective; the outcomes that they can expect to see, and the return on investment from the work produced. As a Certified Technical Architect graduating from the FlowRepublic Academy, Vinay explains his personal CTA journey, the study group that he was a part of, and shares the productivity tips that he adopted to achieve success. Make sure that as well as checking out his blog referenced in this episode, forceenterprisearchitect.com, that you're following Vinay on LinkedIn to stay connected, and if you have any questions, then Vinay is happy to chat with you online.   You can check out our episode sponsors, FlowRepublic for details about the Elite Salesforce Academy coaching programme mentioned in this episode, and a big thank you for their support in bringing you this episode.   We hope you enjoy the chat!

In this episode of the What's Your Baseline podcast we are changing up the format a bit - this is the first of many interviews that we will have in the future. Our guest today is Mike Idengren, who has 20+ years of experience combining EA, BPM, and agile solution development methodologies to unleash cross-functional teams' potential to deliver on digital business transformation expectations. He is a TOGAF-certified SAFe SPC and instructor, applying "agile at scale" -- going beyond theoretical teaching, and delivering results by implementing "just enough" tools, organizational structures, and processes. We are talking about the following topics: - Mike's background and how he got into Agile - (Scaled) Agile as a discipline and its "big goal" - The layers of Scaled Agile and the roles that architects play in each layer - The value context: improving product quality, lowering risk together, and improving sustainability. - How to implement Scaled Agile: leadership, start small, scale - Doing Agile in a remote environment (vs. traditional "team is in the room" approach); which tools to use and which type of (consulting) resources to bring on board - Governance and the LACE (Lean Agile Center of Excellence) - Mike's patent-pending "Lean Agile Blocker Index" concept - Lean Scaled Architect's offerings Mike can be reached by sending a note to mike@leanscaledarchitects.com and you can learn more about his firm at www.leanscaledarchitects.com. Please reach out to us by either sending an email to hello@whatsyourbaseline.com or leaving us a voice message by clicking here. The full show notes, including graphics, further links, credits, and transcript, are available at whatsyourbaseline.com/episode6.

Welcome to episode 5 of the What's Your Baseline podcast. Today we are talking about: Definitions: Frameworks (structures), Methods (processes), Notations (languages), Reference Content (content) How to implement these? This is part of the Technical Governance implementation phase; write it down in your EA Strategy document Document your standards. When and how to change the standards (too often diminishes trust; org Change Mgmt / socialization is key) Have your method and data define/support your standards so they are "fit for purpose" Action-focused vs. function-focused notations How to run process design workshops in multiple sessions Geek-out over various notation examples (BPMN, DMN, EPC, UML, IDEF, ArchiMate) - observations on how they are used in real life Use a common structure, such as TOGAF's ADM, to train users and make finding things easier for them in the future Please reach out to us by either sending an email to hello@whatsyourbaseline.com or leaving us a voice message by clicking here. The full show notes, including graphics, further links, credits, and transcript, are available at whatsyourbaseline.com/episode5.

Have you ever been confused by jargon-y architect language? Things like "TOGAF", "BPMN", and "UML" - what do they mean, and why do they matter? Or suffered through a system implementation that had a lot of upfront planning, but ended up with scope creep? Welcome to the What's Your Baseline podcast, where we explore these topics and more. Each episode, we'll be diving into a topic that is relevant for you. What it is, why it's interesting and why you should care. We'll also share stories from the road - how to implement best practices, and their value. Our season 1 focus is on investigating assumptions and principles, and setting yourself and your organization up for success. We'll also bring in fresh perspectives from some of our favorite thought leaders through live interviews! Join us on this bi-weekly journey starting in early August 2021 with the What's Your Baseline podcast and companion blog at whatsyourbaseline.com.

The Open Group disappointed with version 9.2 of TOGAF. However, they published new certifications and seem to diversify their assets, so that TOGAF will be less important in the future.

Последний выпуск сезона Говорим о сертификации, архитектуре, TOGAF Много ржем (как кони)

TOGAF, which stands for “The Open Group Architecture Framework”, is the most important Enterprise Architecture Framework nowadays.

Although TOGAF is quite old and there has been many new developments in IT, it still has its place today. This podcast provides a comprehensive analysis of whether TOGAF is still relevant today or not.

When it comes to developing software we use the adagio: You built it, You run it, You love it. Same should hold for all the -ilities or non-functional requirements. So, one should love their logging. One of the subjects that we did not really touch yet in our podcast is non-functionals.What this episode coversToday we take a closer look at logging. An aspect that typically fills some of the non-functionals or -ilities. Love your logs and Love the people after you.For the first time in the history of the bol.com Techlab podcast, we are able to provide 5 free eBooks about today's topic. Because that was the starter for this episode. We were contacted by the publisher of this book if we were interested in an episode about logging with the author of this book. So, we came up with the idea to combine it with the bol.com way of logging. During the episode, we will explain what's needed to obtain one of these codes.We start our logging journey talking about moving away from monoliths. This brings a challenge for logging and tracing. Next, we dive into the question: Logging for logging vs logging for alerting? All this is on the receiving end. What about the production of logging? What are the best practices for producers? And we wanted to learn how organisations deal with demanding teams. Last part is about the balancing act of engineering. And of course, we have our famous closings round: the most important takeaways.GuestsPhil Wilkins – has spent over 25 years in the software industry. Is a Senior Consultant and Tech Evangelist working for Cap Gemini. Specializing in cloud integration, APIs, and related technologies. Phil is TOGAF certified. Recognized by Oracle as an Ace Director (independent technology advocate) for his contributions to the integration and PaaS community. Has written a few books including the one we talk about today: Unified Logging with Fluentd.Tjebbe Vlieg – System Engineer, in his 4th year at bol.com and really enjoying it, strong in logging, monitoring and metrics.NotesThe Book: Unified Logging with Fluentd.ELK StackfluentdELK vs ELF stack

Our EACOE Enterprise Architecture practice has looked at security as part of Enterprise Architecture, not as a separate activity. Simply, the objective is ensuring only authorized access to a process or a data component. Starting with this objective – not after the fact – is key. In the physical world, look at the game-changer brought about by the Ring doorbell – warn me before someone enters the house, rather than telling me someone is in the house.If you are guided by FEA, or TOGAF ®, or UAF, we hope that this additional Enterprise Architecture insight will provide the outline you need for a robust view of security, and security architecture.  Security is a business strategy first - not only an implementation technology concern. Security is an after the fact approach in most organizations unfortunately, rather than an architected approach, we suggest.Tune in to hear how to address this growing concern in organizations, well before it is actually needed.  Locks, passwords, etc, only keep honest people honest.

TOGAF should focus more on business architecture, they should adapt the Architecture Development phases, and they should provide a solution to align Enterprise Architecture with agile practices.

Most Valuable Cloud Certifications with Yujun Liang and Richard Foltak. World-renowned Certification Gurus Yujun Liang and Richard Foltak are going to share the most valuable cloud certifications for a tech career. How to plan, study, and prepare for certification exams. Join the YouTube live to get your questions answered. Richard will share career advice and which certifications will exponentially make you an attractive candidate and shorten your job search. Yujun mentors, advises and encourages professionals preparing for AWS, GCP, Azure, TOGAF and many other certifications. Yujun has all AWS, Google Cloud and Data, Alibaba, Docker certifications. In addition to his fulltime job Richard has passed CCISO | CGEIT | CISM | CISSP | CCSP | 3xITIL4 | CISA | CRISC | CSSLP | HCISPP | ISSAP | ISSMP | 10xAWS | 5xGCP in the shortest period of time and is a tech expert. #payitforward #careerjourney #careerchange #cissp #ceh #cybersecurity #security #infosecurity #cyberforensics #incidentresponse #cyberinvestigation #computerforensics #threatanalysis #hacker We will discuss, what works for these experts, what they have seen has worked for friends, and how you can plan successful cyber security, cloud security, AWS, Google Cloud and Azure Cloud career. Join https://www.meetup.com/cybersecurity-careers/Subscribe to Cybersecurity Career Talks on Soundwise

In this episode, Bala - a Distinguished Engineer with IBM shares his perspectives with Sivaguru from PM Power Consulting on His experience that led to becoming a distinguished engineer How one has to internalize and abstract models [such as TOGAF] to solve large enterprise problems Starting with documenting an existing architecture.. How hard could that be - until you realize the possible ways in which it can be used On whether he has seen Conways law in practice How abstracting shared or common services helps simplify organizational design as well How he got to thinking of problems from an organization or business point of view, rather than technology alone How to look at microservices to enable robust architectures The dimensions an enterprise architect should know, when considering cloud based solutions How an architect balances the anticipation of future technology and the need to implement something today by the dev teams Benefits of embedding Site Reliability Engineers into dev squads An experience from a delivery transformation exercise to reduce the average release cycle from 3 months to 3 weeks Implications of mixing and matching homegrown and open source components in enterprise solutions Shifts in business models with the acceptance of ‘... as a service’ concepts The blurring lines across industries Considerations for building ecosystem based solutions His tip for future proofing one’s career in IT Bala Srinivasan is an IBM Distinguished Engineer and Chief Technical Officer in IBM's Global Business Services. He is a Subject Matter Expert in Cloud Transformation, Application Modernization, DevOps, Application Operations on cloud, Offering development & enterprise architecture He is a Technical Advisor, who guides senior client executives on IT strategy and enterprise architecture including Cloud strategy across varied industries. Capability in offering Client Services for Cloud Application Services in IBM's Global Business Services (GBS); As a Thought Leader, he bridges the gap between IT and Business to improve business flexibility and agility using approaches such as BizDevOps, Cloud, Microservices & API economy. Responsible for cloud computing, DevOps Transformation and Hybrid Cloud / Multi-Cloud Architecture. Bala is recognized as a Cloud Solutions Evangelist for Cloud adoption including DevOps transformation with excellence in ensuring continuous improvement of Cloud offerings and building Cloud-scale data services.

I spoke with Scott Duffy. Scott is an online instructor focusing on selling his courses on Udemy.com - He primarily teaches about Azure and a certification called TOGAF. In this conversation Scott tells me about how online training has changed his life for the better. Scott has reached 200 thousand students and he has the life time goal of reaching 1 million students. With his focus and determination, I have no doubts he's going to get there. Scott also spoke about his career and the many opportunities he sees within Azure and Microsoft. Have a listen to get to know how he did it and who knows, maybe you consider a career as an online instructor too. Full show notes and links: https://SoloCoder.com/17

Very often, what takes the headline these days are how AI will change our world, whilst these capture attentions, we should not forget about what need to go behind the scene to support AI, data, and business analytics. To support a data driven organisation with strong application of business analytics (incl. AI), you need get the fundamental foundation and enterprise architecture right. Andrew Swindell is a TOGAF qualified Enterprise Information Architect and with over 20 years’ experience in the field of information technology and enterprise architecture. In this podcast episode, Andrew will share with us the importance of informationarchitecture , the opportunities it presents and the value generated from focusing on your data assets. In particular, we will learn how data and analytics are applied in the energy business, that's often asset heavy. Andrew explored how analytics could be used in asset management for an organisation. Favorite book: Good to Great: Why Some Companies Make the Leap and Others Don't, by Jim Collins. LinkedIn Profile: https://www.linkedin.com/in/andrewswindell/ Published papers & past presentation: https://www.orbussoftware.com/resources/authors/andrew-swindell/ https://www.slideshare.net/AndrewSwindell https://www.architectureandgovernance.com/strategy-planning/business-capability-models-might-missing-better-business-outcomes/ Want to become a certified enterprise architect like Andrew? You can find out more about TOGAF Certification: http://www.togaf.info/togaf9/index.html --- Send in a voice message: https://anchor.fm/analyticsshow/message

Whynde Kuehn interviews two leading business architecture practitioners, Bryan Lail and Steve DuPont (both Certified Business Architects® from the Business Architecture Guild®), on key aspects about the TOGAF®–BIZBOK® Guide alignment.

TOGAF, which stands for “The Open Group Architecture Framework”, is the most important Enterprise Architecture Framework nowadays.

What's the “business” side of enterprise architecture? And how does EA'ing start mapping to DevOps, cloud-native, and all the new stuff? In part one of this discussion, I talk with Matt Walburn (https://twitter.com/mattwalburn) about how EA's fit into The Business. Rough Outline Rorschaching “Enterprise Architect” (EA) The bad parts of EA - governance “Neo-classical DevOps” Matt Walburn (https://twitter.com/mattwalburn) - AWS, Pivotal, Target. DIY Whitepaper (https://content.pivotal.io/white-papers/the-upside-down-economics-of-building-your-own-platform) Understanding how the business works, the customers (internal and external), what IT is in place. What's the “operating model” for figuring out what IT does: deciding on the plan, finance, HR, translating things to developers. Taking out COTS and desktop management - however, commoditizing by going SaaS and IaaS is likely important. Figuring out how the business works. Experiences their customers work with that are supported by IT, e.g., eCommerce, mobile device, call-center. Figuring out the stick figures and the lines to boxes - user-centric design and thinking. Agile, value-streams. Outcomes/What is “strategy”? Outcomes - result (monetary, usually) you want. How you'll achieve it (e.g., sell through mobile apps)… working backwards to the things required (in eCommerce, I need to show a catalog of products, get them to pay for it, ship it, handle returns, etc.) The value of TOGAF and ITIL side-note. How to ferret them out - sit in people with a room and walk back the business, a bunch of questions. “Boardio.” How to “model”/document them - taxonomy. How do these workflows/outcomes align to what the business is doing. Finding duplication that's wasteful - if we want faster cycle-times, we want to democratize data access (more transparent, well-known data sources, etc.)… not burdened with re-creating. Not so much (or only) an “IT service” that's duplicated, but sort of logical pools of data. Cost-removal is fine, but also removing conflicts and dealing with conflicts, and removing time-to-understand how all these different things work. Define future vision, aka, “what do we [in IT] do now?” First step, how decoupled is the business from IT Special Guest: Matt Walburn.

What’s the “business” side of enterprise architecture? And how does EA’ing start mapping to DevOps, cloud-native, and all the new stuff? In part one of this discussion, I talk with Matt Walburn (https://twitter.com/mattwalburn) about how EA’s fit into The Business. Rough Outline Rorschaching “Enterprise Architect” (EA) The bad parts of EA - governance “Neo-classical DevOps” Matt Walburn (https://twitter.com/mattwalburn) - AWS, Pivotal, Target. DIY Whitepaper (https://content.pivotal.io/white-papers/the-upside-down-economics-of-building-your-own-platform) Understanding how the business works, the customers (internal and external), what IT is in place. What’s the “operating model” for figuring out what IT does: deciding on the plan, finance, HR, translating things to developers. Taking out COTS and desktop management - however, commoditizing by going SaaS and IaaS is likely important. Figuring out how the business works. Experiences their customers work with that are supported by IT, e.g., eCommerce, mobile device, call-center. Figuring out the stick figures and the lines to boxes - user-centric design and thinking. Agile, value-streams. Outcomes/What is “strategy”? Outcomes - result (monetary, usually) you want. How you’ll achieve it (e.g., sell through mobile apps)… working backwards to the things required (in eCommerce, I need to show a catalog of products, get them to pay for it, ship it, handle returns, etc.) The value of TOGAF and ITIL side-note. How to ferret them out - sit in people with a room and walk back the business, a bunch of questions. “Boardio.” How to “model”/document them - taxonomy. How do these workflows/outcomes align to what the business is doing. Finding duplication that’s wasteful - if we want faster cycle-times, we want to democratize data access (more transparent, well-known data sources, etc.)… not burdened with re-creating. Not so much (or only) an “IT service” that’s duplicated, but sort of logical pools of data. Cost-removal is fine, but also removing conflicts and dealing with conflicts, and removing time-to-understand how all these different things work. Define future vision, aka, “what do we [in IT] do now?” First step, how decoupled is the business from IT Special Guest: Matt Walburn.

What’s the “business” side of enterprise architecture? And how does EA’ing start mapping to DevOps, cloud-native, and all the new stuff? In part one of this discussion, I talk with Matt Walburn (https://twitter.com/mattwalburn) about how EA’s fit into The Business. Rough Outline Rorschaching “Enterprise Architect” (EA) The bad parts of EA - governance “Neo-classical DevOps” Matt Walburn (https://twitter.com/mattwalburn) - AWS, Pivotal, Target. DIY Whitepaper (https://content.pivotal.io/white-papers/the-upside-down-economics-of-building-your-own-platform) Understanding how the business works, the customers (internal and external), what IT is in place. What’s the “operating model” for figuring out what IT does: deciding on the plan, finance, HR, translating things to developers. Taking out COTS and desktop management - however, commoditizing by going SaaS and IaaS is likely important. Figuring out how the business works. Experiences their customers work with that are supported by IT, e.g., eCommerce, mobile device, call-center. Figuring out the stick figures and the lines to boxes - user-centric design and thinking. Agile, value-streams. Outcomes/What is “strategy”? Outcomes - result (monetary, usually) you want. How you’ll achieve it (e.g., sell through mobile apps)… working backwards to the things required (in eCommerce, I need to show a catalog of products, get them to pay for it, ship it, handle returns, etc.) The value of TOGAF and ITIL side-note. How to ferret them out - sit in people with a room and walk back the business, a bunch of questions. “Boardio.” How to “model”/document them - taxonomy. How do these workflows/outcomes align to what the business is doing. Finding duplication that’s wasteful - if we want faster cycle-times, we want to democratize data access (more transparent, well-known data sources, etc.)… not burdened with re-creating. Not so much (or only) an “IT service” that’s duplicated, but sort of logical pools of data. Cost-removal is fine, but also removing conflicts and dealing with conflicts, and removing time-to-understand how all these different things work. Define future vision, aka, “what do we [in IT] do now?” First step, how decoupled is the business from IT Special Guest: Matt Walburn.

Hey BAM Nation! In this episode I am going to be continuing my systems integration 101 series and will be taking you through my 3rd article in the series titled, "How to Identify your AS-IS systems". In today's episode we will cover: What are AS-IS systems Why identifying your AS-IS systems is critically important What the BDAT domains are and why you should care The top questions you should ask for each domain

The Software Process and Measurement Cast 370 features my discussion with Greger Wikstrand.  Greger and I discussed his article titled “Should you distrust Agile?” and other topics. Greger discussed why some people distrust Agile and whether you and your customers should also distrust Agile software development. After you listen to the podcast, read Greger’s blog on the topic. Greger Wikstrand, Ph.D. M.Sc. is a TOGAF 9 certified enterprise architect with an interest in e-heatlh, m-health and all things agile as well as processes, methods and tools. Greger Wikstrand works as a CTO at Capgemini where he alternates between enterprise advisory services, business development and working with thought leadership. Contact Blog: http://www.gregerwikstrand.com/ Twitter:  https://twitter.com/gregerwikstrand Call to Action! Review the SPaMCAST on iTunes, Stitcher or your favorite podcatcher/player and then share the review! Help your friends find the Software Process and Measurement Cast. After all, friends help friends find great podcasts! Re-Read Saturday News Remember that the Re-Read Saturday of The Mythical Man-Month is winding down (we will pick things up next week). We will tackle the essay titled “The Mythical Man-Month 20 Years Later” Check out the new installment at Software Process and Measurement Blog.  What would you like the next re-read book to be?  Please vote on the blog!  Currently, we have a tight battle between: Checklist Manifesto: How to Get Things Right How to Measure Anything: Finding the Value of Intangibles in Business - Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency – Vote Here Upcoming Events Details on 2016 Conferences that include QAI Quest and StarEast to name a few in a few weeks. Next SPaMCAST The next Software Process and Measurement Cast will feature our article on Focus and the Pomodoro technique.  A discussion on focus during the festive this season might be helpful for making sure you can get to everything that needs to be done.  We will also include Steve Tendon discussing the next chapter in his new book, Tame The Flow. Finally, we will anchor the cast with a visit to the QA Corner with Jeremy Berriault. Shameless Ad for my book! Mastering Software Project Management: Best Practices, Tools and Techniques co-authored by Murali Chematuri and myself and published by J. Ross Publishing. We have received unsolicited reviews like the following: “This book will prove that software projects should not be a tedious process for you or your team.” Support SPaMCAST by buying the book here. Available in English and Chinese.

Episode 3: Rob Livingstone and Dr Asif Gill discuss enterprise architectures, including TOGAF, Zachman, how they are relevant to organisations coming to grips with adaptability, as well as providing an overview of the Gill framework . Explored why the enterprise … The post Episode 3: Overview of enterprise architectures, including TOGAF, Zachman, how they are relevant to organisations coming to grips with adaptability appeared first on Livingstone Advisory.

Olá desenvolvedores, designers, analistas, arquitetos, DBAs, testadores, gordos, atletas, editores de podcast, orgulhosos, surfistas, gamers e insanos em geral! Sejam todos bem-vindos a nossa humilde casa! Aqui temos sempre uma boa conversa de bar entre bons amigos, sobre quase qualquer … Continuar lendo →

The SAP market is changing, but one thing remains a constant: the need for quality SAP professionals with the right skills combinations. In his latest podcast, Jon sat down with Kent Sanders, a 15 year SAP professional who is knee-deep on a cutting edge eSOA project for a major SAP Retail customer. Sit in with Jon and Kent as they discuss Kent's keys to attracting and retaining SAP talent, how SAP developers can stay relevant on projects and reduce the risk of being outsourced, and how Kent's project team has developed a different way of obtaining "buy in" for eSOA projects, building support "from the bottom up." Kent also talks about the tools SAP professionals need to master to stay relevant, and how his project finds the right mix between outside consultants and internal training. During this thirty five minute podcast, Jon and Kent cover topics such as: - How Kent's fifteen year SAP career has evolved into his current role as an Enterprise Architect, and how he has pursued the TOGAF certification and other components of his skill set. - The importance of the TOGAF SOA architecture and how it applies to the SAP world, in terms of architectural solutions that solve SAP business problems. Kent explains how the TOGAF framework was incorporated into SAP's Enterprise Architecture Framework, and how he was involved in the earlier stages of this process while working for SAP. - Why ABAP Developers and SAP Java Programmers need to think about becoming SAP Software Engineers, and why SAP Basis Experts should focus on becoming SAP Enterprise Architects. - The current NetWeaver product suite, including NetWeaver Portals, and how eSOA skills fit into a broader NetWeaver competency. - How the line is blurring between technical and functional approaches, and the role "offshoring" can play in this process of staffing projects. Kent also notes the communication issues involved in outsourcing that can impact which projects are appropriate for offshoring and which are better handled in house. - Fresh back from a conference session on attracting and retaining SAP talent, Kent talks about the three keys to building (and keeping) a great project team: provide a well-thought career path for your team members; 2. don't hold back on training your people with the latest SAP skills even if it means you might lose some of them to the SAP job market; 3. adopt a mentality of continuous training. - Kent also reports that the hardest skills to find, according to the SAP customers at the conference, were: 1. NetWeaver Administrators, and 2. Enterprise Architects. Java developers and ABAP programmers were easier to hire on the open market. Kent mentioned that the consulting firms don't even have many folks that know NetWeaver and Enterprise SOA well. Kent said that many of these firms turn to outsourcing to fill their project needs. - Jon asks Kent to elaborate on the role outsourcing plays on SAP projects, and asked him to talk about how SAP professionals can make themselves less vulnerable to outsourcing. Kent explains that mastering data modeling and business modeling tools, and emphasizing strategy and architecture was the key to becoming more outsourcing-proof. - Kent talks about his current SAP project, and how his team has developed a unique approach to building momentum for eSOA projects by working on projects from the "bottom up." Kent talked about how there is natural resistance to eSOA from both high level IT executives and business executives. He explained how his team is gaining support one project at a time by focusing on projects that have a "wow factor" and a tangible business benefit. - Kent provides an overview of his current SAP environment, and how they are working on eSOA with plans to involve NetWeaver CE, ESR, and NetWeaver PI. He talked about how his team can get projects done within a $50,000 budget and having composite apps up and running in a six week to two month period. Kent's team is using this approach to solve business "pain points" and to develop their own eSOA roadmap. - Jon asks Kent to explain to listeners how he identifies which areas are the best candidates for early eSOA projects. He lists the main factors that are ideal for eSOA projects: simplification, consolidation, and building new services and composites. Kent talks about which projects can have a "wow" type of impact, such as service-enabling inventory lookups, getting data to customers more effectively, and making user-friendly interfaces for in store employees for quick training and ramp up. - Jon and Kent go more in-depth into a discussion of the future of SAP development and the future of SAP technical skill sets. Kent talks about the importance of mastering new process modeling tools like Aris for NetWeaver, which is now tied into the ESR. He tells us that it's not yet possible for business process experts to model all their own code without the help of a developer, but this kind of model-driven programming is becoming closer to reality. Kent mentions other hot tools that SAP professionals should know, such as Web Dynpro, Adobe Forms, Solution Manager, and Aris . - Kent highlights the keys his project has used to build a quality internal team and strike a good balance with outside consulting support. He talks about the importance of hiring manager-level folks who are "SAP rock stars," which in turn allows for a more savvy use of SAP implementation partners. Kent says that for the next phase of his project, they are looking to bring in less consultants and train more people internally. - In closing, Kent talks about how the successful SAP professional understands that technology changes all the time, and that if you view paradigm changes as a threat, you should get out of this particular field, because there is always change. The point is to apply the right forward-thinking mindset towards skills acquisition. In terms of adding real value to SAP customers and keeping your skills in demand, Kent says that the key is to develop a deep understanding of NetWeaver and the ability to help SAP customers harness that technology and break through their NetWeaver confusion. If you can do that, says Kent, you can "write your own check."

This is Jon Reed's "roaming podcast" from SAP TechEd '07, Day 2. Follow John through his frank reactions to the keynotes and press conferences, and get his quick reactions to the closed interview sessions Jon conducted, such as his group interview with SAP CTO Vishal Sikka. As always, Jon tries to not only identify the key technical trends, but to move the conversation into the question of skills - who will fill these new SAP roles, and what types of backgrounds will they need? Jon asked SAP executives these questions. Listen to the podcast series to find out the answers he was given and what he thought of those answers. For the Day 2 podcast, the longest day of TechEd and the longest podcast in the series, Jon reacts to the executive keynotes and closed interview sessions he attended. Editor's note: In the Day 2 podcast, Jon expresses some confusion that some attendees had about SAP Business By Design (BBD) and whether it was replacing A1S or was a separate product. It was later confirmed that BBD is in fact the same product as A1S, which is known as BBD going forward. Reactions to Day 2 include: - Responses to the keynote by Peter Zencke and friends, including the surprising emphasis on BBD as a big news item of the day. - Jon talks about how this whole idea of "business network transformation" is really the same "extending the enterprise" talk SAP vendors have been pushing since the '90s, but that eSOA may finally give some technical teeth to the vision. - Jon covers the latest SAP product innovations pushed during the keynote, including the SAP switch framework, the ES Workplace on SDN, and the ESR (Enterprise Services Repository). He also talks about the modeling tools that were demonstrated and the potential impact of the new Visual Composer, the new CE (Composition Environment), and the Eclipse development environment. Jon also notes the surprising lack of BI talk during the keynote, except for the BI Accelerator. - Jon shares his reaction to the press conference after the keynote, where he posed the question of how the skills gap acknowledged by Peter Zencke was going to be filled. The executives on the panel noted an immediate demand for SAP Enterprise Architects and Business Process Experts. Jon gives his take on what he thought of these answers. - Peter Zencke talked about how SAP customers are using SDN for training, and Jon notes the emphasis SAP is giving on training that goes beyond the classroom. - Fresh back from his interview session with SAP CTO Vishal Sikka, Jon shares Vishal's take on SAP as a development platform, and whether he thinks ABAP is dead. Jon explains why Vishal thinks core functional and technical SAP skills will become commoditized. He shares Vishal's memorable quote on eSOA: "eSOA is a way to explain to management what APIs are." (Vishal was basically noting the eSOA simplifies the integration discussion in a way that management can understand and appreciate as a business case. -Jon also talks about Vishal's point that "service-enabling" the entire SAP product line is a complex undertaking. For example, the Financials area of SAP is a high-stakes area that can get an executive in a jail cell if the right regulatory and compliance procedures (SAP GRC) are not followed. Jon explains why Vishal still believes in the power of eSOA despite these security challenges. - Jon wraps the Day 2 podcast with reflections on a presentation from Cardinal Health on hands-on SAP eSOA lessons. Jon notes that the speaker, Brent Stutz of Cardinal Health, makes a good summary of "lessons learned" from eSOA, including doing the work of defining who owns the data. Jon also notes the point made during the session that SAP developed its Enterprise Services roadmap by taking the TOGAF industry standard SOA roadmap and adding some business processes to it.