That's Not in My Job Description
summary
Companies show three clear patterns: small startups let developers grow into architects and use cross-functional teams, large regulated firms lock architects into narrow requirements, and many orgs leave architects doing product‑owner or project‑manager work. Interviews with trainers report architects becoming bottlenecks, being reprimanded for mentoring developers, or secretly building a tiny working subsystem that later gets blamed when it fails. Recommended tactics include the Warren Buffett maneuver (change vessels), the Johnny Cash tactic (learn to walk the line), and teaching architects expectations, politics, and negotiation skills.
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chapters (12)
- 0:00Introduction to talk
- 1:34Motivation for the talk
- 4:21Textbook roles of architects
- 14:00Reality check on roles
- 22:49Where textbook and reality diverge
- 25:58Large companies and role clarity
- 30:13Horror stories in practice
- 35:35What works better in teams
- 39:25Options when the role fails
- 43:41Business case responsibility
- 44:02Preparing architects for real roles
- 46:12Q&A session
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