Solution Architect Competencies - Part I - Alik Levin's - Site Home

Now that I know what Solutions Architecture Foundations are and what the Solution Architect And Enterprise Architect Do it's time to learn what competencies the Solution Architect must possess in order to build solid solution architectures. I found it in Solution Architect Competencies that includes (but not limited to) these:

Leadership (covered here)
Communication (covered here)
Organizational dynamics (covered here)
Strategy
Process and tactics
Technology breadth
Technology depth

by aloshbennett

In this post I am mixing the content from the resources on MSDN with my own take on each competency expressed by links to my original posts on www.PracticeThis.com.

Leadership

From Lesson 3: Leadership:

Leaders and Managers: Leadership is managing yourself and leading others. Managers do and leaders guide, even when they don't have power. A solutions architect must not advocate or tolerate “Technology for technology’s sake.” Technical leadership means getting all team members to align their actions with the needs of the project.

Leadership Models:

Situational Leadership – advocates adaptive leadership based on the situation at hand.
Servant Leadership – This leadership approach is one of stewardship.
Thought Leadership – this leadership approach is one of education.

Ask thought-provoking questions that result in actionable technological patterns or solutions.
- What’s The Powerful Skill Of All? Is It Asking The Right Questions?
Actively mentor others.
Provide thought leadership by enabling others to see things from a different and better perspective.
Influence decision makers.
Champion structure, process, best practices, and standards.
Promote the capture and reuse of intellectual capital.
Effectively build individual partnerships and organizational networks.
- Emotional Intelligence - Core Skills
- Emotional Intelligence - Higher Order Skills

Communication

From Lesson 1: Listening and Communication:

What’s important is that you remain open to surprise: Recognize that other people have information or opinions that will be different than your own, but will enhance the value of your outcomes.

Self Awareness: Recognize your own style or type and how it can affect your listening style, assumptions, and ability to achieve empathy.
Be Aware of Others: Each person has a different personality. This leads to differences in how each of us best understands and communicates.
Ask Open-Ended Questions: Questions like: "Tell me about...?" "What do you do when…?” and "What do you think about...?" get people talking.
Make Connections: Coordinate efforts with work partners to get their help in understanding.
Make Time to Listen: Make certain that your conversations are dialogues, not monologues
Set the pace: In meetings, encourage team members to "check in" by repeating in their own words, summarize, and clarify.
Close the Loop: Follow up your meetings with written notes to the audience.