The Purpose Of a Technical Architect

Being an architect on a project is like being the rebel, you’re the person who needs to generate unique ideas, to stand out and challenge the staus quo.  Changing the status quo requires a commitment, it involves putting yourself on the line, jumping in with both feet.

There are no lego instructions on how to build a project, no one size fits all solutions, there’s too many plates spinning at the same time, you’ll need to learn to juggle quickly.

When you become a technical architect, you become leader, you become the person the team looks towards for guidance, you need to become a good communicator.

You need to be the heritic, the person who engages the team, the person who pushes new ideas.

When you reach the higher levels of status on a project, communication becomes a lot more important.

If you don’t take any responsibilty in your life it will be boring, you’d better get used to being told what to do and you get on with it..

When you start to become a leader, people will naturally look towards you for guidance and direction.

As a contractor, I work with a mix of people, some maybe shy, some maybe lazy, laid back, stubborn, arrogant, opinionated; this is your challenge. You can’t complain about your tribe members, you need to focus on shipping, your challenge is to find ways to unite your team to work with these different types.

When deadlines draw near and tempers start to get heated, it can be hard to keep focus on delivery.  Pointless arguments don’t help ship.  When you work on a project, you are working in a team and you need to find a way to glue it all together.

No one is going to ask you to push a design to its limits.  When you are on a project, it is better to build something great rather than spend all your time talking about what you are going to build.

It’s easy to forget this notion that you are the leader, it’s easy to blame a team member, a stake holder or an unfair business. It might be easy to tell someone they are not working hard enough and blame them for your project shortcomings.

It’s harder to have awareness that the way you act, blame, complain, moan also affects how your team behaves. If someone in your team is struggling then instead of blame, work to inspire, motivate and find innovative solutions instead

Jon D Jones

Software Architect, Programmer and Technologist Jon Jones is founder and CEO of London-based tech firm Digital Prompt. He has been working in the field for nearly a decade, specializing in new technologies and technical solution research in the web business. A passionate blogger by heart , speaker & consultant from England.. always on the hunt for the next challenge

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