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| 1 | ++++ |
| 2 | +title = "Ce que n'est pas un architecte" |
| 3 | +weight = 45 |
| 4 | ++++ |
| 5 | + |
| 6 | +{{% notice style="tip" title="Ressources" icon="fa fa-book" %}} |
| 7 | + |
| 8 | +- The Software Architect Elevator |
| 9 | + {{% /notice %}} |
| 10 | + |
| 11 | +Un architecte n'est pas un : |
| 12 | + |
| 13 | +- **Senior developer** |
| 14 | + Developers often feel they need to become an architect as the next step in |
| 15 | + their career (and their pay grade). However, becoming an architect and a |
| 16 | + superstar engineer are two different career paths, with neither being supe- |
| 17 | + rior to the other. Architects tend to have a broader scope, including organi- |
| 18 | + zational and strategic aspects, whereas engineers tend to specialize and |
| 19 | + PART | I |
| 20 | + deliver running software. Mature IT organizations understand this and |
| 21 | + offer parallel career paths. |
| 22 | +- **Firefighter** |
| 23 | + Many managers expect architects to be able to troubleshoot and solve any |
| 24 | + crisis based on their broad understanding of the current system landscape. |
| 25 | + Architects shouldn’t ignore production issues, because they provide valua- |
| 26 | + ble feedback into possible architectural weaknesses. But an architect that |
| 27 | + runs from one fire drill to the next won’t have time to think about architec- |
| 28 | + ture. Architecture isn’t operations. |
| 29 | +- **Project manager** |
| 30 | + Architects must be able to juggle many distinct, but interrelated topics. |
| 31 | + Their decisions also take into account—and affect—project time lines, |
| 32 | + staffing, and required skill sets. As a result, upper management often |
| 33 | + comes to rely on architects for project information, especially if the project |
| 34 | + manager is busy filling out status report templates (Chapter 30). This is a slip- |
| 35 | + pery slope for an architect because it’s valuable work, but it distracts from |
| 36 | + the architect’s main responsibility. |
| 37 | +- **Scientist** |
| 38 | + Architects need to sport a sharp intellect and must be able to think in mod- |
| 39 | + els and systems (Chapter 10), but the decisions they make impact real busi- |
| 40 | + ness projects. Hence, many organizations separate the role of the chief |
| 41 | + architect from that of a chief scientist. Personally, I prefer the title chief engi- |
| 42 | + neer to highlight that architects produce more than paper. Lastly, although |
| 43 | + scientists may get their papers published by making things sound complex |
| 44 | + and difficult to understand, an architect’s job is the inverse: making complex |
| 45 | + topics easy to digest |
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