Showing posts with label rhetoric. Show all posts
Showing posts with label rhetoric. Show all posts

Saturday, November 06, 2010

Visual Cliché in Architectural Discourse

@JohnCleese has made some great management training films, published by his company Video Arts. In the one I remember most vividly, he mocked the compulsive need for visual aids in corporate presentations by imagining what Hamlet's soliloquy would be like with slides. I just hope there isn't an excessively clever software engineer in the Powerpoint group at Microsoft working out a way to pick out the key words in a portion of text ("slings", "arrows") and paste in appropriate clipart automatically.

Architects are perhaps more fond than other people of the picture-tells-a-thousand-words principle, and some of them link this principle with what they call "right-brain" thinking, whatever that means. So surely we must be entitled to have high expectations of the power and clarity of diagrams in an architect's slide presentation?

Sadly, the visual language of architectural discourse, from enterprise to software, is surprisingly weak. Many diagrams look as if they may have started as meaningful sentences, but they have been transformed into diagrams by discarding most of the words and putting the remaining words into coloured shapes, arranged artistically on the page. This might give the audience something to stare at while the presenter is talking, but it's often difficult to see what such a diagram communicates over and above the words. There are some arrangements that I find particularly puzzling, and therefore distracting, because they hint vaguely at some logical or structural significance, and I am left wondering what exactly this diagram is trying to tell me.

The Venn Diagram

A popular graphic involves three words written in overlapping circles - for example "people", "process", "technology". Most people are familiar with the use of the Venn diagram in elementary set theory - this is nowadays taught in primary school. But in Powerpoint-ese, this graphic seems to mean either "here are three disparate things that might have to be considered together" or "here are three topics I'm going to talk about separately" and it's probably not worth trying to interpret the semantics of the diagram in terms of set theory.

If we compare a faux Venn diagram containing the words "people", "process", "technology" with a slide containing the same three words as bullet points, it is difficult to see how any additional meaning is conveyed by the diagram.

as if People Mattered


In order to show that architecture involves people, diagrams are decorated with little pictures of people that look as if they have been cut out of a magazine. Or even worse, the same set of cartoons we've seen hundreds of times before. The inclusion of these pictures seems to be little more than a token gesture to human-centred architecture, in the same way that corporate brochures often contain pictures of models (male and female) pretending to be office workers.

There is of course nothing wrong with including pictures of people in your presentation, but it becomes a cliché if the pictures are arbitrary or inauthentic, picked at random from a collection of clipart or stock photos. I've even seen presentations that were trying to tell a story involving different roles, where a small number of stock pictures were reused inconsistently from one slide to the next. (In one slide there's a picture of a black woman representing the programmer, in the next slide the same black woman represents the project manager, and by the end of the presentation she's been promoted to CEO. Is this intended to give me a rosy impression of the company's diversity policies, or is it just careless presentation design?)

This is not just an issue for enterprise architects - the people who design buildings suffer from the same tendency. See my post What if architects designed our communities?



I have myself become somewhat disillusioned with the picture-tells-a-thousand-words principle. I have sat through many presentations, as well as presenting material developed by other people, and been frequently frustrated by poor visual language. And I have myself produced many presentations containing many diagrams; I freely admit that some of these diagrams have been more successful than others, and I haven't always managed to avoid visual cliché. But at least I'm trying.


Update: In the new production of Don Giovanni at the ENO, Leporello uses a slide presentation to narrate his master's conquests [Classical Source]. But who would want to emulate Leporello?



Related Posts: The PowerPoint Collection

Thursday, October 28, 2010

Selling Business Architecture

#entarch @alexcullen asks "How Would You Sell Business Architecture To Your CEO?" Alex's own answer to this question is in the form of a 15-minute pitch, based on the following three points.
  1. Your business is complex, and consistency is a challenge.
  2. IT is an enabler of business strategy. The effects of inconsistent strategies and priorities are more visible in IT than anywhere else in the business.
  3. A business capability map enables you to have strategic discussion on business priorities, and to coordinate business planning and execution.
I'm sorry, but that just sounds like IT making the usual excuses for poor delivery. It's not our fault that IT is a mess, it's because the business can't get its act together. And we think we can do a better job if we have a different set of models.

Frankly, if I had to sell business architecture to the CEO, I wouldn't want to do it from an IT perspective at all. My pitch would be based on the following three points.
  1. Let me show you how the structural complexities in your business may critically affect business performance. (Of course, the details of this argument will look different for different businesses. See my post on Enterprise Structure.)
  2. Let me show you how you can manage these structural complexities more effectively by thinking  architecturally about your business.
  3. An explicit business architecture will help you coordinate XXX (specific forms of congruence and requisite variety) across all your human activity systems, including management information systems (IT) and management reward systems (HR), and thus overcome YYYY (the structural inhibitors to business performance).
I should stress that the abstract jargon in this argument serve as placeholders. In putting a customized version of this argument to a real CEO, I'd want to be in a position to talk about the concrete structural problems facing his/her organization, rather than appealing to some general theory of structure. And if I didn't have much idea what these concrete structural problems might be, I probably wouldn't have much luck persuading a hard-nosed CEO that I would be much use solving them.

After all, practical business arguments are rarely based on simplistic deduction ("All businesses need X, therefore your business needs X"), so it's not a good idea for enterprise architects to rely on it either. See my post on Architecture and Logic.