\section{Nature}

\FigureImposeWidth{DTAsystemArchitect}{Profile of an ''Ideal'' System Architect}{\textwidth}

The profile of the ''ideal'' system architect shows a broad spectrum of required skills,
as shown in Figure~\ref{fig:DTAsystemArchitect}. A more complete description
of this profile and the skills in this profile can be found at\cite{www:FunctionProfiles}.
Quite some emphasis in the skill set is on {\it interpersonal skills}, {\it know-how}, and 
{\it reasoning power}.

This profile is strongly based upon an architecting style, which is based on 
technical leadership, where the architect provides direction {\it (know-how}
and {\it reasoning power}) as well as moderates the integration ({\it interpersonal skills}).

\FigureImposeWidth{DTAoperationalLeader}{For Comparison: Profile of a Project Leader}{\textwidth}

The required profile is so requiring that not many people fit into it, it is a so-called
{\bf sheep with seven legs}. In real life we are quite happy if we have people available
with a reasonable approximation of this profile. The combination of complementary approximations
allows for the formation of architecture teams, which as a team are close to this profile.

For comparison the profile of a project leader is shown in Figure~\ref{fig:DTAoperationalLeader}.
A project leader is totally focused on the result.
This requires project management skills, which is the core discipline for project leaders.
The multi-tasking ability is an important prerequisite for the project leader. If this ability
is missing the person runs a severe risk on a burn out.

\FigureImposeWidth{DTAspiderDiagram}{Project Leader versus System Architect}{.8\textwidth}

The comparison is further visualized in Figure~\ref{fig:DTAspiderDiagram}, where
the more detailed skills from Figures~\ref{fig:DTAsystemArchitect} and~\ref{fig:DTAoperationalLeader}
are grouped together.

\FigureImposeWidth{DTAdiscriminatingCharacteristics}{Most Discriminating Characteristics}{.5\textwidth}

In practice the characteristics shown in Figure~\ref{fig:DTAdiscriminatingCharacteristics}
are quite discriminating when selecting (potential) system architects:
The first reduction step, when searching for architects, is to select the generalists only.
This step reduces the input stream with one order of magnitude.
The next step is to detect those people which need time and concentration
to make progress. These people become unnerved in the job of the system architect,
where frequent interrupts (meetings, telephone calls, people walking in) occur all the time.
Ignoring these interrupts is not recommendable,
this would block the progress of many other people.
Whenever these people become system architect nevertheless they are in sever danger
of stress and burn out, hence it is also the benefit of the person itself to fairly asses the
multi-tasking characteristic.

The attitude of the (potential) architect is important for the long term effectiveness.
Roughly two attitudes can be distinguished: architects that ask for formal power and architects
that operate on the basis of build-up authority.
Building up authority requires know-how and visible contribution to projects.
We have observed that architects asking for formal power are often successful on the short term,
creating a single focus in the beginning. However in the long run the inbreeding of ideas
takes its toll. Architecting  based on know-how and contribution costs a lot of energy, but
it pays back in the long term.

The balance between conceptual thinking and being pragmatic is also rather discriminating.
Conceptual thinking is a must for an architect. However the capability to translate these concepts
in real world activities or implementations is crucial. This requires a pragmatic approach.
Conceptual-only people dream up academic solutions.


