Ihr Systemarchitekt erfüllt die Erwartungen nicht. Wie gebe ich am besten Feedback?

Identify system architecture issues by reviewing code, testing results, and user feedback. Consider root causes like skill gaps or resource limitations. Understand how issues impact project goals before providing feedback.

Feedback is for an Architect so messaging has to be very clear, crisp and objective. Specific Instances of expectation vs delivery.

Giving feedback to a System Architect who is not meeting expectations requires a thoughtful and constructive approach to ensure that the feedback is well-received and leads to positive change. Here are some steps to follow: * Prepare Specific Examples: * Choose the Right Time and Place: * Focus on Behavior and Impact: * Be Specific and Objective: * Listen Actively: * Set Clear Expectations: * Offer Support and Resources: * Follow Up Regularly: * Document the Feedback: * Be Patient and Encouraging: Change takes time, so be patient and supportive as the System Architect works to address the feedback. Offer encouragement and constructive feedback along the way to keep them motivated and engaged.

Your System Architect is not meeting expectations. What's the best way to give feedback? Identify the issues. Prepare the feedback. Be the first to add your personal experience. Choose the right time and place. ... Deliver the feedback. ... Agree on the next steps. ... Here's what else to consider.

Sometimes the team is brought in at the development stage without having clear requirements and that's when the team is encouraged to push back and take a deep dive together through a diverse empowered team and look again at the persona and the journey, they are taking with the interaction points. Reflect on the story, identify the issues as a team and align together on objectives through playback sessions. #IBM #EnterpriseDesignThinking

Providing constructive feedback to a System Architect who is not meeting expectations is critical to enabling them to improve their performance and better align with business objectives. I would describe specific behaviors or actions that led to expectations not being met. I would avoid generalizing and focus on concrete facts and results. Additionally, I would provide feedback as soon as possible after identifying a problem or discrepancy in performance. Finally, I would use concrete examples to illustrate situations where the System Architect did not meet expectations. These examples will help clarify the feedback and make the points to be addressed more evident.

Playbacks are helpful to get the team aligned early in the same direction and having clear objectives and goals. Even a casual water cooler question and asking "Play that story back to me and let me get your thoughts". You need to be prepared to listen to all the voices in the room .. including the quite ones who are just recently started to voice their opinions and concerns. #IBM #EnterpriseDesignThinking

Selecting an appropriate time and location is crucial for effective feedback sessions with your system architect. Opt for a convenient, comfortable, and private setting for both parties. Avoid providing feedback during stressful, tired, angry, or distracted moments. Additionally, refrain from delivering feedback in front of others to prevent potential embarrassment or discomfort for the system architect.

I used a Miro board with allot of blank post it covering a large surface and having one row as questions with the following row for answers. I asked the team to write their questions on the board and that way other team members who know the answers would quickly write them on the board. We were able to make the most of everyone's time by pointing out what questions still needed answers and voice everyone's opinion in the room. #IBM #EnterpriseDesignThinking #Garage #Cocreation

Some more items to keep in mind when delivering the feedbacks 1. Try to understand the thought process behind the architecture 2. Concrete data and impact of the architecture so that the scenario is well understood 3. Give your suggestions but don't impose your opinion, for example try: for this design if we could consider these things it could be better, could we try some alternative approach? 4. Focus on the outcome not the output from the architect and make him aligned with the outcome

Often and most times a session will open one more can of worms that is not on your agenda. As a facilitator you need to be able to cater to these conversations while making sure the original objectives of the meeting have been met or are being discussed. Don't ever let the meeting end while everyone is still discussing a particular topic. In this case, make sure to note which topics will still need to be addressed in a separate discussion or workshop. The advantage of Miro boards is that it allows team members to get back to the drawing board and think back on the topics and diagrams while they can continue to contribute without having one more meeting on your calendar. #IBM #EnterpriseDesignThinking #Cocreation

Se tem uma contribuição que eu possa dar, é: Continua medindo os resultados. Medir os resultados após um feedback, é a melhor forma de acompanhar a performance de um profissional.

In my experience, no one is perfect and no one is imperfect. Everybody strives to be better in what they do. First of all understand the expectations and boundaries or scope of the work . When the gaps are identified specific to the scope of the defined work(System Architecture), politely convey the gaps openly and the consequences. It’s always good provide e early feedback than late to avoid costly fixes . The main goal is that the purpose of the system architecture to be served and it’s not who does it and how. Collaborative effort gives the positive result at the end .

Me parece que esto no es exclusivo de un Arquitecto de sistemas sino de cualquier miembro del equipo. Está sesgado en ese sentido. Sin embargo los puntos mencionados son comunes a una retroalimentación cualquiera. A tomar en cuenta mencionar 1 los resultados esperados sin nombrar personas, 2 mencionar que tareas deben ejecutarse y qué deben producir, 3. Escuchar las propuestas y trazar un camino de mejora. 4 esperar el compromiso o impulsarlo.