Frederick Vanbrabant's Delirious Rantings

There is this line of thought that has been bugging me for a while now: “With the coming of LLMs we don’t need juniors anymore”.

The market is in a weird place right now, a lot of companies are making record profits, but at the same time every other company seems to think bankruptcy is around the corner.

I have the feeling that every organization out there is, at least partially, focusing on process optimization, something that often happens when the market is down.

Last post I wrote about how you can approach buy in for your architecture.

I recently read the quote, ‘The best architecture that isn’t implemented is just an expensive drawing,’ and I couldn’t agree more.

Two weeks ago I wrote an article about governance and documentation on an organisational scale.

If you’ve known me for long enough, there will be a point where I’m going to pitch you the concept of Obsidian.

I first learned of systems thinking in the domain of city planning, and that is apparently also where the idea comes from.

Some years ago I worked with a scale-up that was really focused on the way they handled data in their product.

Every six months or so I read a post on sites like Hackernews that the enterprise service bus concept is dead and that it was a horrible concept to begin with.

Before my end-of-year holiday break, I received an email 1 from someone who read my post about “Choosing your starting line in enterprise architecture”.

Organizations often use “value stream” and “value chain” as interchangeable labels.

I’ve been part of the creation of five enterprise architecture offices in my life.

Every company that I’ve helped start their enterprise architecture practice so far, always tell me that they might not have architecture setup yet, but they do have a ton of information in the CMDB that we can use to kickstart the exercise.

When I was a developer, half of our frustrations were about technical debt (the other were about estimates that are seen as deadlines).

A few weeks ago I walked into a meeting room to discuss my solution to a fork in the road problem.

Architects always get a bad rap when it comes to design documents.

Every time I go to teams and start talking about process mapping and standard operating procedures (SOP) I notice an undeniable amount of unease like it just got a few degrees colder.

In my startup days, we often had these dead marches where we had to implement a massive new feature in time before some kind of trade show happened.

I’ve been working a lot with service line architecture recently.