Steve's career change

Steve's career change

I have over 20 years of experience providing software solutions and applications in a variety of computing environments and industries: Business Systems, Manufacturing, Health Care, Supply Chain, Transportation, Media and Entertainment. Currently, I oversee the design of and contribute to delivering business solutions that encourage worldwide practitioners to use common methods, process, tools and techniques on their engagements.

I am very fortunate that my current position allows me to participate in both professions (IT Architect and IT Specialist) equally. In any lean, matrix organization, I suspect there are others who are encouraged to play multiple roles in order to meet the staffing needs of a project. If someone were to ask me, "Are you an Architect or a Specialist?" I'd answer, "It depends on the day of the week."

The most fulfilling aspect of my job is the ability to apply all of my skills to solving business and technical problems. As an IT Architect, I enjoy being ab 828q1615i le to draw a high-level diagram of an architecture for a solution and when the audience begins looking at me like I've got three heads and just landed from Mars, I roll up my sleeves and explain, in sometimes excruciating and lengthy detail as an IT Specialist, how the solution would work.

Performing multiple job roles has opened up a wide variety of assignments that have helped my development as a person, a professional and an employee. I sometimes feel that if I had become content and limited my growth, I'd still be coding using punch cards.

"Stop and think." Too often we immediately jump into action by answering a question, proposing a solution, offering opinions, or writing an e-mail. But by first stopping and thinking, it gives our minds a chance to form a cohesive, well-formed response. It also gives our minds a chance to evaluate how our actions fit into the broader and elusive bigger picture. We all have great minds; we should give them a chance to work.

I began my career as an IT Specialist and have evolved into an IT Architect, without losing the skills of a specialist. Along the way, I've acquired experience in areas of systems integration, project management, training and presentation to clients. I have been involved in all phases of the development lifecycle, from proposal to design, through development, deployment and support. Being involved in all phases of the lifecycle has helped develop my breadth and depth of skills.

I was able to evolve in this way by finding new assignments to advance my career. Getting the permission to pursue them was challenging. I wouldn't want to count how many times I've heard "needs of the business" as an objection to me taking a new assignment, but I took this as an objection to overcome, rather than a rejection. I worked with my management to identify opportunities, and then documented my goals in my Individual Development PlanLearn about Individual Development Plan (IDPLearn about IDP).

Steve's career development highlights

My most valuable experience was working with a hostile client. It is an experience I would not wish on anyone, but it was the one thing that reinforced everything I had learned about good development processes, quality assurance, documentation, sign offs, and so on. The lessons learned from that type of experience will have a significant impact on a career.

It has been a challenge to find new assignments to further advance my career and get the permission to pursue them. Often the needs of the business conflict with a career change, but it's important to remember that this is an objection rather than a rejection. With persistence and patience, career advancing assignments can be found.

I refer to the Professional Development Skills profiles to see what other skills, tools, technologies are available to learn. I cultivate mentoring relationships to fill in skill gaps. I mentor other individuals who are seeking certification and in doing so, I learn from them. I review the certification Web sites and newsletters to learn what new things are happening within the professions. Finally, I work with my Personal Development Manager and Business Area Manager to locate the assignments that I need to succeed, as identified through my IDPLearn about IDP.

I would have asked more questions. Subject matter experts can sometimes be intimidating, and their limited availability and expansive knowledge can make you think twice about asking questions for fear of appearing stupid. But if I had asked those questions, I probably would have developed in my career a lot more quickly. What I didn't know then that I know now is that subject matter experts love to talk about their topic and enjoy being asked questions.

Never stop learning. With each assignment, don't be content with learning only what you need to in order to perform the task, but immerse yourself into the tools, technology, and strategy of the assignment so that you can become a subject matter expert within your team or group. People will recognize your knowledge and seek your help, rely on your advice, depend on your mentoring, and appreciate the influence you bring to the project. While your job title may not have "leader" in it, you will be a leader. And when you repeat this pattern of learning, you will develop a skill base that is broad and deep.

I'd like to develop a deeper appreciation for the Project Management profession, possibly obtaining the PMI certification. It would be out of my comfort zone, which sometimes, is a great spot to be. After that, I might try senior certification.

Ram's career development highlights

My profession gives me end-to-end visibility and allows me to be a part of the "big picture" in the work that I do. I also like my role because I can act as a bridge between the IT and business communities.

What I find most fulfilling is seeing my solutions and architecture implemented and solving real customer problems.

The abilities to adapt and learn are important for success.

Being an Architect in IBM has provided me with diverse opportunities to learn and contribute.

I've found keeping abreast of technology developments to be a great challenge. The impact of globalization on our business is another.

I seek guidance from my mentors. I've had the privilege of working closely with senior technical leaders who I consider my role models.

I am happy with my career choices, however, I did consider becoming an entrepreneur earlier in my career. Who knows? Perhaps I'll still achieve that.

Be adaptable to changing situations, like technology options and the effects of globalization, in all facets of your professional life.

I'd like to become a Distinguished Engineer (DE) and then a Fellow.

Jenny's career development highlights

I started my career as an account System Engineer -- somewhat similar to a CITA in today's role, but we also perform 'free' consulting/solutioning/installation/problem solving services for the client - which is similar to the work that our services folks do. This combination of roles provided a solid grounding of business development, customer relationship, and end to end accountability for the entire sales and implementation life cycle. The SE job was a supportive role to the marketing team, but also plays a leadership role on the solutioning. As I moved out of marketing into Industry solutions marketing support, I learned not only IBM and 3rd party technologies, but also developed skills on partnering with 3rd parties, product specifications, and 2nd/3rd technical support. This gave me a very good perspective on the challenges that our clients/partners face with bleeding edge technology implementation, operations and the impact on the business.

I moved to Systems Integration (the predecessor of IBM Global Services) in 1991 and started to get involved in a very wide range of technologies that covers the entire stack, from application to network. This has turned out to be an invaluable period of continuously refreshed solutioning and project management perspectives and an expansion of breadth and depth of technical skills. Creating end to end solutions became second nature. When the time came for certification, the role that I have played fell naturally into the Systems Integration Architect track. It was definitely not a matter of which job category is more prestigious.

A couple years after I got my certification, I was ready to try something new, and became a profile holding manager and a technical delivery manager. Since in that role, I can explore a change of career, while keeping close to technology as well as sharing my skills in the much expanding SI organization. That experience was an amazing one which allowed me to understand human resources management, as well as the key elements of running a business and a portfolio. I gave myself 2 years to try out this new role. After 2 years I left the job on a successful note and went back to the emerging e-business technology, to ensure that my technical edge is still sharp. I became the chief architect in the Financial Services Sector, and continue to pick up new skills in e-business. I was a late bloomer on knowing what I wanted for my career, so I must say that a great part of my career success was due to my mentors and my management.

First of all, I want to emphasize that in my mind, there is very little differentiation between an architect and a specialist at the senior level. To be successful, both career tracks require the individual to have a broad perspective in technology and business, depth in a specialty area (or more), and an edge on the market and our competition. Because I have always been exposed to a diversity of technologies and business issues faced by different clients in various industries, I was attuned to looking at solutions and technologies from multiple angles, with multiple alternatives. The architect profession was a natural fit and a logical progression for me, and satisfied my desire for a new challenge. However, having the "personality" of an architect probably made a difference. I must admit that I am not the type that can become absorbed in one subject only. I would find it unbearable if I do not look at the overall 'big' picture, of asking about the correlation of a subject to another. Perhaps others will call it a 'short attention span' syndrome (here I probably offend a few of my fellow architects, who do not have this problem at all :-). The Architect track allowed me to do a variety of interesting projects using different technologies.

This career track is about solving business problems using the optimal approach and the right technology. There is always a new challenge to be faced, a new problem to be solved, and a new or simpler solution to a complex problem.

When considering my options, I spoke with my previous project managers and mentors that I trust to see if they can see management potential in me, and they also gave me their perspective of how I may be able to grow a dual career. I also talked to the hiring manager to make sure that his vision is indeed what I think it is and something that I can agree with and follow with passion.

Being in services, which is a project-based business, the transition was fairly easy. I was able to build on my project management and delivery management skills, and because I was still involved in technical delivery, I never really left architecture.

A few things are important: 1) always look at the big picture, 2) a positive attitude that everything can be worked out and there is always multiple alternatives to things, 3) be accountable, take responsibility and take calculated risks, and 4) be able to recognize that there is always room for improvement, whether professionally or personally and continue to learn everyday.

The turning point of my development was at a leadership development program called LEAP (Leadership for East Asian & Pacific). Through the program, I became more self-aware of my strengths and weakness, the influence of my culture on my attitude and behavior, and finally, breaking through to develop a career goal.

I was a profile-holding manager for a couple of years between 1997 and 2000 and in 2006. For me, it was an extremely good experience. Besides learning how to manage people (as the title implies), it provided me new insights on my entire development. People from different cultures, different diversity or age groups, can provide fascinating ideas that can expand a person's horizon. I have never stopped learning about people since then, as these drastically different perspectives prepared me to work much better with clients, management or users, competitors or partners. It also broadened my view on business and management issues that otherwise I would not have been exposure to.

The biggest challenge is that as a technical professional, my natural instinct is to be heads down, and do the best job I can. I did not have a large enough network or circle of influence across different lines of business or geography. To become an effective technical leader, being able to leverage other resources WW is important, as one of the key IBM strengths and value is the combined power of all of our talents. Breaking out of the 'comfort' zone requires some focused effort, but it is essential that this step be taken.

I rely on advice from my mentors - these are the people that I trust and respect. They do not always tell me the things that I like to hear, and sometimes their advice can be quite disturbing. However, being able to face the realities of my shortcomings is important if I was to accelerate, and my mentors have helped me both to correct and advance.

If I were to do it again, I would start breaking out of my technology comfort zone earlier, to further expand my network. I would also practice to lead much earlier, to initiate and drive changes that will have more direct impact to the business. These will help me establish higher level of confidence to become more visible (as it was counter my Asian culture to do so).

The single most important thing is to become more self aware, to really understand what is it that you want or not, what you are willing to give up or compromise. There is no free lunch. Pursuing a career takes a lot of effort. Don't give up easily, though sometimes it may seem like things are impossible. People at different life stages may need to focus on different things. But if you are focused, you will be able to develop a strategy that works for you.

No matter what you do, don't compromise your family in the pursuit of the career. Success is only sweet if there are important people in your life to celebrate it with.

I am looking for a new breakthrough point, where I can expand my horizon and make greater impact to the business.

Karin's career development highlights

I have spent 22 years working in services and customer engagements, and have gained expertise in application development and application integration. I have more than 10 years of experience leading various technical reviews, internal (proposal and design) and for customers, to assess technical risk and recommend mitigation actions.

In 1992, I became the first female certified Architect in German. In 1995, I was elected as a member of the IBM Academy of Technology, and was the first female Distinguished Engineer in Europe in 1997. In 2004 and 2005, I served as the leader of the SOA Competence Center of Excellence in Europe. In 2004 and 2005 I was the worldwide Solution Leader for Congestion Charging and was leading as Technical Executive the development of Stockholm Congestion Charging, an innovative solution and the first road charging solution, IBM Is now operating (BTO) for the next 7 years.

I like to communicate and I like to draw pictures.....an IT Architect does both.

I think most exciting is to see the business value that we can bring to our customer or environment by using a new technology. The architect bridges between the business and the technology and that is why I chose this profession.

I'm proud to be an IT Architect. No doubt, for me this is the best profession in IBM. It is where my heart is and that is why I'm leading this profession now and for the last 4 years in IBM Europe.

In addition to technical skills in at least one discipline, I feel that communication, negotiation, and consulting skills are important. The architect needs to be able to facilitate communication between techies and the board of director level in our engagements. Industry knowledge is also important; it is so much easier to understand the problems and to develop a solution based on industry skills.

The most valuable experience for me was to participate in an Academy study and later on to lead Academy activities and to be a member of the Academy Technology Council for four years. This has broadened my network and that is most important also for my development. Other than this experience, I think that the feedback and dialog with my mentees and active participation in community meetings is most valuable.

Work/life balance is a permanent challenge for me. In addition to this, a huge challenge I'm facing at the moment is leading as Executive Architect the biggest Global Resources Project in Europe, SOA, Model Driven Development and all these nice new techniques. We are still struggling to fully understand the complexity and it is the architect that has to solve most of these problems, as the architect is bridging between different cultures and different professions. The architect must also set the goals for the method we are using to develop as well as for the tool set, where we have a lot of problems. I hope that by the end of 2008 I can say what I learned and why we have been successful on this project.

I talk to my mentors if I need assistance related to my technical work and I go to my Executive Sponsors if I need help to understand the politics in IBM.

If I had known that the workload is growing more and more, and how difficult it is often to work as a Distinguished Engineer in services, I may have decided to stop a level below. I still hope I can learn to get around my work/life balance problem. That is my goal for 2007.

Taking risks is important for an architect, whether it is risk with new technology or with a new project situation or an unknown industry. Whenever you take risks, and you know how to handle the risk mitigation, you will learn and grow in your career and leadership competencies. Most important in this are my mentors. I have 3 mentors with very different backgrounds. One is an IBM Fellow (GTS), one is a Distinguished Engineer in the USA working in development (SWG), and one is a VP from S&D. And of course I have an Executive Sponsor in GBS. My advice for others is to look for a mentor and to find time to share the risk with your mentor.

My sector background is insurance. For the last 2 years I've learned much about the public sector - that could lead to a higher level in industry consulting in GBS.