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10 June 20091 and

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Presentation on theme: "10 June 20091 and"— Presentation transcript:

1 10 June and

2 Agile Enterprise Architecture: A step change is required Charles Edwards Version: 1.02 Date: 10 June June and

3 Background So whos this Charles guy? 10 June and 3

4 Todays Objectives Something for all audience types: –For Enterprise Architects Quick understanding of Agile EA Look at what these Step Changes are? –For C * Os Discuss Enterprise Technical Debt The implications of Architectural decisions –For Industry and Enterprise Practical experiences - Strengths & Weakness of EA Lets get some Urgency and Openness into it all! 10 June and 4

5 What is Agile EA (Open source EA) 10 June and 5

6 AgileEA - Why? Where did the idea come from? –Did a TOGAF 8.1 course in 2006 and loved the content –Left feeling TOGAF needed more (v9 is much better now) –In general however issues in EA are: Structure – missing easy Operational Process Modernisation – missing Agile, Adaptive, Services Integrated tools – not only about visual modelling Pragmatism & Urgency – embed EA, add value quick Examples – What does good EA look like? Openness – freely available to all at no cost Extendibility – allow for an easier selection of techniques and plug-in components 10 June and 6

7 AgileEA - How? Delivered as a –Human readable static Website. Not an executable business process tool. –Developed using a free open source tool called Eclipse Process Framework (EPF). –It follows a rigorous process meta-model (SPEM) 10 June and 7

8 AgileEA - What? AgileEA is a blend of –Agile & Adaptive ideas - taken from software development –Enterprise Architecture ideas from multiple sources –Operational Process for EA's to follow - help introduce and build EA –Build Maturity– to run EA while also maturing EA in an organization Crawl Walk Run 12/31/2013 and 8

9 AgileEA - Where? 1.In a SaaS form – usable directly off the internet 2.As-is / out the box – Download, deploy and use locally 3.Tailor it to suit your Cos processes & terminology Download, tailor and deploy locally 10 June and 9 Use in one of three scenarios:

10 AgileEA – When? Started in Dec 2006, now 2 ½ years old. Part time work-in-progress New iterative release every 3 or < months Still in Beta – aiming for late /31/2013 and 10

11 AgileEA – Whom? Loose collaboration with many peers –At work taking actual day-2-day experiences –Previous work peers and experience –Industry collaboration, in particular Guy Tozer – Kevin Lee Smith – Tom Graves – Roger Sessions – Simple Iterative Partitions (SIP) Nigel Green – VPEC-T –± 200 registered international users on the site –Newly formed forum has ± 85 users 12/31/2013 and 11

12 What are these Step Changes? 10 June and 12

13 Step Changes? To get to the next level Enterprise Architecture needs: Agility and Adaptive-ness – speed and time Pragmatism & Urgency – Ease of starting & quick results Structure & Rigour – What does a good EA look like? Integrated – concepts & support Tools Openness – Bringing all the puzzle pieces together Cultural – People & awareness make the change happen Architectural implications – Enterprise Technical Debt 10 June and 13

14 Agility & Adaptive-ness Traditional EA approach Takes too long to deliver value –Long (months and years), –Structured (framework, serial) –Very rigid (project plans), –Cannot adapt to change (because of above points) –Business become impatient and terminate efforts. New EA approach To benefit from duality –Fix Causes - using a Rigid Structure – Yin –React to Symptoms - The ability to change direction quickly – Yang Build a Structure to accommodate change while in full flow –Allow Engine to rev faster and go quicker –Yet stable enough to regularly change direction and win. 12/31/2013 and 14 Slow. Unstable under quick direction change. Excellent Speed. Able to direction change quickly.

15 Pragmatism & Urgency 12/31/2013 and 15

16 Model of the structure Structure & Rigour 12/31/2013 and 16

17 AgileEA is split into 2 groups of Architecture Views –Enterprise Architecture View and –Software Project Architecture View Structure – Multi Views & Viewpoints 12/31/2013 and 17 Enterprise Architecture Views Project Architecture Views

18 Integration – ideas & tools 12/31/2013 and 18 Actionable Enterprise Architecture – not just Diagrams and Models of Architecture, but Workflow, Risk, Change control & Governance of Architecture, with Architecture Business Intelligence. Backed by databases of related text. UML, Archimate Risk Workflow & Change Control Architecture Business Intelligence

19 Openness Collaboration & Sharing of ideas openly Scaffold - to implement new concepts & ideas within Neutrality - without –Intellectual Property and –Financial issues 12/31/2013 and 19

20 Cultural & Human People love the status quo = comfort zone Peoples reluctance to change is legendary Simply defining new processes wont make people change So why define an Operational Process then? However – –Examples always help –Tangible - what good looks like helps people relate –Re-use – we must stop re-inventing the wheel –Good cross-ref to EA Frameworks –Good cross-ref to EA Tools –Gets the discussion going 12/31/2013 and 20

21 Architectural implications Do Business people understand the implications of Architectural decisions? The concept of Enterprise Technical Debt Enterprise Karma Karma = causality through a system where beneficial effects are derived from past beneficial actions and harmful effects from past harmful actions, creating a system of actions and reactions Notion of gathering Interest on unpaid off Debt & ever mounting loan amounts. 12/31/2013 and 21

22 Practical Experiences Strengths & Weaknesses of EA 12/31/2013 and 22

23 Manage - Iterative planning Poor – no acceptance except in software development circles of iterative (SCRUM) Iterative - Very weak where Ive worked… Difficult to get interest and enthusiasm Software techies get it – rest do not Minimal architecture interest in Feedback loops Too busy fighting fires daily than preventing them up front Manage Risk by defining mitigating actions 12/31/2013 and 23

24 Manage - Governance Good – lots of industry marketing Using MS Sharepoint Lists / Wikis to keep lists of: –Architectural Decision lists –Architectural Waivers & Dispensation lists –Architecture Work Triage lists –Architecture Principles & Policy lists –Architecture Standards lists –Etc … Not a lot of EA Tool support for the above items 12/31/2013 and 24

25 Manage - People Reasonable – general industry understanding Tools & processes? –Architect Work Demand lists –Architect Resource planning lists –Ensure roles well defined and hired to fit –Training lists Too much pressure to fire fight – symptoms Not enough invested in proactive causes 12/31/2013 and 25

26 Manage - Risk Reasonable – medium industry marketing Some get it, some do not. Business users seem far more aware of this than IT Using MS Sharepoint Lists / Wikis to keep lists of: –Architectural Risk lists (prioritised) –Risk taxonomies and categorisation lists –Architectural Action and Mitigation lists feeds planning 12/31/2013 and 26

27 Manage - Communications Reasonable – medium industry marketing In Business some get EA, many do not. Still way too much emphasis on EA in IT only - e.g. –Do an IT Strategy –Then fail to sell it to the Business –Problems when projects have to adhere to the IT strategy Strategic Ownership and Decision making should be at CxO level not buried within IT. –Senior business execs should share the Risks and implications of their decisions 12/31/2013 and 27

28 Foundation - Process & Tools Poor – EA industry marketing is primarily concerned with Modelling & frameworks Process: is improving (Togaf 9 now in EPF) Tools: an awareness of integrated enactment tools is now emerging When will we have a suite of modules to run EA like we have a suite of ERP modules to run the business? An integration of –Visual Modelling –Actionable enactment and control of Architecture –Shared information portals, etc –Hooks into BPM tools, CMDB tools, Project management, etc. 12/31/2013 and 28

29 Foundation - Configuration Mngt Poor – industry marketing appears unaware Leave it up to other tools Not well understood in general –Most think CM applies to code only –Most think CM only covers version control –Confusion about Change Control & Configuration management –Automated Release management –CM in ITIL is different to CM for software development We need CM for Architecture –To be able to baseline the Enterprise Architecture –in monthly or quarterly increments –Use this to generate Architecture KPIs 12/31/2013 and 29

30 Foundation - Change Control Reasonable – medium industry marketing Disarray in Architecture from my experience Multiple tools – lack consistency –From Help desks, excel, to ticketing systems, to Visual models, to BPM to MS Sharepoint lists and Wikis Multiple processes –Various lifecycles require various State transitions –Software delivery change control –EA Visual Models change control –Project change control –Strategy change control (governance, plans, etc.) 12/31/2013 and 30

31 Architecture Business Architecture Discipline –Poor but Improving (VPECT-T, SIP, many more...) –Business are taking their own initiative Info Systems Architecture Discipline –Reasonable in general –Applications & Data better but only Operationally focused not Support focussed –Weak around Services Infrastructure Tech Architecture Discipline –Better –Often not well modelled however 12/31/2013 and 31

32 Wrap up 12/31/2013 and 32

33 Conclusion For the Enterprise - step changes are: –Get Agile - Iterative & Adaptive continuously improving –Get Pragmatic & Urgent – To get results quick & easy –Cultural – People really make the change happen –Communicate – Share the Architectural challenges & risks For the EA Industry: –Openness – Common framework for all puzzle pieces –Tool Integration – support Process concepts with Tools –Structure & Rigour – Show what a good EA looks like? –Educate Business in Architectural understanding – Enterprise Technical Debt Implications of decisions. 12/31/2013 and 33

34 Thought for the day Lean value of Kaizen (literally means "change good"). For Toyota the immediacy of Kaizen is summed up as: "We must be noticeably better than last year...and it's a crisis" 12/31/2013 and 34

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