1. Governing Agile on the basis of « Business Values »
<<Titre du cours>>
Governing Agile on the basis of « Business Values»
Birol Berkem, Ph.D –
Open Group Member and Certified Enterprise Architect (TOGAF 9, ArchiMate 2)
GooBiz.com
This presentation does not have to be considered as a « Bridging TOGAF with Agile » training class.
It only aims at showing how to make connections between TOGAF® ADM and Scrum in order to :
establish the project vision on the basis of business values,
synchronize features of the product backlog / sprints with functions of the capability increments,
provide ‘walking skeletons’ with consolidated architecture gaps,
while maintaining governance with changing strategies and supporting business agility…
Note : TOGAF 9 (The Open Group Architecture Framework) and ArchiMate 2 are trademarks of the Open Group
This work by Birol Berkem (GooBiz.com) is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 3.0 Unported License.
Permissions beyond the scope of this license may be available by to

2. Business Agility requires an Enterprise Architecture
Business agility [1]  is the ability of a business to adapt rapidly and cost efficiently in response to changes in the business environment.
It includes :
maintaining & adapting goods and services to meet customer demands,
adjusting them coherently to changes in a business environment
taking advantage of assets at all production dimensions of an enterprise architecture : business, data, application, technology
The alignment of organizations with such changing needs requires an enterprise architecture [2] to enable effective execution of the enterprise strategy to achieve change (until the IT level)
EA [2] is defined as : A conceptual blueprint that defines the structure and operation of an organization. The intent of an enterprise architecture is to determine how an organization can most effectively achieve its current and future objectives.
[1] Adapted from "On the Measurement of Enterprise Agility” - Nikos C. Tsourveloudi , Kimon P. Valavanis (2002)
[2] SearchCIO.com 2

3. Enterprise Architecture needs to be Governed
TOGAF : An Enterprise Architecture Framework to align Enterprise Ressources, IT Systems and Technologies with the changing Business Strategies by :
Identifying gaps between current and target architectures,
Providing roadmap to achieve goals and ‘coordinate’ current and future projects of the organisation
How can ADM realize Business Strategies on a « Capability » basis ?

4. Phases in TOGAF’s ADM – A Summary
Drivers, Goals, Principles, Business Values
Capabilities, Concerns of Stakeholders,
Requirements, Business Transformation
Readiness Assessments, Risks…
Governance of implementation
and Architecture Change
Management
Development of the
Enterprise Architecture,
Views of the Architecture
across domains,
Gaps, Risk Mitigation ,…
Detailed Implementation,
Migration Plan, Work Packaged
Actions to Coordinate Projects
Consolidating architecture descriptions
Risks Assessments, Definition of the Roadmap
Identifying opportunities for re-use and
potential solution components 4
How « Governance » applies on the ADM to realize Business Strategies ?
© Birol Berkem
GooBiz.com Paris, 2015

5. Main Parts of the Governance Process
Governance is the practice by which enterprise architectures are managed and controlled at an enterprise-wide level
This includes:
controls on the creation and monitoring of activities and components – ensuring introduction, implementation, and evolution of architectures,
ensuring compliance with internal and external standards and regulatory obligations
supporting management of the above (components and activities, their compliance,…)
ensuring accountability to external and internal stakeholders
What are current needs about GOVERNANCE on Agile Development ? 5
© Birol Berkem
GooBiz.com Paris, 2015

6. Needs about Governance on Agile Development
Important tension between team’s desire to be “agile”, the workgroup’s narrow business objectives and the organizational interest in standards, structure, visibility and security !
Companies that use Agile Software Development Methodologies are currently searching ways to :
Align “agile development” to best practices,
Gain centralized control and visibility of the progress across the company,
While adhering to governance and regulatory requirements,
Leveraging any internal/ external solutions with any process and methodology for development
And despite the fact that they may be geographically dispersed…
How such Governance needs may « frame » elements of Scrum life cycle ? 6
© Birol Berkem
GooBiz.com Paris, 2015

7. Scrum Life Cycle (Summary)
The development is based on a series of capabilities :
From the vision statement until the final product
1: Craft a Product Vision & Identify Users and their Needs
2: Identify User Goals and the Activities to meet them
3: Identify the Important Tasks for performing the Most Important Activities
4: Build a Walking Skeleton for the Highest Needs as part of the First Iteration
5: Allow other Detailed Architecture and Additional Features to Emerge Over time
Sprint Retrospective
Inspect and adapt in an effort to improve…
Vision
Statement
How the previous Governance needs may be used as inputs for Scrum touch-points ? 7
© Birol Berkem
GooBiz.com Paris, 2015

8. Governance Inputs on the Touch-Points of Scrum Life Cycle
How to carry on Business Values on the basis of Risks
and Capability Increments ?
How to create & update
Features based on
Consolidated
Gaps & Dependencies ?
How to provide Consolidated INPUTS for the Walking Skeleton
(end-to-end architecture structures) on the basis of architecture gaps ?
How to Monitor Risks
& Ensure Conformance to the
Architecture Constraints ?
Vision
Statement
This necessitates to Govern Value Streams (from Features to Deployment) using
TOGAF ADM & Capability Based Planning 8
© Birol Berkem
GooBiz.com Paris, 2015

9. Governing Agile on the basis of ‘Business Values’
Vision
Statement
Product
Backlog
Sprint
Planning
Retrospective
1-4 Week
Sprints
Daily
Scrum
Adaptation
Potentially Shippable
Product Increment
Risk Monitoring
& Conformance
Review
Business Values carried by
Capability Increments
Features based on
Consolidated
Gaps & Dependencies
© Birol Berkem
GooBiz.com Paris, 2015
Inputs for ‘Walking
Skeletons’ based on Consolidated
Architecture Gaps 9
How to support such connections – what artifacts might be used as a vehicle to establish the bridge ?

10. Governing Scrum using TOGAF’s ADM
Business Values carried by
Capability Increments
Risk Monitoring
& Conformance
Review
Inputs for ‘Walking
Skeletons’ based on Consolidated
Architecture Gaps
Features based on
Consolidated
Gaps & Dependencies
Potentially Shippable
Product Increment
Tasks (To Do)
EPIC Name : Visitor Registration Process ‘Phases : B to D’ :
User Story 1: Enter Visitor
Create Bonus DB Table & link to Visitor Tb
Create UI 1 and link it to the UC Ctrl…
Implement User / System interact. Activities…
User Story 2 : ‘Fill Poll’ to capture Prod. of Interest-
Create Poll DB Table &link it to Visitor Tb
Create UI 2 and link it to the UC Ctrl…
User Story 3 : Notify Related Units
Link Poll DB Table to Sales & Marketing DB Tb
Send Visitor Info. to Sales and Marketing Mail boxes…
Daily
Scrum
1-4 Week
Sprints
Vision
Statement
Sprint
Planning
Product
Backlog 10
Sprint
Backlog
Sprint
Retrospective
© Birol Berkem
GooBiz.com Paris, 2015
Adaptation

11. Steps of the « Capability Based Development »
TOGAF offers the Capability-Based Planning that focuses on the planning, engineering and delivery of strategic business capabilities to the enterprise
Drivers, Goals, Objectives and Capabilities are initialy
confirmed in the Preliminary and Architecture Vision Phases
Capability Based Planning from the Open Group’s TOGAF ®9.1
Capabilities are structured to mitigate
Risks using business functions,
and to make impact analysis of their
evolution throughout IT layers
Incremental RoadMap to reach the Target
Architecture by reusing existing capabilities
Work Packaged Actions to implement these
Increments and ‘coordinate’ Implementation
Projects on capability increment basis
Capability-Based SOA Backbone where solution components plugged
into the architecture are orchestrated to realize related functions…
Capabilities are abilities of an Organization, People, Processes and Technology … (From TOGAF 9.1 Definition)
How to enable this Goal-Driven & Capability-Based Development to Govern Scrum from Vision Statement until the Architecture ‘Walking Skeleton’ ?
© Birol Berkem
GooBiz.com Paris, 2015

12. ArchiMate Layers for the « Architecture Gap Analysis »
ArchiMate 2 is a Modelling Language that brings :
consistency
(well established notation with unambiguous relationship types),
completeness (explicit modelling notations for requirements, principles, constraints,work packages, transition architectures),
traceability (relationships to architecture components using viewpoints across multiple-domains).
BIZ.FUNCTION
Example of the ArchiMate Layered Viewpoint –will be used to serve as a support from the Vision Statement until the Architecture ‘Walking Skeleton’
Simplified ArchiMate Elements adapted from « EA Modeling with ArchiMate & Sparx » - A. Sikandar Cap Gemini Canada

13. WebSale Company – « Extending its Digital Transformation to « Turn Internet Visitors into Buyers and Incite clients to buy complementary products »
A WebSale Company offers on-line products to its internet visitors and customers.
Faced to a crucial competition in its sector, the CEO decided to gain loyalty of their visitors and customers by turning visitors into buyers also inciting them to buy complementary products related to their particular interest and previous transactions (attractive products,…) bbonus...)
To suggest such complementary products, a comparative analysis should be done between products that are consulted or purchased over the web and products that might potentially be purchased as complementary items to them (eventually using tools for Predictive Analytics)
However, information provided by the products portfolio is not always accurate to ensure a full compatibility due to ambiguous links. To mitigate risks of high volume returned products due to such an issue, the CFO with the Principal EA decide to"Refine the Product Portfolio" by maintaining there only “precisely linked complementary products” then integrate other products after receiving from their providers "trusty data for conformance”.
In the Preliminary Phase,
we look at the current and target states of the organisation :
to enable its Architecture Practice…
© Birol Berkem
GooBiz.com Paris, 2015

14. should evolve to reach them ?
In the Vision Phase : We start by looking at the existing Baseline Capabilities
What are Target Business Values & Capabilities and how these current capabilities
should evolve to reach them ?
© Birol Berkem
GooBiz.com Paris, 2015

15. Target Capabilities will be outlined with Business Values to be delivered
The High level Business Values must be assigned to Capabilities of the Target Architecture
Values need to be ‘decomposed’ in order to be supported by Sub-Capabilities and Functions till interactions with Stakeholders …
Value Propositions: The collection of products and services a business offers to meet the needs of its customers. A company's value proposition is what distinguishes itself from its competitors. The value proposition provides value through various elements such as newness, performance, customization, "getting the job done", design, brand/status, price, cost reduction, risk reduction, accessibility, and convenience/usability. Osterwald/Pigneur 15
How to configure these target capabilities to deliver targeted business values ?
© Birol Berkem
GooBiz.com Paris, 2015

16. Use the « Capability Based Planning » of TOGAF
Let’s start by considering Drivers,
Goals and Objectives within the ADM
Preliminary & Architecture Vision
Phases
© Birol Berkem
GooBiz.com Paris, 2015
From the Open Group’s TOGAF ®9.1 Specifications

17. to ensure coherent deployment of its Target Architecture ?
In the Preliminary & Vision Phases : We know about Drivers, Goals and Baselines Capabilities upon which we have to apply changing Strategies
How to make impact analysis of changing strategies assigned to each capability over the organization
to ensure coherent deployment of its Target Architecture ?
How to manage the performance level of target capabilities and adapt them to changes ?
How to dynamically adapt the enterprise to changes by focusing on design and delivery of its targeted capabilities using TOGAF & Scrum ? 17
© Birol Berkem
GooBiz.com Paris, 2015

18. In Phase A: Functions and Requirements can be more precisely determined using ArchiMate Viewpoints like the ‘Goal Realization’
Let’s populate these sub-capabilities using internal functions on the basis of risks to mitigate & and prepare ‘initial features’ of the Scrum’s  Vision & ‘Product backlog’
© Birol Berkem
GooBiz.com Paris, 2015

19. in phase B and execute their impact analysis in phases C and D
Phase A: Excerpt from the Risk Identification and Mitigation Assessment WorkSheet (summarized)
I D
Risk Factors per Sub- Capability
MANAGE VISITOR REGISTRATION BY MINIMIZING ABANDON
IMPACT
Severity
L ik el ih o o d
MITIGATION ACTIONS
Owner 4
Unable to accurately identify products that correspond to particular interest of Visitors
Risk of Suggesting wrong products to Visitors (Initiated Phase A) reassessed Phase E & H
Major
Capture the target product profile of the visitor using a Poll Questionnaire via Visitor Profiling function - Fill Questionnaire Process
(the Poll Questionnaire should be configured dynamically on the basis of products consulted by visitors in order to suggest them online complementary products as well as for future mailings once registered).
Marketing 5
Uncontrolled abandon rate during Registration of visitors
Risk of non Attained Objectives for the Visitor Registration process (Initiated Phase A) reassessed Phase E & H
Motivate Visitor to complete his registration by suggesting appropriate Bonus Assignment on future purchase,
Review the questionnaire -dynamically configured to include potential emerging products of interest for visitors, …
Make them measurable functions ! 6
Untargeted Mailing to Visitors
Risk to lose potential customers by non targeted mailing(Initiated Phase A) reassessed Phase E & H
Develop Targeted mailing : Determine the correct family of existing and emerging products that could be interesting for the visitor on the basis of his/her product profile.
A Risk and Mitigation table is provided here as we started to confirm targeted business capabilities for completion in Phase A.
In this phase, Business Transformation Risks and Mitigation Activities are determined as part of the initial Business Transformation Readiness Assessment. These activities are included in the SAW (Statement of Architecture Work) deliverable that is propagated through a complete ADM cycle until the phase H.
Also, on the basis of the Capability Assessment deliverable of the Phase A, we will configure capability components to mitigate risks. The Future Performance Aspiration (future state aspiration for the performance level of each capability) and the Future Capability Aspiration (future state aspiration for how each capability should be realized) paragraphs of the Business Capability Assessment may also help to drive such a capability component configuration.
Actions that we have indicated to mitigate risks in this table will help us to focus on business functions that can mitigate them. For instance, in order to avoid risk related to the factor entitled ’Uncontolled abandon rate during the Visitor Registration process’, we decided to ‘support the Registration Sub-Capability using complementary functions such as Bonus Assignment, Questionnaire Review, etc… (cf. next slide). The same configuration process applies to mitigate risks related to factors provided in lines 5 and 6.
The Risk Identification and Mitigation Assessment Worksheets initiated in this phase are maintained as "governance artifacts" and kept up-to-date through phases E and F until the phase G where a 'risk monitoring' is conducted. In this latter phase, critical risks that are 'not mitigated' are identified. This may require another partial or full ADM cycle.
On the basis of these risk mitigation actions, we will have to configure related functions
in phase B and execute their impact analysis in phases C and D 19
© Birol Berkem
GooBiz.com Paris, 2015

20. Structure capabilities & align until the Technology – carry out Business Values by function & prepare the Working Skeleton
Let’s Structure Capabilities in order to:
Mitigate risks upon functions that compose them ,
adapt them to changing strategies,
Also Analyze Impacts throughout
Application and Technology layers 20
© Birol Berkem
GooBiz.com Paris, 2015

21. «BUSINESS CAPABILITY ORCHESTRATOR »
In Phase B : Capabilities are structured to mitigate risks and easily adapted to changes…
«BUSINESS CAPABILITY ORCHESTRATOR »
[Abandon
rate
> 50 %]
SLAs should also be provided for these functions in order to align SOA backbone and guide implementation projects for conformance with these architecture constraints
© Birol Berkem
GooBiz.com Paris, 2015

22. In Phase B : Business Values carried out by Capabilities and their Business Functions will help to clarify the Vision Statement & populate Product Backlog…
So we have to proceed with the ‘value decomposition’ process through the Architecture Layers Business :: IS etc..to discover Epics, User Stories, other features…
Business values
Business Functions
Vision
Statement

23. Orchestration of Service Point activities may be precisely
described using UML or BPMN Process Descriptions
Changes on expected performance levels are expressed using {constraints} applied to Business Capabilities
«BUSINESS CAPABILITY ORCHESTRATOR »
Goal-Value = 200 Registrants / week
Process Actions are to be reconfigured by considering these resulting contraints (SLE) to apply
How to Realize this « Register Visitor » Process using Available Baseline Services ?
© Birol Berkem
GooBiz 2015

24. Phases C, D : We have to perform Impact Analysis to Realize ‘Capabilities’… The resulting architecture will be used as part of the Walking Skeleton
Let’s Structure Capabilities in order to:
Mitigate risks upon functions that compose them ,
adapt them to changing strategies,
Also Analyze Impacts throughout
Application and Technology layers 24
© Birol Berkem
GooBiz.com Paris, 2015

25. In Phases B and C : The ‘Layered’ Viewpoint supports the Impact Analysis for Implementing the « Managing Visitor Registration » Sub-Capability
TARGET
CAPABILITY
SERVICES
TARGET
CAPABILITY
PROCESS and
ROLES
Development of the
Architecture Views across
Business and IS domains…
« I » Customer
[Registration]
« I » Customer
[Data Mgmt]
« I » Customer
[Notification]
BASELINE
CAPABILITY
APPLICATION SERVICES
AND COMPONENTS
This impact analysis must be performed until the Technical Infrastructure layer (phase D) to describe complete implementation of the new capability -cf. next slide

26. In Phases C, D : The ArchiMate ‘Layered’ Viewpoint supports the Impact Analysis for Implementing « Visitor Registration » Sub-Capability
TARGET
CAPABILITY
PROCESS and
ROLES
« I » Customer
[Registration]
« I » Customer
[Data Mgmt]
« I » Customer
[Notification]
BASELINE
CAPABILITY
APPLICATION SERVICES
AND COMPONENTS
Development of the
Architecture Views across
IS and Technical domains… 26
We will consolidate this B, C, D layers gap analysis in phase E then design the roadmap and provide a ‘Walking Skeleton to enable realization of User Stories
© Birol Berkem
GooBiz 2015

27. «BUSINESS CAPABILITY ORCHESTRATOR »
In Phase D : A High-level view of the SOA Backbone may be « outlined » according to functions, requirements and expected service levels to deliver ‘Capabilities’
« BUSINESS CAPABILITY ORCHESTRATOR »
«BUSINESS CAPABILITY ORCHESTRATOR »
Sub-Capability and Functions
previously described
USE CASE (UC)
Business Sub-Capability Component
Service Point
(User Story)
«BUSINESS CAPABILITY ORCHESTRATOR »
«BUSINESS CAPABILITY ORCHESTRATOR »
Service Point
(User Story)
« B.C.O »
« B.C.O » 27
We now have to focus on the realization of each function using available baseline services and interfaces and
doing impact analysis until the Technology Layer in order to obtain a ‘Walking Skeleton’ to realize their activities
© Birol Berkem
GooBiz 2015

28. Consolidate the Roadmap, Transition Architectures and Work Packages to ‘coordinate’ Implementation Projects
In this third step, we consider the consolidated
RoadMap to reach the Target Architecture.
Capability Increments for Transition Architectures will
extend the existing business capabilities (starting
by the Baseline Architecture)
Work Packages of Actions will implement these
Increments by ‘coordinating’ Implementation
Projects
Let’s start by drawing the Roadmap and its underlying capability components for transition architectures 28
© Birol Berkem
GooBiz 2015

29. In Phase E : For the ‘Vision Statement ‘of Scrum The Roadmap and Transition Architecture capabilities are finalized on a Risk basis &  Business Values of underlying capabilities are determined !
Consolidating architecture descriptions
Definition of the Roadmap
Identifying opportunities for re-use and
potential solution components
Now how to deliver these « transition architecture capabilities » with their business values using Capability Increments – and implementation projects ? 29
© Birol Berkem
GooBiz 2015

30. by « Target States » (themes) according to « Strategic Objectives »
Architecture Definition Increments Table sets “target states” for implementation projects as part of the “Architecture Releases”
TRANSITION ARCHITECTURES
PROJECTS
TRANSITION ARCHITECTURE 1
PREPARATION PHASE
Websale System
{VISITOR REGISTRATION [MANAGED] ; CATALOG [REFINED] }
TRANSITION ARCHITECTURE 2
INITIAL OPERATIONAL CAPABILITY
[TURNING VISITORS INTO BUYER]
{Registrant Rate > 200 per week & Buyer Rate > 20 % of Registered Visitors} ;
Unsubsciption Request Rate < 5 % per month;
{Purchase Rate > 20 % of Recommended Products} Rate of Linked new Complementary Products > 10% per month ;
TRANSITION ARCH ITECTURE 3
“BENEFITS”
[TURNING VISITORS INTO BUYER]
{TARGETED MAILING USING PRODUCT TRACKING ; REPORTED SUCCESS MEASURES}
COMMENTS
Visitor Marketing Management Project
Visitor.Registration
[MANAGED]
[MANAGED] KPIs {Registrant Rate > 200 per week }
Visitor.Mailing [TARGETED]
KPIs : {Unsubsciption Request Rate < 5 % each month}
Visitor.Mailing
[TARGETED]
KPIs {Rate of Browsed Products > 60 % of Recommended Products}
Catalog Refinement Project
Catalog
[REFINED] {Unprecisely linked products cleaned}
Catalog [REFINED]
KPIs : {Rate of Linked Complementary Products > 10 % each month}
Integration Project -
Visitor [Turning into Buyer]
KPIs : {Purchase Rate > 20 % of Recommended Products}
Visitor [Turning into Buyer ]
KPIs : { Purchase Rate > 60 % of Recommended Products}
As part of each « Architecture Release » « Implementation Projects » are constrained
by « Target States » (themes)
according to « Strategic Objectives »
In Phase F :These constraints will be used to determine sequences of the Implementation Projects using the ArchiMate Project Viewpoint …
© Birol Berkem
GooBiz.com Paris, 2015

31. In Phase E : Deliverables and Work Package Actions are determined for the Transition Architecture
Consolidating architecture descriptions
Definition of the Roadmap
Identifying opportunities for re-use and
potential solution components 31
And they are finally determined for the target architecture… (next slide)
© Birol Berkem
GooBiz 2015

32. Consolidate the Roadmap, Transition Architectures and Work Packages to ‘coordinate’ Implementation Projects
In this third step, we consider the consolidated
RoadMap to reach the Target Architecture.
Capability Increments for Transition Architectures will
extend the existing business capabilities (starting
by the Baseline Architecture)
Work Packages of Actions will implement these
Increments by ‘coordinating’ Implementation
Projects 32
How the Consolidated Gaps & Dependencies Matrix may help for the Product Backlog ?
© Birol Berkem
GooBiz 2015

33. Governing Scrum using TOGAF’s ADM
Capability Radar Diagram
Business Values carried by
Capability Increments
Risk Monitoring
& Conformance
Review
Inputs for ‘Walking
Skeletons’ based on Consolidated
Architecture Gaps
Features based on
Consolidated
Gaps & Dependencies
Potentially Shippable
Product Increment
Tasks (To Do)
EPIC Name : Visitor Registration Process ‘Phases : B to D’ :
User Story 1: Enter Visitor
Create Bonus DB Table & link to Visitor Tb
Create UI 1 and link it to the UC Ctrl…
Implement User / System interact. Activities…
User Story 2 : ‘Fill Poll’ to capture Prod. of Interest-
Create Poll DB Table &link it to Visitor Tb
Create UI 2 and link it to the UC Ctrl…
User Story 3 : Notify Related Units
Link Poll DB Table to Sales & Marketing DB Tb
Send Visitor Info. to Sales and Marketing Mail boxes…
Daily
Scrum
1-4 Week
Sprints
Vision
Statement
Sprint
Planning
Product
Backlog 11
Sprint
Backlog
Sprint
Retrospective
© Birol Berkem
GooBiz.com Paris, 2015
Adaptation

34. Example of a Consolidated Gaps, Solutions and Dependencies Matrix
TOGAF® Standard Courseware V9.1 Edition
Example of a Consolidated Gaps, Solutions and Dependencies Matrix
This matrix can be used as a planning tool when creating work packages. The identified dependencies will drive the creation of projects and migration planning in Phases E and F.
An example matrix is shown.
This enables identification of SBBs which could potentially address one or more gaps and their associated ABBs.
Excerpt from TOGAF 9.1 Consolidated Gaps, Solutions and Dependencies Matrix of the Open Group
1- This Matrix may help for understanding what are automated processes - Application level « Epics » and « user stories » for the Product Backlog ?
2- The ‘Walking Skeleton’ necessary to realize ‘activities’ of user stories

35. In Phase E: Consolidated Gaps from Phases B, C and D help to discover « tasks » to enable the « Walking Skeleton » of User Stories  
Business GAP : Visitor Registration Process
Activity 1 : Enter Visitor
Activity 2 : Profile Visitor Interest
Activity 3 : Notify Related Units
« I » Bonus
[Assignment]
« I » Customer
[Registration]
« I » Customer
[Data Mgmt]
« I » Poll
[Processing]
« I » Poll
[ Poll Data to Review]
« I » Customer
[Notification]
Appli GAP : Visitor Registration Process
Activity 1 : Enter Visitor
Create Bonus Assignment Appli Service Interface & Implementation
Activity 2 : Profile Visitor Interest-
Cr. Poll Process Appli Service Intf& Imp.
Activity 3 : Notify Related Units
-Cr.Poll to Review Appli Service Intf&Imp
Precise Consolidation of BCD Layer
Gaps for elaborating the
Consolidated Gap, Solution &
Dependency Matrix
« I » Visitor Bonus
[DB Assignmt]
« I » Visitor Poll
[DB Assignmt]
« I » Poll
[DB Notification]
Information (Data) GAP : Visitor Registration Application & Techno
Activity 1 : Enter Visitor
Create Bonus DB Table & link it to Visitor DB Tb
Activity 2 : Profile Visitor Interest-
Poll DB Table linked to Visitor Tb
Activity 3 : Notify Related Units
Poll DB Table linked to Sales & Marketing DB Tb
Visitor Info. sent to Sales and Marketing
Dependencies discovered for each layer will identify deliverables & work packages 35
© Birol Berkem
GooBiz 2015

36. In Phase F : Coordinate Implementation Projects using Work Packages
In this third step, we consider the consolidated
RoadMap to reach the Target Architecture.
Capability Increments for Transition Architectures will
extend the existing business capabilities (starting
by the Baseline Architecture)
Work Packages of Actions will implement these
Increments by ‘coordinating’ Implementation
Projects 36
How the Consolidated Gaps & Dependencies Matrix may help for the Product Backlog ?
© Birol Berkem
GooBiz 2015

37. «BUSINESS CAPABILITY ORCHESTRATOR »
Phase F : ‘Coordinate’ the Implementation Projects using an End-to-End Traceability
«BUSINESS CAPABILITY ORCHESTRATOR »
B.C. MODEL FRAGMENT
Implementation Projects will be coordinated in Phase G on the basis of business, IS and technology constraints imposed to the Architecture from phases B to E 37
© Birol Berkem
GooBiz 2015

38. Structuring the Capability Based SOA Backbone
Monitor Risks and Conformance of Implementation Projects
Structuring the Capability Based SOA Backbone
In this last step (Phase G), we focus on how to realize
Constraints imposed to « Business Functions » by
« Implementation Projects »
Upon the Capability-Based SOA Backbone 38
© Birol Berkem
GooBiz 2015

39. TOGAF® Standard Courseware V9.1 Edition
Phase G Objectives
In Phase G we define architecture constraints on the implementation projects and ensure their conformance through the Architecture Contract
This includes :
Governing the architecture through implementation by compliance reviews and by risk monitoring (cf. example of risks already defined by function – cf. Phases A & B)
Performing appropriate functions of the Architecture Governance for the solution
Structuring the « Product Backlog » on the basis of Business Functions to ‘automate’ from Phases B and C and the ‘Architecture Walking Skeleton’ consolidated in Phases E&F
(Syllabus Reference: Unit 6, Learning Outcome G.1: You should be able to describe the main objectives of Phase G.)
The objectives of this phase are as shown.
Architecture Governance
The Architecture Contract produced in this phase features prominently in the area of architecture governance. It is often used as the means to driving change. In order to ensure that the Architecture Contract is effective and efficient, the following aspects of the governance framework should be introduced in this phase:
Simple process
People-centered authority
Strong communication
Timely responses and effective escalation process
Supporting organization structures
Copyright © , The Open Group

40. «BUSINESS CAPABILITY ORCHESTRATOR »
Reminder from Phase B : Capabilities were structured to mitigate risks and being easily adapted to changes…
«BUSINESS CAPABILITY ORCHESTRATOR »
Also seen that in Phase D : SOA Backbone has to be designed according to these functions, requirements and expected service levels
© Birol Berkem
GooBiz.com Paris, 2015

41. WHAT Activities and Values to deliver per interaction ?
Structure the « Product Backlog » on the basis of Business Functions to ‘automate’ from Phases B&C
EPICS
USER STORIES
(steps of Epic)
Value
FOR each User Story
WHAT Activities and Values to deliver per interaction ?
How to determine the ‘Walking Skeleton’ and tasks to realize for each user story ?

42. «BUSINESS CAPABILITY ORCHESTRATOR »
In Phase D : We have already « outlined » a high-level view of the Architecture Backbone according to functions, requirements and expected service levels as part of ‘Capabilities’ to deliver
« BUSINESS CAPABILITY ORCHESTRATOR »
«BUSINESS CAPABILITY ORCHESTRATOR »
Sub-Capability and Functions
previously described
USE CASE (UC)
Business Capability Component
Service Point
(User Story)
«BUSINESS CAPABILITY ORCHESTRATOR »
«BUSINESS CAPABILITY ORCHESTRATOR »
Service Point
(User Story)
« B.C.O »
« B.C.O »
© Birol Berkem
GooBiz.com Paris, 2015 42
We now have to focus on the realization of each function using available baseline services and interfaces and
doing impact analysis until the Technology Layer in order to obtain a ‘Walking Skeleton’ to realize their activities
© Birol Berkem
GooBiz 2015

43. Constraints imposed to « Business Functions » are to be realized
Architecture Definition Increments Table sets “target states” requested from implementation projects on the basis of Strategic Objectives
TRANSITION ARCHITECTURES
PROJECTS
TRANSITION ARCHITECTURE 1
PREPARATION PHASE
Websale System
{VISITOR REGISTRATION [MANAGED] ; CATALOG [REFINED] }
TRANSITION ARCHITECTURE 2
INITIAL OPERATIONAL CAPABILITY
[TURNING VISITORS INTO BUYER]
{Rate of Linked new Complementary Products > 10% per month ; Registrant Rate > 200 per week & Buyer Rate > 20 % of Registered Visitors} ; Unsubsciption Request Rate < 5 % per month; {Purchase Rate > 20 % of Recommended Products}
TRANSITION ARCH ITECTURE 3
“BENEFITS”
[TURNING VISITORS INTO BUYER]
{TARGETED MAILING USING PRODUCT TRACKING ; REPORTED SUCCESS MEASURES}
COMMENTS
Visitor Marketing Management Project
Visitor.Registration
[MANAGED]
KPIs {Questionnaire to re-customize if Abandon Rate > 50 %}
KPIs : {Registrant Rate > 200 per week & Registrant Buyer Rate > 20 % of Registered Visitors}
Visitor [Entry] : If abandon & abandon rate > 50% then send to Mktg.Suggested Products [to adapt]
Questionnaire [Filling] : If abandon & abandon rate > 50% then Questionnaire [to review]
Visitor.Mailing [TARGETED]
KPIs : {Unsubsciption Request Rate < 5 % each month}
Visitor.Mailing
[TARGETED]
KPIs {Rate of Browsed Products > 60 % of Recommended Products}
Catalog Refinement Project
Catalog
[REFINED] {Unprecisely linked products cleaned}
Catalog [REFINED]
KPIs : {Rate of Linked Complementary Products > 10 % each month}
Integration Project -
Visitor [Turning into Buyer]
KPIs : {Purchase Rate > 20 % of Recommended Products}
Visitor [Turning into Buyer ]
KPIs : { Purchase Rate > 60 % of Recommended Products}
Constraints imposed to « Business Functions » are to be realized
by the « Implementation Projects »
© Birol Berkem
GooBiz.com Paris, 2015
Implementation Projects Constrained on the basis of Target States using the ArchiMate ‘Project Viewpoint’ …
© Birol Berkem
GooBiz.com Paris, 2015

44. ‘Values’ have to be decomposed until being delivered to stakeholders
BUSINESS LAYER
VISITOR [REGISTRATION]
I_Entry
<<SRV-P>>
Visitor
[Registration]
« GOAL-DRIVEN
SERVICE »
<<SRV-P>>
« B.C.O »
Visitor
[Entry]
Visitor
[Notification]
FUNCTIONAL LAYER UI
<<UC-Comp>>
Visitor [Entry]
BUSINESS & DATA LAYER
Question
naire
<<REALIZE>>
<<REALIZE>>
Visitor
<<ENTITY>>
<<ENTITY>>
DATA
SERVICES
Form
<<ENTITY>>
FUNCTIONAL LAYER
Example of choreography to specify values to deliver to stakeholders that interact with automated business functions…
© Birol Berkem
GooBiz.com Paris, 2015

45. In Phase G : Solution Components (SBBs) are plugged into the ABBs of the Architecture Skeleton to implement business functions
« BUSINESS CAPABILITY ORCHESTRATOR »
Service/Request
Point (UC Comp)
Service/Request
Point (SRV Comp)
Business Capability Component
«BUSINESS CAPABILITY ORCHESTRATOR »
«BUSINESS CAPABILITY ORCHESTRATOR »
«UC_Comp»
Visitor_Registration::
Visitor_Entry -
complete_fields: boolean
form_incomplete: boolean
visitor_entered: boolean +
enter_visitor() : void
complete_fields() : void
fill_form() : void
{pre : form_found}
thanks_for_entry() : void
<<Trace>>
<<Trace>>
«GdS_Comp»
Visitor_Registration::
Visitor_Entry -
entry_processed: boolean
entry_requested: boolean
form_registered: boolean
form_validated: boolean +
enter_visitor() : void
process_entry() : void
{pre: entry_requested}
register_form() : void
validate_form() : void
UC-Cmp
SRV-Cmp
« B.C.O »
« B.C.O » 45
© Birol Berkem
GooBiz.com Paris, 2015

46. Governing Agile on the basis of ‘Business Values’
Compliance Review
Architecture Related Compliance Issues
Architecture functions Insufficiently aligned with business objectives
Compliance issues for implementation projects : some appli. system functions do not respect Archi. Constraints …
Not respected BADT standards - (Ex events processing do not use Publish/Subscribe patterns … ) …
Implementation Related Compliance Issues (Sprint Retrospective )
Value-Delivery Tests Insufficiently defined for design & development
Missing Tasks in the Scrum Task board
Incorrect task estimates…
Capability Radar Diagram
Business Values carried out by
Capability Increments
Risk Monitoring
& Conformance
Review
Inputs for ‘Walking
Skeletons’ based on Consolidated
Architecture Gaps
Features based on
Consolidated
Gaps & Dependencies
Potentially Shippable
Product Increment
Daily
Scrum
1-4 Week
Sprints
Vision
Statement
Sprint
Planning
Product
Backlog 10
Sprint
Backlog
Sprint
Retrospective
© Birol Berkem
GooBiz.com Paris, 2015
Adaptation

47. TOGAF’s ADM Phases and ArchiMate to Connect with Scrum
In Phases Prelim. & A : Capabilities are assessed on the basis of Goals, Principles,Requirements,…
In Phases G & H : Capability Driven SOA Backbone Components are Implemented to realize expected functions and Changes are Managed
In Phase B : Capabilities are first structured depending on the risks
and requirement basis
In Phases E & F : Implementation Projects are planned to realize Capabilities
In Phase B,C,D : Impact Analysis of new Capabilities is performed across Architecture Layers
In Phase E : The Roadmap and capabilities are consolidated to drive Epics & User Stories
© Birol Berkem
GooBiz.com Paris, 2015

48. Summary The "Goal & Value-Driven EA Development" process using TOGAF :
The alignment of organizations with the changing needs of their customers and environment requires:
Architecting business and IT resources of the extended enterprise to ensure a value-driven solution to these needs and capitalize on these capabilities in face of changes,
Communicating key requirements, principles and models of the future state of the enterprise (vision, goals, strategies, …) until the IT level to ensure a coherent evolution,
The "Goal & Value-Driven EA Development" process using TOGAF :
ensures alignment of IT with changing strategies,
supports the overall "organizational agility and sustainability" of the evolving enterprise
ArchiMate supports such an alignment process by precisely consolidating Business, IS and Technology Architecture Capabilities to increase business agility in coherence… 48
© Birol Berkem
GooBiz.com Paris, 2015

49. Some Complementary Training & Mentoring Modules about Business& IT Alignment using Standards…
GooBiz.com

51. TRANSITION ARCHITECTURES [TURNING VISITORS INTO BUYER]
Architecture Definition Increments table for “MANAGING WEBSALE SYSTEM BY TURNING VISITORS INTO BUYERS”
TRANSITION ARCHITECTURES
PROJECTS
TRANSITION ARCHITECTURE 1
PREPARATION PHASE
Websale System
{VISITOR REGISTRATION [MANAGED] ; CATALOG [REFINED] }
RELEASE 1
TRANSITION ARCHITECTURE 2
INITIAL OPERATIONAL CAPABILITY
[TURNING VISITORS INTO BUYER]
RELEASE 2
TRANSITION ARCH ITECTURE 3
“BENEFITS”
{TARGETED MAILING USING PRODUCT TRACKING ; REPORTED SUCCESS MEASURES}
RELEASE 3
COMMENTS
Visitor Marketing Management Project
Visitor.Registration
[MANAGED]
Scaling for Performance KPIs {Poll Questionnaire to re-customize if Abandon Rate > 50 %}
Scaling for Performance KPIs : {New Registrant Rate > 200 per week & Registrant Buyer Rate > 20 % of Registered Visitors}
Visitor.Mailing
[TARGETED]
Scaling for Performance KPIs : {Unsubsciption Request Rate < 5 % each month}
Scaling for Performance KPIs {Rate of Browsed Products > 60 % of Recommended Products}
Catalog Refinement Project
Catalog
[REFINED] {Unprecisely linked products cleaned}
Catalog [REFINED]
Scaling for Performance KPIs : {Rate of Linked Complementary Products > 10 % each month}
Transition Architecture Integration Project -
Visitor [Turning into Buyer]
Scaling for Performance KPIs :
{Purchase Rate > 20 % of Recommended Products}
Visitor [Turning into Buyer ]
Scaling for Performance KPIs
{ Purchase Rate > 60 % of Recommended Products}
A Risk and Mitigation table is provided here as we started to confirm targeted business capabilities for completion in Phase A.
In this phase, Business Transformation Risks and Mitigation Activities are determined as part of the initial Business Transformation Readiness Assessment. These activities are included in the SAW (Statement of Architecture Work) deliverable that is propagated through a complete ADM cycle until the phase H.
The Risk Identification and Mitigation Assessment Worksheets initiated in this phase are maintained as "governance artifacts" and kept up-to-date through phases E and F until the phase G where a 'risk monitoring' is conducted. In this latter phase, critical risks that are 'not mitigated' are identified. This may require another partial or full ADM cycle.
Also, on the basis of the Capability Assessment deliverable of the Phase A, we will configure capability components to mitigate risks. The Future Performance Aspiration (future state aspiration for the performance level of each capability) and the Future Capability Aspiration (future state aspiration for how each capability should be realized) paragraphs of the Business Capability Assessment may also help to drive such a capability component configuration.
Actions that we have indicated to mitigate risks in this table will help us to focus on business functions that can mitigate them. For instance, in order to avoid risk related to the factor entitled ’Uncontolled abandon rate during the Visitor Registration process’, we decided to ‘support the Registration Function using complementary functions such as Bonus Assignment, Questionnaire Review, etc… (cf. next slide). The same configuration process applies to mitigate risks related to factors provided in lines 5 and 6.
Project sequences are finally determined using the
ArchiMate Project Viewpoint… (next slide)
© Birol Berkem
GooBiz.com Paris, 2015