Melika sefidary DEVELOPMENT WITH(OUT) ARCHITECTURE

THREE DEVELOPMENT SRTATEGY

Development with architecture Integration with other parts of organization Develop not only for today, but also for future

In some situation time is a dominant factor, especially when the predictability horizon get shorter and organization faces surprise

DYA processes Strategic Dialogue New Developments Development with Architecture IT solutions Development without Architecture IT solutions Architectural Services It is done where there is a good reason

Three development strategy Defensive Anticipative Offensive

Organization achieves one-off competitive advantage Organization is taken by surprise Organization chooses structural solution Anticipative Defensive Offensive Continuous process improvement Development process Business organization IT organization Short term solution IT solution: High and ad hoc problem solving content IT solution: High anticipatory content IT solution: High and ad hoc problem solving content To reach business objective quickly

Anticipative Strategy The goal is to achieve a structural IT solution with a high anticipatory content The tool that is used is architecture

DYA processes Strategic Dialogue New Developments Development with Architecture IT solutions Development without Architecture IT solutions Architectural Services Provide the project start architecture for forming frame work Set up the bussiness case

Project Start architecture During the development progress is tested against PSA PSA make a framework that project team works within it PSA ensures that the final result fit into the IS as a whole PSA has a positive effect on a speed of development Project Start architecture 1)Environmental model 2)Scope of the IT solution 3)Design choice 4)Standard and guideline

Advantage of using project start architecture

Building permit Building permit is used for testing project result against PSA Building permit is given at the start of project by the lead architect Building permit 1)Project data 2)Project proposal drawn up 3)Design drawn up 4)Implementation completed

There are some situation in which it is necessary to deviate from guideline of PSA This deviation happen with consultation with Biz case team and architect

Project start architecture Easier outsource of development work IT solution fits IS as whole Easier hiring occasional specialist

Development with architecture Architectural Services Project proposal IT solution Proved project start architecture Issues building permit Supervises implementation

DEFENSIVE AND OFFENSIVE STRATEGY

Defensive VS. Offensive When organization is forced to defense itself The organization has limited freedom of choice When organization has discovered an opportunity The organization has more freedom of choice

Time-boxing mechanism time functionality quality moneyquality time money variable fixed TRADITIONALTIME-BOXING

Management letter 1)Declaration 2)Project data 3)Scope of project 4)Agreement on implementation defensive/offensive 5)Agreements operation 6)Agreements start anticipative strategy Management letter drafted at the star of defensive/offensive solution It shows the way that money, functionality, and quality should be sacrificed to meet the deadline

Defensive/ offensive strategy Project result does not fit into IS as a whole Very little attention is paid to maintenance issues It is important to limit the life expectancy and simultaneously start the development of structural solution according to the anticipative strategy anticipative strategy

PROJECT TEAM

Project team in Anticipative strategy Designers have to confirm to the standard, guideline, methods and tools of PSA. Project will receive PSA, Biz case, and all the models. Designers have to include elements in his or her design that are important to other project. Designers have to work with company architecture.

Project team in Defensive/Offensive strategy Project team More authority in decision making Social skills for understanding and respect other people Team should make decision about exact content There is need for creativity

Maintenance with(out) architecture Maintenance object infrastructure Technical infrastructure server Network and network application workstationOperation system Informational infrastructure application Functional maintenance Application maintenance Technical maintenance

Maintenance with(out) architecture Maintenance object infrastructure Technical infrastructure Informational infrastructure Development tools Maintenance tools application Functional maintenance Application maintenance Technical maintenance

Maintenance with(out) architecture Maintenance object infrastructure Technical infrastructure Informational infrastructure application Functional maintenance Application maintenance Technical maintenance Concerns the functionality that is to be supplied with the aid of IT Realizing the requirement of functional maintenance Keep the application running

DEVELOPMET WITH(OUT) ARCHITECTURE: COHERENCE AND AGILITY

coherence agility Coherence in anticipative strategy achieved by keeping to PSA In defensive/offensive striving for coherence is abandoned Agility is achieved in anticipative strategy In exceptional cases, there is possibility of resorting to a defensive/offensive strategy to come up with rapid solution anticipative defensive/o ffensive agility anticipative defensive/ offensive coherence

Technique for Interactive Process Design APPENDIX A

TIPD is used to analyses business process and associated use of information within an organization BENEFITS:  Short lead time  Minimal demand on employee time  Immediate consensus among all parties  Immediate overview of bottleneck  Immediate feedback to those involved

FIVE STEP OF TIDP 1) Preliminary discussion with client 2) Introductory meeting 3) Feedback to the client 4) The actual TIPD session 5) Decision-making process by management

Preliminary discussion with client Identifying the business objective Establishing availability of employee

Introductory meeting Determining the exact process Determining the end and beginning of the process Determining the appropriate people for that process

The actual TIPD session The process is mapped out on the board in mutual agreement. Moderator ensures that entire process runs smoothly. And Scribe ensures that discussion are recorded accurately. Bottleneck are identified.

The actual TIPD session Participants ensure that all the bottleneck are identified. Participants classify the process in higher level of abstraction refer as to core function. Participants identify the possibility of present IS. Soulution are defined for each bottleneck.

Decision making process by management Management decide on demands and wishes to be met.

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