Methods in Enterprises 2 BPMBPM BABA UXUX SOASOA EIMEIM MDD / TDD / XP EAEA PMBOK / CMMI-DEV ITILITIL Scrum / Kanban Business/IT Strategy

Business-IT Alignment 3 Business Process Business Environment IT Technology IT Technology IT System Application Data Infrastructure IT Strategy Business Strategy Business Strategy EA Business Strategy Planning Method Business Process Management Method IT Strategy Planning Method Business Analysis Method Software Engineering Method Enterprise Architecture Method Software Project

Enterprise Method Architecture 4  Understand all methods used in an enterprise  Analyze their relationships  Minimize, standardize, integrate and share the set of methods Enterprise Method Architecture Method Is a federation of

Example: US DoD 5 Do methods produce consistent models across different views (e.g. across process, information, use case)? Do methods produce models traceable across different abstraction levels?

Example: DoDAF Meta Model (DM2) 6  Define concepts and models usable in DoD’s 6 core processes: –Capabilities Integration and Development (JCIDS) –Planning, Programming, Budgeting, and Execution (PPBE) –Acquisition System (DAS) –Systems Engineering (SE) –Operations Planning –Capabilities Portfolio Management (CPM)  Establish guidance for architecture content as a function of purpose  Make DM2 so the architectures can be integrated, analyzed, and evaluated to mathematical precision  Establish and define the constrained vocabulary for description and discourse about DoDAF models and their usage in the 6 core processes  Specify the semantics and format for federated EA data exchange between architecture development and analysis tools and architecture databases  Support discovery and understandability of EA data: –Discovery of EA data using DM2 categories of information –Understandability of EA data using DM2’s precise semantics

Methods Integration 7 BPMBPM BABA UXUX SOASOA EIMEIM MDD / TDD / XP EAEA PMBOK / CMMI-DEV ITILITIL Scrum / Kanban Horizontal Integration: Minimal & Traceable Vertical Integration: Disjoint & Consistent

Essence Approach to EMA 8 Practice Is composed of Kernel Is described using Enterprise Method Architecture Method Is a federation of Comparable M. E. C. E. Standard Vocabulary, Semantics and Format

Essence Approach to EMA 9 Essence Kernel (IFaP) New emerging best practices New demands for methods (e.g., cloud migration, big data analytics, enterprise mobility) Hour Glass Model of Middle Out Architecture

Advantage of Essence Approach 10 Kernel-Based Practices Diverse, Yet Coherent Practices Integration into Method Minimal, Yet Sufficient Methods Integration across Enterprise M. E. C. E Agile Transitions of Enterprise Method Architecture Adaptive & Innovative

Example EMA 11 EA Business Architecture App Architecture Data Architecture Technical Architecture EA Management Project Portfolio Mgmt BPM BPMN Modeling BPEL4SWS Implementation Process Performance Mgmt BPR Project Management SOA Service Identification Service Specification Service Realization Service Governance Method

Method 12 BPM BPMN Modeling BPEL4SWS Implementation Process Performance Mgmt BPR Project Management Method Practice Practice Practice Practice

BPMN Modeling Practice Template 13 Opportunity Stakeholder Requirements Software System Work Team Way of Working Practice Kernel Alphas Explore Possibilities Understand Stakeholder Needs Understand the Requirements Shape the System Prepare to Do the Work Coordinate Activities Track Progress Kernel Activity Spaces

BPMN Modeling Practice Instantiation 14 Opportunity Stakeholder Requirements Software System Work Team Way of Working Process Goals aligned with Business Strategy Process Owner and Actors Process KPIs BPMN 2.0 Models executable on the Process Engine As-Is Process Analysis, To-Be Process Design and Simulation Cross-Functional Team with Process Actors and Process Engineers Process Modeling Heuristics, Patterns and Tool Alphas Work Products

BPMN Modeling Practice Instantiation 15 Conduct Benchmarking of Global Best Practices Analyze Business Strategies and Process Capabilities to Improve Analyze the Current Process and Set Improvement Goals and KPIs Design and Simulate the To-Be Process and Develop the Implementation Plan Justify ROI of the Process Modeling Project, Organize and Train the Team Develop the Process Modeling Project Plan Track the Process Modeling Project Explore Possibilities Understand Stakeholder Needs Understand the Requirements Shape the System Prepare to Do the Work Coordinate Activities Track Progress Activity Spaces Activities

BPMN Modeling Practice Instantiation 16 Analyze Business Strategies and Process Capabilities to Improve Analyze the Current Process and Set Improvement Goals and KPIs Design and Simulate the To-Be Process and Develop the Implementation Plan Justify ROI of the Process Modeling Project, Organize and Train the Team Develop the Process Modeling Project Plan Track the Process Modeling Project Conduct Benchmarking of Global Best Practices Activities Process KPIs Process KPIs Requirements Conceived Bounded Coherent Acceptable Alpha States Process Analysis, Design, Simulation Process Analysis, Design, Simulation Work Initiated Prepared Started Under Control Concluded Closed

Method Composition 17 Practice Competency

Institutionalization of EMA 18 Enterprise Method Architecture Practice Kernel Method Corporate Business Process Workforce Competency Training Program Organization & Job/Role Design Reusable SW Asset (e.g. Patterns)

Management of Essence-Based Project 19 Project Alpha State Alpha State Activity Workflow Activity Workflow consists of goes through describes produces is in Requirement Work Software System Team is a Activity is handled by Alpha State Transition Task Board shows Dashboard Work Product Iteration has Way of Working Alpha causes Checklist is confirmed by changes realizes tracks

Case Study BPMN Modeling Analyze Business Strategies and Process Capabilities to Improve Analyze the Current Process and Set Improvement Goals and KPIs Design and Simulate the To-Be Process and Develop the Implementation Plan Conduct Benchmarking of Global Best Practices Process KPIs Process KPIs Requirements Conceived Bounded Coherent Acceptable Design Business Process

Case Study BPMN Modeling Analyze Business Strategies and Process Capabilities to Improve Analyze the Current Process and Set Improvement Goals and KPIs Design and Simulate the To-Be Process and Develop the Implementation Plan Conduct Benchmarking of Global Best Practices Process KPIs Process KPIs Requirements Conceived Bounded Coherent Acceptable Design Business Process Checklist Process goals are determined. As-Is process is described. Process problems are identified. Root causes of the problems are identified. Process KPIs are defined. Target KPIs are set.

Case Study Analyze the Current Process and Set Improvement Goals and KPIs Process KPIs Process KPIs Requirements Coherent Checklist Process goals are determined. As-Is process is described. Process problems are identified. Root causes of the problems are identified. Process KPIs are defined. Target KPIs are set. Checklist Process goals are determined. As-Is process is described. Process problems are identified. Root causes of the problems are identified. Process KPIs are defined. Target KPIs are set.

Case Study BPMN Modeling Analyze Business Strategies and Process Capabilities to Improve Analyze the Current Process and Set Improvement Goals and KPIs Design and Simulate the To-Be Process and Develop the Implementation Plan Conduct Benchmarking of Global Best Practices Process KPIs Process KPIs Requirements Conceived Bounded Coherent Acceptable Design Business Process Checklist Global best practices are analyzed. Industry reference models are analyzed. Applicable BPR patterns are selected. To-Be process is designed. Information requirements are defined. Business rules are specified. Process simulation attains target KPIs. Organization and jobs are designed.

Case Study Design and Simulate the To-Be Process and Develop the Implementation Plan Process KPIs Process KPIs Requirements Acceptable Checklist Global best practices are analyzed. Industry reference models are analyzed. Applicable BPR patterns are selected. To-Be process is designed. Information requirements are defined. Business rules are specified. Process simulation attains target KPIs. Organization and jobs are designed. Checklist Global best practices are analyzed. Industry reference models are analyzed. Applicable BPR patterns are selected. To-Be process is designed. Information requirements are defined. Business rules are specified. Process simulation attains target KPIs. Organization and jobs are designed.

Conclusion  We need to build a library of practices using the common kernel,  not just for software engineering, but also for other disciplines essential for business-IT alignment  We need to develop an easy-to-use tool to compose practices into a method, and a marketplace where global best practices can be traded.  We need to produce success cases of developing and managing Enterprise Method Architectures based on Essence.  We need to extend the kernel to accommodate ever expanding use cases and technologies of software. 25

Thank YOU! 26