160629 Matthes Agile, lean and collaborative EAM · 1. Ad hoc EAM demands 2. Unclear business goals...

Software Engineering für betriebliche Informationssysteme (sebis) Fakultät für InformatikTechnische Universität München

wwwmatthes.in.tum.de

Agile, lean and collaborative EAM29.06.2016, Prof. Dr. Florian Matthes

1. Agile, lean and collaborative EAM

Outline

© sebis160629 Matthes Agile, lean and collaborative EAM 2

Motivation – Most frequent EA challenges

0,00%

10,00%

20,00%

30,00%

40,00%

50,00%

60,00%

70,00%

80,00%

90,00%

100,00%

1. Ad hoc EAM demands

2. Unclear business goals

3. Hard to find experienced

enterprise architects

4. EA demands unclear for EAM

team

5. Enterprise environment

changes too quickly

Agree (%)

Neither (%)

Disagree (%)

n=102

3

Hauder, M., Roth, S., Schulz, C., Matthes, F.: Organizational Factors Influencing Enterprise Architecture Management Challenges, 21st European Conference on Information Systems (ECIS 2013), Utrecht, Netherland, 2013.

© sebis160629 Matthes Agile, lean and collaborative EAM

predictablesystems

chaoticsystems

complex dynamicsystems

dynamicity ofthe system

environment

complexity of the system structure

high

low high

low

Classification of systems based on their complexity


specialize& automate(Taylorism)

experiment& learn(MVP)

Agile, collaborative management(emergent structures)

dynamicity ofthe system

environment

high

low high

low

The system management approach has to fit the system complexity at hand

complexity of the system structure© sebis160629 Matthes Agile, lean and collaborative EAM 5

Agile EA management principles

160629 Matthes Agile, lean and collaborative EAM 6

Individuals and interactions over formal processes and tools

IT Project 3IT Project 2IT Project 1

Top management

Businessstakeholders

Software development

IT operations

Project managers

Software architects

Software developers

Top management

Strategy office

Business owners

Application owners

IT operations

Purchasing

EA Team

• Ensure top management support

• Maintain a good relationship to people form other management areas

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Focus on demands of top stakeholders and speak their languages


Architecture blueprints

Top management



IT operations

Project managers

Software architects

Software developers

��

Top management

Strategy office

VisualizationsBusiness owners

Application owners

IT operations

Purchasing

EA Team

Stakeholder-specific architecture views

Metrics

Reports

Architecture-approval and requirements

Architecture changes

model

collect

motivate

Business and IT strategy

Individual architecture aspects

Businessand org.constraints

• A single number or picture is more helpful than 1000 reports

• Communicate, communicate, communicate

• Avoid waste • Benefit form existing model

management processes

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Reflect behavior and adapt to changes


Architecture blueprints

Top management



IT operations

Project managers

Software architects

Software developers

�

reflect

adapt

��

Top management

Strategy office

VisualizationsBusiness owners

Application owners

IT operations

Purchasing

EA Team

Stakeholder-specific architecture views

Metrics

Reports

Architecture-approval and requirements

Architecture changes

model

collect

motivate

Business and IT strategy

Individual architecture aspects

Businessand org.constraints

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• Iterative and Incremental (one cycle ~12 months)

• Use building blocks and patterns

• Request 360° feedback • Adapt models and processes• Continuous collaboration

Adoption of EA management principles

26293133

383939

4343

484951525455

60606264656566676768

727273

7677

8189

95

2828

1614

2723

2729

2626

192119

2818

188

2516

2117

1911

1518

138

121311

134

2

4038

5251

2830

3026

2221

2923

2814

2620

2312

1510

1514

2017

44

1111

87

46

3

87

34

910

64

1175

73

634

113

765343

121311

65

7432

0 20 40 60 80 100

Valuation of time over qualityExactly respond to the stakeholders' demands

Adherence to the one-piece flowApplication of the pull-principle

Advancement with a indefinite & constant paceAgreed level of done

Actually used by stakeholdersEmbracement of changes

Valuation of time over completnessSatisfied with its work

Clear definition of roles & responsibilitiesFocus on requirements

Stakeholders provide feedback to EAM teamSatisfy stakeholders

Focus on high-qualityCharacterized by defined roles & responsibilities

Accomplishes EAM tasks in small subteamsDiplomacy and negotiation skills

Members know their colleagues' dutiesEarly delivery

Foster learning by experimentsCommon language

Usable for stakeholdersAs simple and accessible as possible

Leader fosters team's self-organizationLeader acts as servant for the team

EAM team incorporates feedbackIncorporation of reflections & retrospectives

Specialized to perform various tasksPerforms tasks in self-organized manner

IterativeIncremental

Operates cross-functional

Agree Neither Disagree No response

Survey among European enterprise architects (Q4 2013, n=105)

Agile Enterprise Architecture management: Empirical analysis on the application of agile principles [to appear 2014]


Related approaches: Lean management

1. Specify value from the standpoint of the end customer by product family.

2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.

3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.

4. As flow is introduced, let customers pull value from the next upstream activity.

5. Begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

1. Specify

customer value

2. Map value

stream

3. Avoid delays

and waste

4. Create flow

through pull

5. Seek perfectio

n


Risk: Over-fitting of EA function to current demands

Wiki4EAM Community (since 2010)

§ Allianz SE§ Accenture GmbH§ act! consulting GmbH§ Bundesministerium des Innern§ Capgemini§ Computacenter§ Cirquent GmbH§ FZI Forschungszentrum Informatik an der

Universität Karlsruhe§ GAD eG§ Max-Planck-Gesellschaft§ Niedersächsisches Ministerium für Inneres und

Sport§ Nokia Siemens Networks§ SCHUFA Holding AG§ Siemens Financial Services§ Steria Mummert Consulting§ UGIS - UniCredit Group§ Wacker Chemie AG§ WHU Otto Beisheim School of Management

Projects of TU München (2012)

§ Adidas§ E.ON§ HUK Coburg§ Itelligence§ Iteratec§ Siemens Financial Services§ Volkswagen AG

Collaborative EAMHybrid Wikis and Wiki4EAM

160629 Matthes Agile, lean and collaborative EAM 11© sebis

Tricia (since 2011)

§ BMI§ B.Beschaffungsamt§ Fortiss§ ECHORD§ ITV§ KVB§ Layer 8§ Konsit

§ MHP§ Microsoft§ SIEMENS§ Trevira§ TUHH§ TUM§ UGIS§ Westfleisch, …

Visit http://wwwmatthes.in.tum.de for more information on Wiki4EAM and Hybrid Wikis.

Die Vision Enterprise 2.0: Das Mitmach-WebUnternehmensweites Informationsmanagement


Die InfoAsset Leitprinzipien§ Biete eine Plattform basierend auf etablierten Internet-Standards.§ Steigere unmittelbar die Produktivität von Personen und Teams. § Stärke die Gestaltungmöglichkeiten von Geschäftsexperten und ermögliche

so emergente Strukturen und Prozesse orientiert am aktuellen Geschäft.

Collaborative EAM


Mitarbeiter

• sofort nützlich• dynamisch

anpassbar• privat bis öffentlich

Teams

• an einem Ort• vernetzt• bedarfsgerecht

strukturiert

Unternehmen

• web-basiert• sicher• integriert, offen

und integrierbar

+ +

Example: DB Mobility Logistics


Example: ABN AMRO


A transformation unit


A transformation network


Example: Evonik


Incorporating Lean, Agile, and Enterprise 2.0 in Enterprise Architecture Management


Bente, Stefan, Uwe Bombosch, and Shailendra Langade. Collaborative Enterprise Architecture: Enriching EA with Lean, Agile, and Enterprise 2.0 Practices. Newnes, 2012.

…instead of overloading the stakeholders with bureaucratic processes and unsolicited artifacts

Establish a lean set of processes and rules… Lean

…instead of blueprinting the whole future rigidly on a drawing board

Adopt evolutionary problem solving… Agile

…instead of relying only on experts and top-down wisdom

Foster and moderate open participation… Enterprise 2.0

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Adoption of agile management principlesSurvey among European enterprise architects (Q4 2013, n=105)

Agile Enterprise Architecture management: Empirical analysis on the application of agile principles [to appear 2014]


Empirical data set for this research (n=105)


Industry sector of the companies (n %) Job title of the participants (n %)

Architecture management has to be integrated with other management functions.

Architectural changes are performed through a coherent set of projects.


Architecture Management

Multi-Project Management

Project Portfolio ManagementStrategy Management

Project Management

DefineMeasure

Plan Measure

Prioritize& Commit

Implement Measure

Deploy& Migrate

Requirements Management

IdentifyMeasure

Application Lifecycle Management

Innovation Management

Example of a mature IT organization© sebis

Influence factors for EAM


EAM Questions

Organizational Context

EAM Goals

Maturity of other (IT) management functions

Enterprise Context

Influence factorschanging over time

More >

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Incorporating Lean, Agile, and Enterprise 2.0 in Enterprise Architecture Management


Bente, Stefan, Uwe Bombosch, and Shailendra Langade. Collaborative Enterprise Architecture: Enriching EA with Lean, Agile, and Enterprise 2.0 Practices. Newnes, 2012.

…instead of overloading the stakeholders with bureaucratic processes and unsolicited artifacts

Establish a lean set of processes and rules… Lean

…instead of blueprinting the whole future rigidly on a drawing board

Adopt evolutionary problem solving… Agile

…instead of relying only on experts and top-down wisdom

Foster and moderate open participation… Enterprise 2.0

© sebis

Discussion

1. Which tool(s) do you use for EAM today?2. How well do they support agile, lean and collaborative

EAM?3. What should be improved?


Summary and conclusion

1. Increasing business complexity and environmental volatility create a demand for holistic optimization and coherent transformation.

2. Business capabilities and business capability maps provide (black-box) abstractions beneficial and accessible for many stakeholders and enterprises of various sizes.

They provide a stable architectural reference for strategic modeling tasks in turbulent environments.

3. Enterprise (business, domain, IT, software, …) architects should § adapt their management approach to the dynamicity and complexity of the

problems at hand§ apply agile principles§ utilize practice-proven patterns and building blocks


Technische Universität MünchenDepartment of InformaticsChair of Software Engineering for Business Information Systems

Boltzmannstraße 385748 Garching bei München

Tel +49.89.289.Fax +49.89.289.17136

wwwmatthes.in.tum.de

Florian MatthesProf.Dr.rer.nat.

17132

[email protected]

Thank you for your attention. Questions?

160629 Matthes Agile, lean and collaborative EAM · 1. Ad hoc EAM demands 2. Unclear business goals...

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