Agile at The Open Group Conference

in collaboration with

Agile TOGAF

Mats Gejnevall, Enterprise Architect

http://www3.opengroup.org/

2 Copyright © Capgemini 2012. All Rights Reserved

Presentation Title | Date in collaboration with

Bio

Mats Gejnevall is a certified global architect with Capgemini in Sweden. He

has been working with organizations in Scandinavia setting up their EA

Capabilities and mentoring them in usage of TOGAF and other architecture

framework.

Mats has been the co-chair of the Open Group SOA Work Group for the last 6

years and participates in the development of TOGAF and Capgemini’s

Integrated Architecture Framework (IAF).




The agility definition from different viewpoints

Agility is more formally defined as the ability of an enterprise to operate

profitably in a rapidly changing and continuously fragmenting global market

environment by producing high-quality, high-performance, customer-configured

goods and services.

It is the outcome of technological achievement, advanced organizational

and managerial structure and practice, but also a product of human

abilities, skills, and motivations

Source: Kidd, T. P.: Agile Manufacturing: Forging New Frontiers, Addison-Wesley, Reading, MA, 1994.

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

Source: Agile manifesto




The agility chain

Agile

Enterprise

Agile project

development

Agile EA

process

Agile

architecture




The end game – Agile Enterprise

Responsiveness to Change • A flexible approach which anticipates and explicitly plans for change. Typically involving short

iterations and frequent reprioritisation of activities.

Value Driven • Activity is driven by delivering value. Priorities are continually reassessed to deliver high-value

items first. Work on intermediate products and documentation is minimised.

Practical Experimentation • A preference for trying things out and learning from experience, as opposed to extensive

theoretical analysis. Sometimes characterised as “fail fast”..

Empowered, Self-Managing Teams • Skilled, multi-disciplinary teams work closely together, taking responsibility for their own

decisions and outputs.

Customer communication and collaboration • Working closely with the customer and adapting to their needs. Valuing collaboration and

feedback over formalised documentation and contracts.

From the World Class EA: The Agile Enterprise




The next step in the agility chain

Agile

Enterprise

Agile project

development




Does agile project development make us agile?

Source: The Essence of Agile: Henrik Kniberg




Another step in the agility chain

Agile

Enterprise

Agile project

development

Agile

architecture




Agility areas of the architecture

But you do not need have the same agility in all parts of your organisation

Agile architecture is more than an

agile IT architecture




Possible agile patterns

Architecture policy/rule based to be able to change the way the solution is

used i.e. people and processes

Service Oriented Architecture enable flexible processes and IT

Cloud enable rapid provisioning of new elastic solutions

Lean, Kanban, ….

….

Opportunity for new white paper




The final step of the agility chain

Agile

Enterprise

Agile project

development

Agile EA

process

Agile

architecture




Can agile project development methods be used for EA?

SCRUM

Pair programming

Refactoring

Lean

Kanban

Test Driven Development

√

√

√

√

√

√




Agile TOGAF Approaches

Subset Reuse

Parallel Iterative

Just in time Enough

granularity Reuse

Standard

solutions

Top down –

Bottom up Parallel

Hypothesis

driven

Iterations

Slice/Spike

Meta-model

driven

Agile

Enterprise

Agile project

development

Agile EA

process

Agile

architecture

These approaches are derived from agile methods and best practices




Subset

Just in time

Enough

Granularity Slice

Define what part of

your scope is most

urgent (e.g. highest

business value)

Do BCDEF with

high value area

and then re-iterate

to next

Do ABCDEF on

high level and

then prioritize and

then iterate back

One team working

top-down (BCD)

on a slice

Create Reusable

pattern

One or more

teams working

top-down

(BCDEF)

remaining parts

High value fast Implementation can

start early

Risk mitigation

Sub optimization Not relevant

architectures ready

for implementation

Many slices needed




Reuse

Just in time

Standard

Solutions

Reuse internal or external

reference models

Reuse architecture from

standard solution and focus on

competitive areas

Alignment with standards Reuse of best practice

architecture

Not finding competitive areas Enough architecture to steer

solution




Parallel

Top Down

Bottom Up Parallel

Hypothesis

Driven

Define a vision

One team working

top-down (BCD)

One team working

bottom-up (DCB)

Merge when they

meet

Define a vision

Parallel teams

working on phase

BCD on different

parts

Merge when they

meet in E

Define a

hypothesis

Parallel teams

working on phase

BCD

Merge when they

meet in E

Use different

competencies

Use different

competencies

Fast delivery

Re-work during

merge

Re-work during

merge

Wrong hypothesis




Iterations

Manage change as it appears

Frequent iterations causes late delivery

Only produce what is needed

Focus on meta-model instead of

customer needs

Agile

Enterprise

Agile project

development

Agile EA

process

Agile

architecture




The full agility chain

Agile

Enterprise

Agile project

development

Agile EA

process

Agile

architecture




Summary

Agile methods help you create better solutions and give you results more

rapidly

But agile methods does not give you an agile solution, you need other methods

for that

EA Process

Dev process Architecture

Enterprise


Detailed slides on Agile EA process



Just in time

What part of your scope is most

urgent (e.g. highest business value)

Go all the way to end of F with that

and then re-iterate

High value fast Sub optimization




Enough granularity

Do ABCDEF on high level and then

prioritize and then iterate back

Implementation can start early Not relevant architectures ready for

implementation




Spike/Slice

One team

working top-

down (BCD) on

a slice

One team

working top-

down (BCDEF)

remaining parts

Risk mitigation Many slices needed

Define a vision




Re use

Re use internal or external

reference models

Alignment with standards Not finding competitive areas




Standard solutions

Re use architecture from standard

solution and focus on competitive areas

Re use of best practice architecture Enough architecture to steer solution




Top down – Bottom up

One team

working top-

down (BCDE) One team

working bottom-

up (EDCB)

Use different competencies Re-work during merge

Define a vision

Merge when they meet




Parallel

Parallel teams

working on

phase B, C & D

Use different competencies Re-work during merge

Define a vision

Merge when they meet in E and correct




Hypothesis driven

Parallel teams

working on

phase B, C & D

Fast delivery Wrong hypothesis

Define a hypothesis

Merge when they meet in E and correct




Iterations

Manage change as it appears Frequent iterations causes late

delivery




Pilot project

One team

working top-

down (BCDE)

One team doing

a pilot

Risk minimization Expensive

Define a vision

Merge when they meet




Meta – model approach

Only produce what is needed Focus on meta-model instead of

customer needs




Contact information

Mats

Gejnevall Enterprise Architect

[email protected]


mailto:[email protected]

The information contained in this presentation is proprietary.

© 2012 Capgemini. All rights reserved.

Rightshore® is a trademark belonging to Capgemini.

www.capgemini.com

About Capgemini

With around 120,000 people in 40 countries, Capgemini is one of

the world's foremost providers of consulting, technology and

outsourcing services. The Group reported 2011 global revenues

of EUR 9.7 billion.

Together with its clients, Capgemini creates and delivers

business and technology solutions that fit their needs and drive

the results they want. A deeply multicultural organization,

Capgemini has developed its own way of working, the

Collaborative Business Experience™, and draws on Rightshore®,

its worldwide delivery model.

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Agile at The Open Group Conference

Technology

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