Agile Enterprise Architecture: A step change is required
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10 June 2009 1www.AgileEA.com and
Process.AgileEA.com
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Agile Enterprise Architecture:A step change is required
Charles EdwardsVersion: 1.02
Date: 10 June 2009
10 June 2009 2www.AgileEA.com and Process.AgileEA.com
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Background
• So who’s this
Charles guy?
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Today’s Objectives
• Something for all audience types:– For Enterprise Architects
• Quick understanding of “Agile EA”• Look at what these Step Changes are?
– For C*Os
• Discuss Enterprise Technical Debt• The implications of Architectural decisions
– For Industry and Enterprise• Practical experiences - Strengths & Weakness of EA• Let’s get some Urgency and Openness into it all!
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What is “Agile EA”
(Open source EA)
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AgileEA - Why?
• Where did the idea come from?– Did a TOGAF 8.1 course in 2006 and loved the content– Left feeling TOGAF needed more (v9 is much better now)– In general however issues in EA are:
• Structure – missing “easy” Operational Process• Modernisation – missing Agile, Adaptive, Services• Integrated tools – not only about visual modelling • Pragmatism & Urgency – embed EA, add value quick• Examples – What does “good” EA look like?• Openness – freely available to all at no cost• Extendibility – allow for an easier selection of
techniques and plug-in components10 June 2009 www.AgileEA.com and Process.AgileEA.com 6
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AgileEA - How?• Delivered as a
– Human readable static Website. Not an executable business process tool.
– Developed using a free open source tool called Eclipse Process Framework (EPF).
– It follows a rigorous
process meta-model
(SPEM)
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AgileEA - What?• AgileEA is a blend of
– Agile & Adaptive ideas - taken from software development– Enterprise Architecture ideas from multiple sources– Operational Process for EA's to follow - help introduce and build EA– Build Maturity– to run EA while also maturing EA in an organization
• Crawl• Walk• Run
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AgileEA - Where?
1. In a SaaS form – usable directly off the internet
2. As-is / out the box – Download, deploy and use locally
3. Tailor it to suit your Co’s processes & terminology Download, tailor and deploy locally
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• Use in one of three scenarios:
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AgileEA – When?• Started in Dec 2006, now 2½ years old.• Part time work-in-progress• New iterative release every 3 or < months• Still in Beta – 2009.0.039 aiming for late 2009.1.000
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AgileEA – Whom?
• Loose collaboration with many peers– At work taking actual day-2-day experiences– Previous work peers and experience– Industry collaboration, in particular
• Guy Tozer – Doriq.com• Kevin Lee Smith – PragmaticEA.com • Tom Graves – Tetradian.com • Roger Sessions – Simple Iterative Partitions (SIP)• Nigel Green – VPEC-T
– ±200 registered international users on the site– Newly formed Linkedin.com forum has ±85 users
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What are theseStep Changes?
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Step Changes?To get to the next level Enterprise Architecture needs:• Agility and Adaptive-ness – speed and time• Pragmatism & Urgency – Ease of starting & quick results• Structure & Rigour – What does a “good” EA look like?• Integrated – concepts & support Tools• Openness – Bringing all the puzzle pieces together• Cultural – People & awareness make the change happen• Architectural implications – Enterprise Technical Debt
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Agility & Adaptive-ness • Traditional EA approach Takes too long to deliver value
– Long (months and years), – Structured (framework, serial) – Very rigid (project plans), – Cannot adapt to change (because of above points)– Business become impatient and terminate efforts.
• New EA approach To benefit from “duality”– Fix Causes - using a Rigid Structure – Yin– React to Symptoms - The ability to change direction quickly – Yang
• Build a Structure to accommodate change while in full flow– Allow Engine to rev faster and go quicker– Yet stable enough to regularly change direction and win.
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Slow. Unstable under quick direction change.
Excellent Speed. Able to direction change quickly.
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Pragmatism & Urgency
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http://www.pragmaticea.com/frameworks.htm
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• Model of the structure
Structure & Rigour
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• AgileEA is split into 2 groups of Architecture Views– Enterprise Architecture View and – Software Project Architecture View
Structure – Multi Views & Viewpoints
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Enterprise Architecture Views
Project Architecture Views
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Integration – ideas & tools
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Actionable Enterprise Architecture – not just Diagrams and Models of Architecture, but Workflow, Risk, Change control & Governance of Architecture, with Architecture Business Intelligence.Backed by databases of related text.
UML, Archimate
Risk
Workflow & Change Control
Architecture Business Intelligence
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Openness• Collaboration & Sharing of ideas openly• Scaffold - to implement new concepts & ideas within• Neutrality - without
– Intellectual Property and – Financial issues
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Cultural & Human • People love the status quo = comfort zone• People’s reluctance to change is legendary• Simply defining new processes won’t make people change• So why define an Operational Process then?• However –
– Examples always help– Tangible - what “good looks like” helps people relate– Re-use – we must stop re-inventing the wheel– Good cross-ref to EA Frameworks– Good cross-ref to EA Tools– Gets the discussion going
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Architectural implications• Do Business people understand the implications
of Architectural decisions?• The concept of Enterprise Technical Debt
• Enterprise “Karma”
Karma = “causality through a system where beneficial effects are derived from past beneficial actions and harmful effects from past harmful actions, creating a system of actions and reactions”
• Notion of gathering Interest on unpaid off Debt & ever mounting loan amounts.
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Practical Experiences
Strengths & Weaknesses of EA
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Manage - Iterative planning
• Poor – no acceptance except in software development circles of “iterative” (SCRUM)
• Iterative - Very weak where I’ve worked… • Difficult to get interest and enthusiasm• Software “techies” get it – rest do not• Minimal architecture interest in Feedback loops• Too busy fighting fires daily than preventing them up front• Manage Risk by defining mitigating actions
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Manage - Governance
• Good – lots of industry marketing • Using MS Sharepoint Lists / Wiki’s to keep lists of:
– Architectural Decision lists– Architectural Waivers & Dispensation lists– Architecture Work Triage lists– Architecture Principles & Policy lists– Architecture Standards lists– Etc …
• Not a lot of EA Tool support for the above items
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Manage - People
• Reasonable – general industry understanding• Tools & processes?
– Architect Work Demand lists– Architect Resource planning lists– Ensure roles well defined and hired to fit– Training lists
• Too much pressure to fire fight – symptoms• Not enough invested in proactive causes
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Manage - Risk
• Reasonable – medium industry marketing• Some get it, some do not.• Business users seem far more aware of this than IT• Using MS Sharepoint Lists / Wiki’s to keep lists of:
– Architectural Risk lists (prioritised)– Risk taxonomies and categorisation lists– Architectural Action and Mitigation lists feeds planning
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Manage - Communications
• Reasonable – medium industry marketing• In Business some get EA, many do not.• Still way too much emphasis on EA in IT only - e.g.
– Do an IT Strategy – Then fail to sell it to the Business– Problems when projects have to adhere to the IT strategy
• Strategic Ownership and Decision making should be at CxO level not buried within IT.– Senior business execs should share the Risks and
implications of their decisions
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Foundation - Process & Tools
• Poor – EA industry marketing is primarily concerned with Modelling & frameworks
• Process: is improving (Togaf 9 now in EPF)• Tools: an awareness of integrated enactment tools is now
emerging• When will we have a suite of modules to run EA like we have
a suite of ERP modules to run the business?• An integration of
– Visual Modelling – Actionable enactment and control of Architecture– Shared information portals, etc– Hooks into BPM tools, CMDB tools, Project management, etc.
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Foundation - Configuration Mngt
• Poor – industry marketing appears unaware• Leave it up to other tools• Not well understood in general
– Most think CM applies to code only– Most think CM only covers version control– Confusion about Change Control & Configuration management– Automated Release management– CM in ITIL is different to CM for software development
• We need CM for Architecture– To be able to baseline the Enterprise Architecture – in monthly or quarterly increments– Use this to generate Architecture KPI’s
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Foundation - Change Control
• Reasonable – medium industry marketing• Disarray in Architecture from my experience• Multiple tools – lack consistency
– From Help desks, excel, to ticketing systems, to Visual models, to BPM to MS Sharepoint lists and Wiki’s
• Multiple processes– Various lifecycles require various State transitions– Software delivery change control– EA Visual Models change control– Project change control– Strategy change control (governance, plans, etc.)
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Architecture
• Business Architecture Discipline– Poor but Improving (VPECT-T, SIP, many more...)– Business are taking their own initiative
• Info Systems Architecture Discipline– Reasonable in general– Applications & Data better but only Operationally focused
not Support focussed– Weak around Services
• Infrastructure Tech Architecture Discipline– Better– Often not well modelled however
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Wrap up
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Conclusion
• For the Enterprise - step changes are:– Get Agile - Iterative & Adaptive continuously improving– Get Pragmatic & Urgent – To get results quick & easy– Cultural – People really make the change happen– Communicate – Share the Architectural challenges & risks
• For the EA Industry:– Openness – Common framework for all puzzle pieces– Tool Integration – support Process concepts with Tools– Structure & Rigour – Show what a “good” EA looks like?– Educate Business in Architectural understanding –
Enterprise Technical Debt Implications of decisions.
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Thought for the day• Lean value of Kaizen (literally means "change good"). • For Toyota the immediacy of Kaizen is summed up as:
"We must be noticeably better than last year...and it's a crisis"
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