10 June 2009 www Agile EA com and

10 June 2009 www. Agile. EA. com and Process. Agile. EA. com 1

Agile Enterprise Architecture: A step change is required Charles Edwards Version: 1. 02 Date: 10 June 2009 www. Agile. EA. com and Process. Agile. EA. com 2

Background • So who’s this Charles guy? 10 June 2009 www. Agile. EA. com and Process. Agile. EA. com 3

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! 10 June 2009 www. Agile. EA. com and Process. Agile. EA. com 4

What is “Agile EA” (Open source EA) 10 June 2009 www. Agile. EA. com and Process. Agile. EA. com 5

Agile. EA - Why? • Where did the idea come from? – Did a TOGAF 8. 1 course in 2006 and loved the content – Left feeling TOGAF needed more (v 9 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 components 10 June 2009 www. Agile. EA. com and Process. Agile. EA. com 6

Agile. EA - 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) 10 June 2009 www. Agile. EA. com and Process. Agile. EA. com 7

Agile. EA - What? • Agile. EA 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 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 8

Agile. EA - Where? • Use in one of three scenarios: 1. In a Saa. S 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 10 June 2009 www. Agile. EA. com and Process. Agile. EA. com 9

Agile. EA – 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 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 10

Agile. EA – 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 – Pragmatic. EA. 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 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 11

What are these Step Changes? 10 June 2009 www. Agile. EA. com and Process. Agile. EA. com 12

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 10 June 2009 www. Agile. EA. com and Process. Agile. EA. com 13

Agility & Adaptive-ness • Traditional EA approach Takes too long to deliver value – – – • Long (months and years), Structured (framework, serial) Very rigid (project plans), Excellent Speed. Cannot adapt to change (because of above points) Able to direction Business become impatient and terminate efforts. change quickly. Slow. Unstable under quick New EA approach To benefit from “duality” direction change. – 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. 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 14

Pragmatism & Urgency http: //www. pragmaticea. com/frameworks. htm 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 15

Structure & Rigour • Model of the structure 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 16

Structure – Multi Views & Viewpoints • Agile. EA is split into 2 groups of Architecture Views – Enterprise Architecture View and – Software Project Architecture View Project Architectu re Views Enterprise Architectu re Views 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 17

Integration – ideas & tools UML, Archimate Workflow & Change Control Risk Actionable Enterprise Architecture – not just Diagrams Architecture Business Intelligence 3/18/2018 and Models of Architecture, but Workflow, Risk, Change control & Governance of Architecture, with Architecture Business Intelligence. Backed by databases of related text. www. Agile. EA. com and Process. Agile. EA. com 18

Openness • Collaboration & Sharing of ideas openly • Scaffold - to implement new concepts & ideas within • Neutrality - without – Intellectual Property and – Financial issues 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 19

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 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 20

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. 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 21

Practical Experiences Strengths & Weaknesses of EA 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 22

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 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 23

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 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 24

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 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 25

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 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 26

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 Cx. O level not buried within IT. – Senior business execs should share the Risks and implications of their decisions 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 27

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. 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 28

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 coversion 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 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 29

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. ) 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 30

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 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 31

Wrap up 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 32

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. 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 33

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" 3/18/2018 www. Agile. EA. com and Process. Agile. EA. com 34