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Rebecca parsons   agile east
 

Rebecca parsons agile east

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    Rebecca parsons   agile east Rebecca parsons agile east Presentation Transcript

    • Agile and Enterprise Architecture Are Not Mutually Exclusive - A Patterns Approach Rebecca Parsons http:/ /www.thoughtworks.comPatterns context is the big E enterprise. Additional context as wego along
    • Past SurveyArchitecture conference workshop -- AKA lions den
    • Well-Defined? > 90% I was impressed and surprisedTheir role in their organizationI thought lack of success resulted from unclear expectations
    • Succeeding? < 5% Very sadGuess not. Other issues, like the organizational set up, contributeto this result. And some of the behaviors I’ll describe.
    • Agile will not succeed without addressing legitimate concerns of EAsHypothesis.BTW, I don’t shoot architects on sight and I am not anti-architecture
    • define the termsNote I am not discussing “succeed” here
    • Agile will not succeed without addressing legitimate concerns of EAsPrinciples of agile: rapid feedback, visibility into progress,adaptable, frequent peer review, focus on the value/cost equation.Also, not just about development but building an organizationthat operates to these principles.
    • Agile will not succeed without addressing legitimate concerns of EAsThey do exist. Summary -- responsible for the value of thebusiness asset (software and dev capability) that delivers the valueto the business. It isn’t the software but the value delivered thatmatters.
    • Agile will not succeed without addressing legitimate concerns of EAsMany definitions. Focus here on enterprise, data, integration andtechnical aspects of arch rather than app arch.
    • How, what, and whyThree aspects of how EAs can do their work within the context ofa dev e!ort following agile principles. For each: problemstatement, some observed behavior and a “pattern” for productivebehaviors. How to work, what to deliver and why we’re deliveringwhat?
    • How to get work done?How do I do my job? How do I know they’re “doing what they’retold”? How do I tell them what to do. How do I tell them what I amworried about?
    • SeagullGeneral o"ce folks swoop in from on high, no concern for what’salready there, make a big mess, and leave. Folks clean up themess and pay no more attention to the contribution.
    • Pair on critical storiesGasp! Write code? Read code? Yes.Org problems and ego problems and possibly skills issue. Butyes.
    • Think delusionally(A over B means B still has to be good -- I don’t have thatconstraint.0% success is e!ective. Lack of innovation not related to stiflinginitiative.
    • AlignmentEngage with the individuals. Devs and archs are both humanbeings. Really. Shared understanding.
    • Pattern 1: Member of the TeamBe vested in success. Have context. Share concerns. Articulaterisks. Articulate short and long terms costs of choices.Org issue -- we’re outnumbered? Virtual arch group
    • What to deliver?What are the artifacts? How do I communicate what I want andneed? How do we define success?
    • Documents from on highRemember the seagull? Still, this is the SOP for most architecturegroups: standards documents. Written out of context. Oftenignored.Can be consequence of being outnumbered as well.
    • Technical StoriesWith articulated business value, risks, etc. Allows forprioritization and understanding of e!ort.
    • Acceptance testsCriteria most important, automation where possible. What doesmaintainable really mean? How do we know we’re done? Arch getsto sign o! on story!
    • Enterprise Re- Use FrameworkScary but true. Arch’s view of what the reusable components are,how to use them and what the teams’ need (not always with inputfrom the teams). Yes Arch has enterprise context. Descriptive vsprescriptive
    • Harvested ComponentsWhen you see actual re-use, harvest it. Don’t speculate aboutwhat it will look like. See it and exploit it. And communicate it.Virtual team again. Guessing right most of the time is hard.
    • End-point Integration TestsDocuments assumptions and allow for parallel e!ort. Invaluablefor integration projects (and most enterprise projects are suchanimals).
    • Pattern 2: Communication in Project ContextFit the needs of the architect into the way the team actually worksand consistent with principles. Don’t speculate. Don’t be vague.Project is the driver so their work patterns matter most. So usethem to achieve your objectives.
    • How to decide?Why do we do what work when?
    • Us and themThey’ll never understand (for some value of they) so we’ll need tomake them do as we say or we’ll just ignore them and do what wewant. I need a bigger stick. AKA ignore the problem. Result - thewrong things get done.
    • Stakeholder NegotiationDuring prioritization, explain why the arch stories are important inbusiness terms. Understand time scales and relative value. If youconsistently fail, perhaps the initiative needs rethinking? Maybe?
    • All or nothingWe can’t start until we have everything worked out. Data model,reuse framework, etc.That means we’ll never actually start. Does it really have to be thewhole OPS manual?
    • Informed risk takingLast responsible moment. Plan what needs to be planned.Prioritize for risk as well as value, but explain it.Business has the right to take risks - we must explain risk but it istheir call. Doesn’t always work out well, but still...
    • Pattern 3: Project Decisions in Enterprise ContextProjects are focused on delivery in the short term. EA must alsolook out for longer term. Must balance but someone must havethe big picture. Project teams are narrowly focused.
    • Recap of patterns
    • Pattern 1: Member of the TeamArchitects are people. Devs are people. Get work done bycollaborating as an equal on the team. Dictates don’t work well.Figure out how to get leverage to overcome the numbersimbalance. Virtual team.
    • Pattern 2: Communication in Project ContextDeliver artifacts consistent with the work patterns. Use theartifacts to increase e!ectiveness. E!ectively re-use (opshandover for example).
    • Pattern 3: Project Decisions in Enterprise ContextBalance time frames. Understand and accept risk responsibly.Informed decisions. Give the business their levers. It’s theirbusiness.
    • Necessary but not sufficientAnd yes, it can still go horribly wrong. Requires change in roles,in organizational relationships, in sta"ng, and in relationshipbuilding. It really is people over process.
    • Questions?http://www.thoughtworks/com http://rebeccaparsons.com