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Agile at The Open Group Conference

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Mats Gejnevall, …

Mats Gejnevall,
Enterprise Architect, Capgemini

Published in: Technology, Business

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  • 1. in collaboration withAgile TOGAFMats Gejnevall, Enterprise Architect
  • 2. 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). Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 2
  • 3. 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 Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 3
  • 4. The agility chain Agile EA Agile Agile project Agile process architecture development Enterprise Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 4
  • 5. 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 Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 5
  • 6. The next step in the agility chain Agile project Agile development Enterprise Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 6
  • 7. Does agile project development make us agile?Source: The Essence of Agile: Henrik Kniberg Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 7
  • 8. Another step in the agility chain Agile Agile project Agile architecture development Enterprise Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 8
  • 9. Agility areas of the architectureAgile architecture is more than anagile IT architecture But you do not need have the same agility in all parts of your organisation Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 9
  • 10. 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 Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 10
  • 11. The final step of the agility chain Agile EA Agile Agile project Agile process architecture development Enterprise Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 11
  • 12. Can agile project development methodsbe used for EA? SCRUM  √ Pair programming  Refactoring  √ Lean  √ Kanban  √ Test Driven Development  √ √ Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 12
  • 13. Agile EA Agile Agile project Agile process architecture development EnterpriseAgile TOGAF ApproachesSubset Reuse Enough Standard Just in time Reuse granularity solutions Slice/SpikeParallel Iterative Top down – Meta-model Parallel Iterations Bottom up driven Hypothesis driven These approaches are derived from agile methods and best practices Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 13
  • 14. Subset Enough Just in time Granularity Slice  Define what part of  Do ABCDEF on  One team working your scope is most high level and top-down (BCD) urgent (e.g. highest then prioritize and on a slice business value) then iterate back  Create Reusable  Do BCDEF with pattern high value area  One or more and then re-iterate teams working to next top-down (BCDEF) remaining parts High value fast Implementation can Risk mitigation start early Sub optimization Not relevant Many slices needed architectures ready for implementation Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 14
  • 15. Reuse Standard Just in time Solutions Reuse internal or external Reuse architecture from reference models standard solution and focus on competitive areas Alignment with standards Reuse of best practice architecture Not finding competitive areas Enough architecture to steer solution Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 15
  • 16. Parallel Top Down Hypothesis Bottom Up Parallel Driven  Define a vision  Define a vision  Define a  One team working  Parallel teams hypothesis top-down (BCD) working on phase  Parallel teams  One team working BCD on different working on phase bottom-up (DCB) parts BCD  Merge when they  Merge when they  Merge when they meet meet in E meet in E Use different Use different Fast delivery competencies competencies Re-work during Re-work during Wrong hypothesis merge merge Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 16
  • 17. Agile EA Agile Agile project Agile process architecture development EnterpriseIterationsManage change as it appears Only produce what is needed Focus on meta-model instead ofFrequent iterations causes late delivery customer needs Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 17
  • 18. The full agility chain Agile EA Agile Agile project Agile process architecture development Enterprise Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 18
  • 19. 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 Enterprise EA Process Dev process Architecture Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 19
  • 20. Detailed slides on Agile EA process
  • 21. 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 Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 21
  • 22. Enough granularity Do ABCDEF on high level and then prioritize and then iterate back Not relevant architectures ready for Implementation can start early implementation Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 22
  • 23. Spike/Slice Define a vision One team working top- down (BCD) on a slice One team working top- down (BCDEF) remaining parts Risk mitigation Many slices needed Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 23
  • 24. Re use Re use internal or external reference models Alignment with standards Not finding competitive areas Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 24
  • 25. Standard solutions Re use architecture from standard solution and focus on competitive areas Re use of best practice architecture Enough architecture to steer solution Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 25
  • 26. Top down – Bottom up Define a vision One team working top- down (BCDE) One team working bottom- up (EDCB) Merge when they meet Use different competencies Re-work during merge Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 26
  • 27. Parallel Define a vision Parallel teams working on phase B, C & D Merge when they meet in E and correct Use different competencies Re-work during merge Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 27
  • 28. Hypothesis driven Define a hypothesis Parallel teams working on phase B, C & D Merge when they meet in E and correct Fast delivery Wrong hypothesis Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 28
  • 29. Iterations Frequent iterations causes late Manage change as it appears delivery Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 29
  • 30. Pilot project Define a vision One team working top- down (BCDE) One team doing a pilot Merge when they meet Risk minimization Expensive Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 30
  • 31. Meta – model approach Focus on meta-model instead of Only produce what is needed customer needs Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 31
  • 32. Contact information Mats Gejnevall Enterprise Architect mats.gejnevall@capgemini.com Presentation Title | Date in collaboration with Copyright © Capgemini 2012. All Rights Reserved 32
  • 33. About CapgeminiWith around 120,000 people in 40 countries, Capgemini is one ofthe worlds foremost providers of consulting, technology andoutsourcing services. The Group reported 2011 global revenuesof EUR 9.7 billion.Together with its clients, Capgemini creates and deliversbusiness and technology solutions that fit their needs and drivethe results they want. A deeply multicultural organization,Capgemini has developed its own way of working, theCollaborative Business Experience™, and draws on Rightshore®,its worldwide delivery model. www.capgemini.com The information contained in this presentation is proprietary. © 2012 Capgemini. All rights reserved. Rightshore® is a trademark belonging to Capgemini.

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