Transform to the power of digital
Agile Enterprise Architecture in
Government Business Transformations
Open Group Conferen...
Today’s agenda
▶ Introduction
▶ Key challenges in government transformation
▶ Our point of view on Agile Enterprise Archit...
About Capgemini
 With more than 120,000 people in 40 countries, Capgemini is one of the world's foremost providers of con...
Executive summary
Copyright © 2013 Capgemini Australia. All rights reserved.
4
 Key challenges to successful government t...
Today’s agenda
▶ Introduction
▶ Key challenges in government transformation
▶ Our point of view on Agile Enterprise Archit...
Challenges in government transformation are not dissimilar to challenges in the private
sector with the added complexity o...
Consumerisation of technology is changing the needs and expectations of citizens
Copyright © 2013 Capgemini Australia. All...
This shift in expectations and needs has significant implications for the way we deliver
Enterprise Architecture in govern...
Today’s agenda
▶ Introduction
▶ Key challenges in government transformation
▶ Our point of view on Agile Enterprise Archit...
Agile EA is the application of agile software engineering techniques to Enterprise
Architecture delivery
Copyright © 2013 ...
In order to embrace Agile EA, governments must combine top-down strategic architecture
with bottom-up capability architect...
Transformation study: Multi-tenanted government shared services provider operating in a
highly complex ICT environment
Cop...
Agile Enterprise Architecture delivery was applied to certain capabilities where it could
generate tangible transformation...
Today’s agenda
▶ Introduction
▶ Key challenges in government transformation
▶ Our point of view on Agile Enterprise Archit...
The following principles can be applied to deliver Enterprise Architecture in an agile
manner
Copyright © 2013 Capgemini A...
Agile EA is no silver bullet and should only be applied to government transformation
projects with the right characteristi...
Transform the power of digital
Questions?
Anders Jensen-Waud
Managing Consultant & Enterprise Architect
Business & Technol...
Capgemini is a global “full service” business transformation provider
Capgemini Overview
Group Workforce: 125,110+
Benelux...
4.9%
40.4%
39.8%
14.9%
Revenue by business Revenue by industry
 Operating margin : €787 million
 Operating profit : €601...
Capgemini Australia & New Zealand
Capgemini Australia
Capgemini Australia has:
• Broad customer base in
chosen industry
se...
Transform the power of digital
Copyright © 2013 Capgemini Australia. All rights reserved.
21
The information contained her...
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Agile Enterprise Architecture in Government Business Transformations (Capgemini Open Group Sydney 2013)

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Agile Enterprise Architecture in Government Business Transformations

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Agile Enterprise Architecture in Government Business Transformations (Capgemini Open Group Sydney 2013)

  1. 1. Transform to the power of digital Agile Enterprise Architecture in Government Business Transformations Open Group Conference Sydney – April 16 2013 Anders Jensen-Waud Capgemini Australia CLIENT LOGO
  2. 2. Today’s agenda ▶ Introduction ▶ Key challenges in government transformation ▶ Our point of view on Agile Enterprise Architecture ▶ Recommendations for agile government transformation
  3. 3. About Capgemini  With more than 120,000 people in 40 countries, Capgemini is one of the world's foremost providers of consulting, technology, and outsourcing services. The Group reported 2012 global revenues of EUR 10.3 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.  About Anders – Managing Consultant and Architect in Capgemini since 2011. – Background in systems engineering in aerospace and defence. – Wide experience as a consulting enterprise architect within government, defence, energy, and utilities. – Delivered a variety of architecture & transformation engagements in Australian and Danish government organisations. – Certified TOGAF v9 Architect. – Published author in a number of international, peer-reviewed journals and books. Copyright © 2013 Capgemini Australia. All rights reserved. 3
  4. 4. Executive summary Copyright © 2013 Capgemini Australia. All rights reserved. 4  Key challenges to successful government transformation are scope change, ICT for the sake of ICT, and a limited focus on delivering better policy outcomes.  Citizens expect immediate access to government services via any channel and any device.  Taxpayers expect immediate return on investment.  Shift in focus from monolithic big-bang implementations to iterative systems improvements.  Service orchestrations over systems replacements.  Agile EA is the application of agile software engineering techniques to enterprise architecture delivery.  Key components include partitioning, architecture sprints, close customer collaboration, and global integration. INSIGHTTHEME Key challenges to government transformation The expectations and needs of citizens are changing Impact on government Enterprise Architecture delivery Agile Enterprise Architecture  In order to embrace Agile EA, governments must combine top-down strategic architecture with bottom-up capability architectures.  Result: Top-down governance in combination with bottom-up responsiveness. Top-down & bottom-up delivery
  5. 5. Today’s agenda ▶ Introduction ▶ Key challenges in government transformation ▶ Our point of view on Agile Enterprise Architecture ▶ Recommendations for agile government transformation
  6. 6. Challenges in government transformation are not dissimilar to challenges in the private sector with the added complexity of political pressure Copyright © 2013 Capgemini Australia. All rights reserved. 6 Challenges Scope change  Transformation scope can be difficult to define and changes over time.  Requirements are sometimes fluid and difficult to baseline.  Political and budget pressures in some cases cause scope creep. Too many stakeholders  Too many stakeholders sometimes implies too many political motivations and aspirations.  Policymakers may overestimate the benefits of consolidation and rationalisation. ICT for the sake of ICT  In some cases, technologists and not business owners drive change initiatives.  ICT is sometimes expected to deliver better outcomes on its own.  Products are selected before business requirements definition. Limited focus on outcomes  Technology trends and software vendors sometimes drive transformation requirements.  In the worst case, the needs of citizens are underestimated. Headline
  7. 7. Consumerisation of technology is changing the needs and expectations of citizens Copyright © 2013 Capgemini Australia. All rights reserved. 7 ANY CHANNEL & ANY DEVICE CONTINUOUS SERVICE IMPROVEMENTS CITIZENS EXPECT INVESTMENT BACK INTO THE COMMUNITY  The consumerisation of ICT drives the need for interacting with citizens through many channels, technologies, and devices in real-time.  Shift in device trends from personal computers to smartphones, tablets, and cloud based solutions.  Government data is made publicly available and is leveraged in new innovative ways. Citizens expect public data to be freely available at no charge.  Taxpayers expect immediate value for money.  Citizens expect tangible benefits as opposed to large-scale bureaucratic restructuring.  Governments want to achieve measurable benefits before the next election.  Policy priorities and budget costs increase the need for ongoing cost-benefit analyses.  Typical private sector levers such as outsourcing or offshoring are generally not available in government.  Governments have the opportunity to move jobs into regional areas as a way of reducing costs due to the lower cost of living outside of metropolitan areas.  Some government departments are required to move jobs into regional areas as part of regional development programmes.
  8. 8. This shift in expectations and needs has significant implications for the way we deliver Enterprise Architecture in government Copyright © 2013 Capgemini Australia. All rights reserved. 8 HETEROGENOUS SYSTEMS LANDSCAPES OVER MONOLITHIC ARCHITECTURES  Governments face a mixed technology landscape of in-house ICT, public/private cloud, Software-as-a-Service, and Platform-as-a-Service.  Many devices across many channels require an interconnected landscape of application services. GRADUAL CHANGES OVER BIG-BANG IMPLEMENTATIONS  Increased focus on agile software methodologies in order to deliver incremental changes in a rapid manner.  Enterprise Architecture initiatives typically focus on gradual modernisation of existing systems.  Emphasis on encapsulation and reuse of existing systems and applications using service-oriented architecture (SOA) and message-oriented middleware (MOM). SERVICE ORCHESTRATION  Enterprise Architecture must increase focus on reuse, composition, and orchestration of cloud offerings and services in response to changing business processes.  As an effect, systems must be open, accessible, and easy to reuse in new orchestrations.  Closed, proprietary solutions become less feasible and relevant.  However, governments often face strict data privacy laws when considering cloud service providers and shared data stores.
  9. 9. Today’s agenda ▶ Introduction ▶ Key challenges in government transformation ▶ Our point of view on Agile Enterprise Architecture ▶ Recommendations for agile government transformation
  10. 10. Agile EA is the application of agile software engineering techniques to Enterprise Architecture delivery Copyright © 2013 Capgemini Australia. All rights reserved. 10 Key aspects Partitioning  Partition the architecture domains into sizable segments and capabilities.  This enables multiple agile teams to iterate and work on the architecture in parallel as required. Architecture sprints  Plan and enforce quick architecture iterations as agile sprints.  Conduct cross-architectural alignment checkpoints back – ensure every workstream is aligned. Close customer collaboration  Adopt a customer-facing approach to problem solving, prototyping, and resolution.  Close customer collaboration is required in order to tackle problems and deliver changes in an agile manner. Global integration  All agile work streams must integrate to the overarching strategic architecture, which binds the segment and capability architectures together.  The strategic architecture is the top-down assurance mechanism for strategic alignment & consistency across the board. 10 Details Agile should never be an excuse for relaxing quality principles or ignoring line-of-sight traceability
  11. 11. In order to embrace Agile EA, governments must combine top-down strategic architecture with bottom-up capability architectures Copyright © 2013 Capgemini Australia. All rights reserved. 11  Capability Architectures are delivered by self-organising, agile teams.  This enables the provision of local flexibility and adaption with adherence to end- to-end strategic architecture priorities.  Notice the importance of learning and ongoing feedback to the strategic level.  Strategic & Segment Architectures provide the overall control and governance structure for architected agile execution.  Global strategies, objectives, and goals are actively readjusted based on capability architecture feedback. Strategic Architecture Segment ArchitectureSegment Architecture Capability Architecture Capability Architecture Capability Architecture Capability Architecture
  12. 12. Transformation study: Multi-tenanted government shared services provider operating in a highly complex ICT environment Copyright © 2013 Capgemini Australia. All rights reserved. 12 KEY CHALLENGESTRANSFORMATION SCOPE  The organisation is a government multi-tenanted shared services provider of ICT and processing services to a cluster of government agencies.  Manages a highly complex and fragmented ICT environment for a cluster of super-agencies.  Capgemini was engaged to deliver a clear enterprise transformation roadmap for the post-merger government agency. Managing fluid requirements Many different stakeholders Need to demonstrate quick wins from large scale programme Differing political motivations Enterprise Architecture was delivered in an agile manner due to fluid requirements and the need for continuous stakeholder involvement.
  13. 13. Agile Enterprise Architecture delivery was applied to certain capabilities where it could generate tangible transformational benefits Copyright © 2013 Capgemini Australia. All rights reserved. 13 Strategic Architecture Target Operating Model Transformation Business Case 09 10 11 1209 10 11 12 Reference Architecture Capability Architectures Identity Mgt & Security Networks & VoIP Service MgtData Centre & Infrastructure Platforms & Applications = Agile Execution = Waterfall Execution Feedback – Adaption – Alignment Start small and then identify what needs to change in your organisation. Strategy – Control – Alignment
  14. 14. Today’s agenda ▶ Introduction ▶ Key challenges in government transformation ▶ Our point of view on Agile Enterprise Architecture ▶ Recommendations for agile government transformation
  15. 15. The following principles can be applied to deliver Enterprise Architecture in an agile manner Copyright © 2013 Capgemini Australia. All rights reserved. 15  Workable designs are more important than complete requirements since they will change over time.  Design architectures as simple as possible in order to increase delivery speed.  Accept and plan for the fact that architecture requirements will change.  Build frequent alignment sessions into the project plan in order to quickly capture and respond to changing requirements.  Discourage excessive architecture documentation.  Produce only the architecture views which deliver stakeholder value and better policy outcomes.  Keep architecture relevant and up-to-date in an agile manner (value-driven).  Remember that capturing the details of every single transition state might not be necessary (end-state-centric). INSIGHTTO Workable architecture designs Allow for changing requirements “Just enough architecture” Flexibility & adaption  Always focus on delivering the transformation work, which delivers the highest policy value to stakeholders in the shortest time possible.  Identify and realise quick wins for every architecture sprint. Deliver policy value fast Fully validated architecture requirements Changing requirements require change requests Comprehensive detailed views Top-down control & rigour Predict and sell long- term value FROM  Reuse solution architectures from standard solutions and best practices.  Focus architecture delivery on policy areas with high uncertainty, high risk, high complexity, or of high political value. Reuse architecture from standard solutions Solution architecture depth
  16. 16. Agile EA is no silver bullet and should only be applied to government transformation projects with the right characteristics and needs Copyright © 2013 Capgemini Australia. All rights reserved. 16 AGILE VS WATERFALL FEASIBILITY MATRIX StakeholderPriorities ResponsivenessControl&RiskMgt FluidWell-defined Problem Space Agile Execution Waterfall Execution Future Operating Model Identity Mgt & Security Platforms & Apps Government Strategy Reference Architecture Networks & VoIP Data Centre & Infrastructure Service Mgt Business Case INSIGHT  Agile EA is primarily feasible for engagements with fluid requirements and a stakeholder need for responsiveness and resilience.  Agile EA fits unknown territory well. If the solution domain is well understood and has well-defined best practices, then perhaps Agile EA is not required.  Prioritise your architecture partitions so that Agile EA is applied to the work streams where it delivers the highest possible value.  Consider the costs: agile practices can be more stakeholder-intensive in the run.  Agility requires continuous stakeholder involvement. The higher the stakeholder maturity, the better results. Conversely, if your stakeholders do not agree to the premises of agile delivery, then Agile EA may not be the right tool.
  17. 17. Transform the power of digital Questions? Anders Jensen-Waud Managing Consultant & Enterprise Architect Business & Technology Consulting Level 7, 77 King St, Sydney Australia 2000 NSW Phone: +61 478 320 664 E-Mail: anders.jensen-waud@capgemini.com http://www.linkedin.com/in/aojensen
  18. 18. Capgemini is a global “full service” business transformation provider Capgemini Overview Group Workforce: 125,110+ Benelux: 10,391 Italy: 2,381 Asia Pacific: 43,370 Morocco: 431 Canada United States Mexico Brazil Argentina Europe Morocco Australia People’s Republic of China India Chile Guatemala Russia Singapore Hong Kong North America: 9,505 UK & Ireland: 8,977 France: 21,307 Iberia & Latin America: 14,118 Nordic’s: 4,538 Central Europe: 8,962 “It is the quality of our people, and their capacity to deliver fitting solutions, with you and for you, that drive real business results.” Offshore workforce: 50,425+ Consulting Services Technology Services Outsourcing Services Industry Domain 4Businesses 125,110 Team members in 44 countries at December 31, 2012 CONSULTING SERVICES (CAPGEMINI CONSULTING) TECHNOLOGY SERVICES LOCAL PROFESSIONAL SERVICES (SOGETI) OUTSOURCING Revenues 10,264million euros (2012) NET RESULT 370million euros (2012) Across 44 countries, 100 languages
  19. 19. 4.9% 40.4% 39.8% 14.9% Revenue by business Revenue by industry  Operating margin : €787 million  Operating profit : €601 million  Profit for the year attributable to shareholders : €370 million  Net cash and cash equivalents : €872 million A strong Group (2012 full year) Outsourcing Services Local Professional Services Consulting Services Technology Services Revenue 2012: €10,264 million Cap Gemini S.A.” is a member of the CAC40, listed in Paris ISIN code: FR0000125338 Note: Our brand name is “Capgemini” but the name of our share on the stock exchange is “Cap Gemini S.A.” Energy, Utilities & Chemicals Financial Services Other Public Sector Telecom, Media & Entertainment Customer products, retail, distribution & transportation Manufacturing 11.3% 19.8% 4.7% 23.2% 9.1% 17.8% 14.1%
  20. 20. Capgemini Australia & New Zealand Capgemini Australia Capgemini Australia has: • Broad customer base in chosen industry segments • 1,800 consultants servicing Australia and New Zealand clients What we offer Who and Where we are Our Clients Business and Technology Consulting Oracle Practice Business Information Management Testing Services Application Lifecycle Services Infrastructure Services Business Process Outsourcing SAP Practice Industry Packages & Integration Australia Offices • Sydney, Melbourne, Canberra, Brisbane, Adelaide Who our clients are NZ Offices • Wellington, AucklandConsulting Services Technology Services Outsourcing Services Industry Domain We offer integrated services with expertise ranging from strategy development to IT systems maintenance We deliver better business outcomes to our clients through the smarter use of technology
  21. 21. Transform the power of digital Copyright © 2013 Capgemini Australia. All rights reserved. 21 The information contained herein is the proprietary and confidential information of Capgemini Australia Pty Ltd, (“Capgemini”). This presentation must not be reproduced (in whole or in part) by any means or transmitted without the prior written permission of Capgemini. This information is not to be taken to be or relied upon as an offer capable of acceptance by any person or as creating any form of contractual (including a process contract), quasi contractual, restitutionary or promissory estoppel rights, or rights based on similar legal or equitable grounds, whether implied or otherwise. This presentation has been prepared solely for information purposes, and is not an offer to buy or sell or a solicitation of an offer to buy or sell any products or services. All information and opinions expressed herein are current as of the date of preparation and are subject to change without notice. Capgemini makes no representations or warranties in relation to the accuracy or completeness of any information or data provided in the presentation. The term "Capgemini" appearing elsewhere in this presentation may refer to Capgemini Australia Pty Ltd, or to one or more of the subsidiaries or affiliates of Cap Gemini SA.
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