Agile enterprise
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Agile enterprise



Short presentation of the Agile Enterprise through the open source "Agile Banking project".

Short presentation of the Agile Enterprise through the open source "Agile Banking project".



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    Agile enterprise Agile enterprise Presentation Transcript

    • Based on a presentation given to “19th Banking Forum 2014” Athens, Feb 12 - 13, 2014 Nikos Karamolegos
    • While the presentation addresses the Enterprises, in general, the examples are from the Banking domain. 2
    • The Business landscape 1. High failure rate of Strategy execution (> 70%) 2. The majority of Information Systems, evolved from older ones, are inflexible complex systems (high risk and cost) 3. “Business – IT” are not alignment 4. Any change in systems increases disproportionately the operational risk 5. Many big enterprises are approaching their level of unmanageability 6. Highly competitive market, with high-tech companies to penetrate all domains 7. The digital products and services dominate the market 8. Technology affects all societies, sciences, markets and businesses 9. Enterprises have to adapt to new and unknown business models. 3 We have entered the era of “Accelerating changes” leading to “Increasing Uncertainty”, “Rapid obsolescence” and “Continuous reshuffling” where survival is a competitive advantage.
    • Agility We must drive, faster and faster, on an unknown road, on a mountain, in a storm with thick fog. To survive we must be AGILE. 4 Agility is the capability to react efficiently to surprises 1. Detail plans 2. Detail design 3. Advance Commitment XThe “Agile Enterprise” is something totally different from what we have now!
    • Theory and Practice • Agility is, possibly, the most valuable capability in order to survive in the fast changing environment. • Theory and patterns: We continue to study the “Toyota way”. There is no sound theory and tested approach. Only steps toward this direction. • Practice: • There are already many tools and methods to support the implementation of the “Agile Enterprise”. • Transforming an established and conservative organization to Agile Enterprise is a very challenging project, since it has to change culture, before anything else. • The transformation should be a long running project, that needs strong commitment. 5
    • Agility Principles 1. Innovative culture 2. Systems Thinking 3. Apply Lean and Agile Methods 4. Separation of Concerns and Loose coupling 5. Decide as late as possible 6. Implement very fast, the most critical part 7. Continues adaptation (OODA Loop) 6 Observe Orient Decide Act Current IT Contribution
    • Tech Strategy Formulation Strategy Implementation Operation Feedback (BSC,KPIs) Agile Enterprise Adaptation Loop 7 Market Decide as late as possible Change even the business model Implement as soon as possible Continuous, low cost operation
    • Adaptability layers 8 Processes Rules Domain Entities Changes Rare Frequent Person, Address, Currency, … Debit=Credit, Withdraw if Balance>Debit… Open new Customer, Approve Loan… The speed of Processes implementation is a key factor to the agility of the Enterprise.
    • Customers Contracts Products GeneralLedgerLoans GeneralLedger Financials Sales • Performance • Information Management • Availability • Scalability • Continuity • Low Cost • Infrastructure • Elementary Services Agile System Layers 9 Business need cross-cutting, horizontal, processes, not isolated uncoordinated access to silos.
    • Customers Contracts Products GeneralLedger Composition/Business Rules Business Services Loans GeneralLedger Financials Sales Composition Layer Multi-Channel Automated Processes Agents’ Network B 2 B Transfers Policies Brokerage/Transformation/Routing • Performance • Information Management • Availability • Scalability • Continuity • Low Cost • Infrastructure • Elementary Services •Business alignment •Fast Products and Services Deployment •Reporting-Monitoring, BI •Omni-channel User experience Agile System Layers Abstract Enterprise System (Changes in one part do not affect the other) 10 BusinessDrivenTechnologyDriven It hides the silos and present a unified and integrated system.
    • Core Assets Agile Banking Model 11 WEB Banking Workflows B2B, AgentsBranch Network ServiceFactoryServiceDelivery Complementary Systems Local System Business Services Governance Composition/Decomposition & Business Rules Integration Brokerage (Proxy) Services Data Models Channels Business Models Implement a model connecting things
    • Agility implementation Requirements 1. Manageable complexity 2. Limitless scalability 3. Low cost for development and operation 4. 24/7 operation 5. Vendor independent implementation 6. Connect things to create new capabilities Implementation 1. Abstraction, components, documentation 2. WEB architecture, Asynch Processing, Stateless, Decoupling 3. Hybrid Cloud, Lean & Agile Methods, Open Source 4. OSGi, Asynch Processing, Compensation 5. Standard technologies (OO, SOA, HTTP, MQ, JSON, REST, SAML, ORM, BPMN, …) 6. Web Services, Repository, BPEL, BPMN, Business Rules, … 12 Be open minded and innovative
    • Scalability & Elasticity 13 Raised Issues • Referential Integrity • Transaction Processing • Federated Security FunctionalDecomposition Scale out - clones Michael T. Fisher & Martin L. Abbott
    • The “Agile Banking” 14 Implements a model of an Agile Enterprise Information System
    • The scope of the Project • The “Agile Banking” project is primarily educational, intending to: 1. facilitate the common understanding, on Enterprise Systems, between Business and Technical people and the establishment of an ubiquitous language. 2. suggest a road map and raise issues towards the Enterprise Agile System. 3. setup a working environment for the development and operation of the suggested system, giving the chance to participants to touch a range of technologies and methods. 4. allow participants understand that the Enterprise Systems are beyond the capabilities of a single person and only with a well organized team we can deliver in this area. 5. allow participants realize the strategic value of the Enterprise Architecture. 6. Finally, the participants should actively contribute in the evolution of their Enterprise. 15
    • Facilities ServiceComposition Domain EntitiesAPI Rep Component Diagram As exposed from the system itself (without colors) Instant of using an ESB, we develop the required functionality, for educational purposes. Clients Business Processes IAM,SSO, RBAC
    • Asynchronous Processing Engine 17 TP-SQLDB NoSQL JSON Proof Accruals Clearing General Ledger Audit Asynchronous Processors BusReal Time Publishers Subscribers Store& Foreword Publisher
    • API Management • API is the Window and Shopping Catalog for modern Enterprises. • REST API, based on HTTP request/response standard • API is self documented, constantly current. • API is published as a complete repository, on demand, and as Hypermedia Links in each HTTP response. • API allows devices, partners and channels easy link with the system. • It allows the system and the users to change without break compatibility. • API is protected for unauthorized use.
    • execute REST API demo • • • 19 Bilingual data (local & International) Responses are three parts, implementing the Hypermedia as Engine model (HATEOAS).
    • 20
    • Self Documented (for the developer) 21 Schema OnlineRepositoryofElementaryServices AvailableDynamicMethods
    • Self Documented 22 Parties: Persons (Customers, Prospect, Employees, Shareholders, ….) Legal Entities (Customers, Prospects, Partners, …) Each component exposes its Relations Diagram.
    • Services/Data Models Orchestration/Rules Integration Domains Persistence Channel Portal Choreography Clients Platform RCP, HTML, HTML5, Javascript, Ajax, PHP … Liferay EE Portal Bonita/Activity/Stardust, jBPM, Drools WSO2, Mule/Taled/Intalio, XML, XSD, Grails, JSON WSO2, Mule/Taled/Intalio, Grails, RabbitMQ Grails, Rails, Java, Scala, Spring Framework MySQL, PostgreSQL , ORACLE, DB2, SQL Server Grails, Hibernate, Alfresco, MongoDB/CouchDB Linux, Windows, Spring, JBOSS, Tomcat, CAS, Maven, WebSphere, hybrid Cloud Development & Production Tools Standards BPMN, Web Services, BPMN REST, WSDL, RSS, XSD, XML DDD, XSD XML SQL, JSON, NoSQL Frameworks, Tools & DSL HTML, HTML5, XML, JSON Bonita/Activiti/Stardust, jBPM, Drools Kerberos, LDAP, jasig CAS The blue ones are used in the Working Demo
    • Conclusions 1. Agility is a “must have” trait, to survive in the era of the increasing uncertainty. 2. The Agile Enterprise should be able to change business model, not only products, policies, channels etc. 3. Agility demands Enterprise Architecture and innovative corporate culture. 4. An Agile Enterprise should be founded on an Agile Enterprise Information System. 5. We cannot build an Agile System in a non-Agile Enterprise. 25
    • Contact 26 Subscribe hear Nikos Karamolegos