My presentation for Open Group London #ogLON enterprise-architecture conference, October 2013
Classic enterprise-architectures seem to focus mainly on IT and replicable IT-based processes. By contrast, many business-contexts such as healthcare, recruitment, education, customer-service and retail, all need to emphasise 'mass-uniqueness' - individual difference or uniqueness at scale. This slidedeck explores some of the themes and techniques that can be used to develop enterprise-architectures with appropriate balance between 'same' and 'different'.
7. Why enterprise-architecture?
ā¦which implies further questions:
ā¢Things ā what things? and who decides?
ā¢Work ā āworkā in what sense? what work?
ā¢Better ā ābetterā for what? or who? who decides?
ā¢Together ā what kind of ātogetherā? how? why?
ā¢On purpose ā who chooses the purpose? for what?
One place to look for clues is in the enterpriseās
balance between same and differentā¦
8. Into practiceā¦
(Each āInto practiceā¦ā section
provides a brief moment to explore
implications of the preceding ideas.
Use the text on the slide to guide
a quick review of related design-themes
in your business-context.)
32. Into practiceā¦
In what ways do your systems
depend on sameness?
What would happen
if the sameness wasnāt there
to depend on?
What happens with anything
that wonāt fit those expectations?
34. What name in your system?
Typical UK-style name-structure for database:
ā¢Title (mandatory: select from picklist)
ā¢Forename (mandatory: 30 characters max)
ā¢Middle-name (optional: 30 characters max)
ā¢Surname (mandatory: 30 characters max)
ā¢Suffix (optional: select from picklist)
Easy, right? ā well, letās take a real exampleā¦
35. What name in your system?
UK-style name:
ā¢Mr Pablo Diego Ruiz
38. Driverās licence, please?
Real simple, right?
The same for
everyone, surely?
Hensel twinsā driver-licences >>
Hmmā¦ maybe
not so simple
after all?
39. Driverās licence, please?
In the car: Two drivers behind
the wheel, each legally liable
On the flight: One ticket, one seat,
two passengers, two passports
40. What keeps executives awake at
night?
And hereās a real case
from my own consultancy-work
in enterprise-architectureā¦
41. Executive #1: PR
disasters
Government department
(in social-work sector)
Real (if unofficial) business metric:
Number of days
between bad headlines
in the newspaper
42. Executive #1: PR
disasters
Real newspaper headline:
Department fails again!
Ten life-critical incidents
in just one suburb
still not resolved
in 2Ā½ months!
45. Into practiceā¦
What exceptions are there
that could break
your current systems?
How do you find out about them
before they break your systems?
What workarounds would you need
to keep your systems going?
55. no matter how far down we go,
there will always be uniquenessā¦
ā¦and every one of those
apparent āsamenessesā we found
is also different from every otherā¦
- uniqueness in the samenessā¦
56. Into practiceā¦
How much at present do you design
against uniqueness?
If uniqueness is a fact of nature,
is trying to design against it
even a viable option?
Should you design for uniqueness?
If so, how?
68. Into practiceā¦
How much mass-uniqueness
exists in your business-context?
How much do you already design
for that uniqueness?
How do you support
the required uniqueness at scale?
70. Perspectives and journeys
Service-delivery is a journey of interactions
where āinside-outā (the organisationās perspective)
touches āoutside-inā (the customerās / supplierās perspective)
72. Stakeholders in the enterprise
A stakeholder
is anyone
who can wield
a sharp-pointed
stake
in your directionā¦
CC-BY-NC-SA evilpeacock via Flickr
(Hint: there are a lot
more of them than you
might at first thinkā¦)
73. The role of narrative
Narrative and story
help us to identify
the exceptions
and uniquenessesā¦
74. The usual EA view
Process
Technology
People
CC-BY-SA xdxd_vs_xdxd via Flickr
76. Into practiceā¦
What changes
as you shift the perspective
from inside-out to outside-in?
What do the narratives tell you
about uniqueness in your business?
What do you need to change
to make best use of this?
79. āWe have a rule for everything!ā
CC-BY bobaliciouslondon via Flickr
80. Hmmā¦ letās do a quick SCAN of thisā¦
CC-BY bobaliciouslondon via Flickr
81. Take control! Impose order!
āInsanity
is doing
the same thing
and expecting
different resultsā
(Albert Einstein)
ORDER
(IT-type rules do work here)
82. Order and unorder
āInsanity
is doing
the same thing
and expecting
different resultsā
(Albert Einstein)
āInsanity
is doing
the same thing
and expecting
the same resultsā
(not Albert Einstein)
ORDER
UNORDER
(IT-type rules do work here)
(IT-type rules donāt work here)
83. Same and different
A quest for certainty:
analysis, algorithms,
identicality, efficiency,
business-rule engines,
executable models,
Six Sigma...
An acceptance of
uncertainty:
experiment, patterns,
probabilities, ādesignthinkingā, unstructured
process...
SAMENESS
UNIQUENESS
(IT-systems do work
well here)
(IT-systems donāt work
well here)
84. Theory and practice
THEORY
What we plan to do, in the expected conditions
What we actually do, in the actual conditions
PRACTICE
87. Why we need peopleā¦
What is always going to be
uncertain or unique?
What will always be āmessyā?
(āMessyā ā politics, management, wickedproblems, āshouldā vs āisā, etc.)
Wherever these occur,
weāre going to need human skillā¦
88. Machines and people
order
unorder
(rules do work here)
(rules donāt work here)
fail-safe
safe-fail
(high-certainty)
(low-certainty)
analysis
experiment
(knowable result)
(unknowable result)
Waterfall
Agile
(ācontrolledā change)
(iterative change)
MACHINES
PEOPLE
90. Into practiceā¦
Trying to apply rules to everything,
or to automate everything,
will cause your system to fail.
How do you identify the right balance
between sameness and difference?
How will you avoid inefficiency,
or failure-demand?
92. Find the right fit!
Taylorist-type models
tend to assume that everything
is a machine to ācontrolāā¦
people will often
relate to machines
as if theyāre other peopleā¦
94. Right and wrongā¦
order
unorder
(rules do work here)
(rules donāt work here)
CC-BY-SA MysteryBee via Flickr
MACHINES
as MACHINES
CC-BY-SA izzard via Flickr
MACHINES
as PEOPLE
95. How we really thinkā¦
CC-BY Brett Jordan via Flickr
96. Mapping the context-space
Use context-maps such as SCAN
to identify
what may or must change
what is or is not certain
how these vary over time
and what to do with each
97. A surgical exampleā¦
before
patient identity
patient
condition
theatre
booking
equipment
plan
verify identity
surgery plan
surgical-staff
availability
consumables
NOW!
action-records
certain
family
behaviour
pre-op
complications
change of
emergency
theatre-availability
action
uncertain
98. A surgical exampleā¦
before
patient identity
theatre
booking
equipment
plan
we need to be certain
about all of these
verify identity
consumables
NOW!
action-records
certain
uncertain
100. A surgical exampleā¦
before
we donāt expect
these to happen,
but we need
contingency-plans
and guiding-principles
for all of them
family
behaviour
pre-op
complications
emergency
action
NOW!
certain
uncertain
101. Into practiceā¦
How would you map the right fit
for each type of context?
How would you ensure you donāt
treat people as machines
or machines as people?
How will you manage
the inherent uncertainties?
104. Architectures and governance
We need architectures
that express that balance
between sameness and uniqueness,
and other trade-offs across the spaceā¦
ā¦and governance
to guide relative-positioning
and changes over time
between backbone and edge
106. Into practiceā¦
What do you need, to balance
sameness and difference
certainty and uncertainty
across your whole business-context?
What architectures
do you need for this?
What governance do you need
to manage their changes over time?
107. Same and different
Some key take-aways, I hope?
ā¢Many industries depend on mass-uniqueness
ā¢Sameness and efficiency are important, but
over-focus on sameness can fail, lethally
ā¢Uniqueness is inherent and unavoidable
ā¢Need ājust enough samenessā to support scale
ā¢Work with uniqueness, not against it
109. Further information:
Contact:
Tom Graves
Company:
Tetradian Consulting
Email:
tom@tetradian.com
Twitter:
@tetradian ( http://twitter.com/tetradian )
Weblog:
http://weblog.tetradian.com
Slidedecks:
http://www.slideshare.net/tetradian
Publications:
http://tetradianbooks.com
Books:
ā¢ The enterprise as story: the role of narrative in enterprisearchitecture (2012)
ā¢ Mapping the enterprise: modelling the enterprise as services with
the Enterprise Canvas (2010)
ā¢ Everyday enterprise-architecture: sensemaking, strategy, structures
and solutions (2010)
ā¢ Doing enterprise-architecture: process and practice in the real
enterprise (2009)
Image-credits: Slides 64-67 courtesy of 3D Systems:
http://www.bespokeinnovations.com/
Other photo-images via Flickr or Wikimedia, as shown on each slide