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Scott W. Ambler
Disciplined Agile Fellow
scott [at] scottambler.com
@scottwambler
Agile Enterprise Architecture:
Disciplin...
Scott W. Ambler
•  Pioneered Agile Modeling and Agile Database
techniques in the early 2000s
•  Co-creator of the Discipli...
© Disciplined Agile Consortium 3
Four Important Questions
What is enterprise architecture?
What challenges do you face with enterprise
architecture?
How do...
What is Enterprise
Architecture?
© Disciplined Agile Consortium 5
Potential Enterprise Architecture Activities
© Disciplined Agile Consortium 6
Business-Oriented Activities
•  Enable long ...
Overcoming
Challenges
with Enterprise
Architecture© Disciplined Agile Consortium 7
Potential Challenges Faced by Enterprise Architects
© Disciplined Agile Consortium 8
Business-Oriented Challenges
•  Busin...
Potential Failure Point: Misaligned Perspectives
© Disciplined Agile Consortium 9
High-level,
hands off
Detailed,
hands-on...
Potential Failure Point: Misaligned Governance
© Disciplined Agile Consortium 10
Rigorous
Laissez-faire
Little flexibility...
Potential Failure Point: Misaligned Strategy
© Disciplined Agile Consortium 11
Long term
Short term
Teams disconnect from ...
Potential Failure Point: Misaligned Transformations
© Disciplined Agile Consortium 12
Quick
Slow
Constant churn
Constantly...
Disciplined	Agile	and	
Architecture
Architecture Owner
•  Guides the creation and evolution of the solution’s
architecture
•  Mentors and coaches team members...
Some “Radical” Architecture and Design Ideas
© Disciplined Agile Consortium 15
Defer
commitment
Light weight
modeling
Redu...
Disciplined Agile and Continuous Architecture
© Disciplined Agile Consortium 16
Initial Architecture
Envisioning
Stakehold...
Disciplined Agile and Continuous Design
© Disciplined Agile Consortium 17
Stakeholder
Vision
Test-Driven
Development (TDD)...
Disciplined	Agile	
and	Enterprise	
Architecture
© Disciplined Agile Consortium 19
Principles for Performing Enterprise Architecture
Agilely
1.  Evolutionary collaboration over blueprinting
2.  Communicati...
Collaboration Strategies for Enterprise Architects
•  Work closely with stakeholders
•  Be an active member of a delivery ...
Agile EA: High-Level Process
© Disciplined Agile Consortium 22
Enterprise IT Team Example:
The Architecture Ownership (AO) Team
© Disciplined Agile Consortium 23
•  Responsible for
deve...
Principles for Capturing Enterprise Architecture In
An Agile Manner?
•  Organizations are complex systems
•  Complex syste...
© Disciplined Agile Consortium
25
© Disciplined Agile Consortium 26
© Disciplined Agile Consortium 27
© Disciplined Agile Consortium 28
Top 7 Enterprise Architecture Success Factors
1.  Active involvement of business leaders
2.  Active involvement of IT lead...
Top 7 Enterprise Architecture Failure Factors
1.  Insufficient time provided
2.  Project teams didn't take advantage of th...
The Prime Directive
for Enterprise Architecture Success
Deliver real and visible value
to your organization
in the short, ...
Thank You!
scott[at] scottambler.com
@scottwambler
AgileModeling.com
AgileData.org
Ambysoft.com
DisciplinedAgileConsortium...
Disciplined Agile Delivery
(DAD) is a process decision
framework
The key characteristics of DAD:
–  People-first
–  Goal-d...
Shuhari and Disciplined Agile Certification
At the shu stage you are beginning to
learn the techniques and philosophies of...
Would You Like This Presented
to Your Organization?
Contact us at ScottAmbler.com
© Disciplined Agile Consortium 35
Scott Ambler + Associates is the thought leader behind the Disciplined
Agile Delivery (DAD) framework and its application....
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Agile enterprise architecture

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Enterprise architecture (EA) can potentially promote a common business vision within your organization, provide guidance to improve both business and IT decision making, and improve IT efficiencies. Unfortunately many EA teams struggle to provide these benefits, often because they are perceived as ivory tower or being too difficult to work with.

The adoption of disciplined agile and lean strategies that are based on collaboration, enablement, and streamlining the flow of work are the keys to EA success. Disciplined strategies that produce light-weight, yet still sufficient, artifacts are the key to your success. This presentation explores both the success factors and failure factors surrounding EA, pragmatic strategies for a lean/agile approach to EA, and how EA is supported and enhanced by the Disciplined Agile framework. This isn’t your grandfather’s EA strategy.

Published in: Software

Agile enterprise architecture

  1. 1. Scott W. Ambler Disciplined Agile Fellow scott [at] scottambler.com @scottwambler Agile Enterprise Architecture: Disciplined and Pragmatic Strategies
  2. 2. Scott W. Ambler •  Pioneered Agile Modeling and Agile Database techniques in the early 2000s •  Co-creator of the Disciplined Agile Delivery (DAD) framework •  Executive Transformation Coach •  scott [at] scottambler.com •  @scottwambler © Disciplined Agile Consortium Helps IT departments around the world become awesome 2
  3. 3. © Disciplined Agile Consortium 3
  4. 4. Four Important Questions What is enterprise architecture? What challenges do you face with enterprise architecture? How does Disciplined Agile address architecture? How does Disciplined Agile address enterprise architecture? © Disciplined Agile Consortium 4
  5. 5. What is Enterprise Architecture? © Disciplined Agile Consortium 5
  6. 6. Potential Enterprise Architecture Activities © Disciplined Agile Consortium 6 Business-Oriented Activities •  Enable long term planning at the portfolio level •  Enable business agility •  Describe the current and future state of the business •  Align business and IT •  Guide the organization on a transformation journey IT-Oriented Activities •  Describe the current and future state of technology •  Support IT procurement •  Control IT complexity through management of IT as an asset Development-Oriented Activities •  Coach development teams in architecture activities •  Govern architecture activities of development teams •  Provide guidance to development teams
  7. 7. Overcoming Challenges with Enterprise Architecture© Disciplined Agile Consortium 7
  8. 8. Potential Challenges Faced by Enterprise Architects © Disciplined Agile Consortium 8 Business-Oriented Challenges •  Business complexity •  Business stakeholders who don’t understand how they utilize IT assets •  Business stakeholders who are unwilling to work with IT IT-Oriented Challenges •  Technology changes •  Legacy systems and data sources on disparate platforms •  Operations staff who don’t understand the dependencies between systems Development Team Oriented Challenges •  The Not Invented Here (NIH) syndrome •  Immature software engineering •  Development teams that don’t understand which systems their solutions (should) interact with •  Developers who don’t understand which frameworks to work with or guidelines to follow
  9. 9. Potential Failure Point: Misaligned Perspectives © Disciplined Agile Consortium 9 High-level, hands off Detailed, hands-on “Ivory tower” advice “Lost in the weeds” What view point does the EA team take? Solution: Enterprise architects must have a broad understanding of the business and technology while still retaining a grasp of the details “on the ground”.
  10. 10. Potential Failure Point: Misaligned Governance © Disciplined Agile Consortium 10 Rigorous Laissez-faire Little flexibility or adaptability Little commonality or reuse How strict is the enforcement of rules? Solution: Enterprise architects must provide coherent, flexible guidance and be prepared to coach and even lead teams in its application.
  11. 11. Potential Failure Point: Misaligned Strategy © Disciplined Agile Consortium 11 Long term Short term Teams disconnect from the vision Organization lurches from crisis to crisis What is the time horizon of strategic plans? Solution: Enterprise architects must develop and communicate a long term vision while providing short term value to their stakeholders.
  12. 12. Potential Failure Point: Misaligned Transformations © Disciplined Agile Consortium 12 Quick Slow Constant churn Constantly growing backlog of work What is the speed of change of business models, processes, and IT systems? Solution: Enterprise architects must find a sustainable pace of change that is just at the “edge of chaos”.
  13. 13. Disciplined Agile and Architecture
  14. 14. Architecture Owner •  Guides the creation and evolution of the solution’s architecture •  Mentors and coaches team members in architecture practices and issues •  Understands the architectural direction and standards of your organization and ensures that the team adheres to them •  Ensures the system will be easy to support by encouraging appropriate design and refactoring •  Ensures that the system is integrated and tested frequently •  Has the final decision regarding technical decisions, but doesn’t dictate them •  Leads the initial architecture envisioning effort •  Works closely with enterprise architecture team (if one exists) •  Responsible for technical risk mitigation 14 © Disciplined Agile Consortium
  15. 15. Some “Radical” Architecture and Design Ideas © Disciplined Agile Consortium 15 Defer commitment Light weight modeling Reduce the feedback cycle Model high level ideas Specify details as tests Multiple views Prove it with code Keep it simple
  16. 16. Disciplined Agile and Continuous Architecture © Disciplined Agile Consortium 16 Initial Architecture Envisioning Stakeholder Vision Architecture Owner facilitates architecture sessions Spikes Architecture Handbook Analysis of incoming requests from production Look-ahead modeling Prove architecture early with working code Spikes Transition
  17. 17. Disciplined Agile and Continuous Design © Disciplined Agile Consortium 17 Stakeholder Vision Test-Driven Development (TDD) Spikes Consider design issues for incoming requests from production Look-ahead modeling Spikes Look-ahead modeling Explore design during iteration planning Mob programming Transition
  18. 18. Disciplined Agile and Enterprise Architecture
  19. 19. © Disciplined Agile Consortium 19
  20. 20. Principles for Performing Enterprise Architecture Agilely 1.  Evolutionary collaboration over blueprinting 2.  Communication over perfection 3.  Active stakeholder participation 4.  Enterprise architects are active participants on development teams 5.  Enablement over inspection 6.  High-level models 7.  Capture details with working code 8.  Lean guidance and rules, not bureaucratic procedures 9.  Have a dedicated team of experienced, enterprise architects © Disciplined Agile Consortium 20
  21. 21. Collaboration Strategies for Enterprise Architects •  Work closely with stakeholders •  Be an active member of a delivery team •  Enterprise 2.0 strategies •  Support delivery teams via a Kanban approach •  Provide working examples of candidate architectures •  Provide high-level models •  Provide detailed models •  Provide white papers © Disciplined Agile Consortium 21 Most Effective Least Effective
  22. 22. Agile EA: High-Level Process © Disciplined Agile Consortium 22
  23. 23. Enterprise IT Team Example: The Architecture Ownership (AO) Team © Disciplined Agile Consortium 23 •  Responsible for developing the architecture/technology roadmap for your organization •  Delivery teams will determine who the architecture owner (AO) is, and that person becomes part of the AO team •  The AO team meets regularly to evolve the roadmap based on the hands-on learnings from the AOs •  Often called the enterprise architecture team
  24. 24. Principles for Capturing Enterprise Architecture In An Agile Manner? •  Organizations are complex systems •  Complex systems cannot be managed at a fine grained level, but only at a meta level (management by rules) •  Documentation for complex systems should be coarse (high level) •  Describe how things work in principle •  Predictions should be fuzzy and described as ranged probabilities •  It is more important to strengthen a system’s resiliency than it is to document •  Accept some disorder and ambiguity •  Working examples are more valuable than documents © Disciplined Agile Consortium 24
  25. 25. © Disciplined Agile Consortium 25
  26. 26. © Disciplined Agile Consortium 26
  27. 27. © Disciplined Agile Consortium 27
  28. 28. © Disciplined Agile Consortium 28
  29. 29. Top 7 Enterprise Architecture Success Factors 1.  Active involvement of business leaders 2.  Active involvement of IT leaders 3.  Enterprise architects are active participants on project teams 4.  Enterprise architects are trusted advisors of the business 5.  Flexible enterprise architects 6.  Having a business case for EA efforts 7.  Continuous improvement/evolution of EA artifacts © Disciplined Agile Consortium 29 Source: Dr. Dobb’s January 2010 State of the IT Union Survey
  30. 30. Top 7 Enterprise Architecture Failure Factors 1.  Insufficient time provided 2.  Project teams didn't take advantage of the EA 3.  Too difficult to measure benefits 4.  Enterprise architects perceived as "ivory tower“ 5.  Development teams couldn't wait for enterprise architects 6.  No perceived benefit of EA program 7.  No executive endorsement © Disciplined Agile Consortium 30 Source: Dr. Dobb’s January 2010 State of the IT Union Survey
  31. 31. The Prime Directive for Enterprise Architecture Success Deliver real and visible value to your organization in the short, medium, and long term © Disciplined Agile Consortium 31
  32. 32. Thank You! scott[at] scottambler.com @scottwambler AgileModeling.com AgileData.org Ambysoft.com DisciplinedAgileConsortium.org DisciplinedAgileDelivery.com ScottAmbler.com Disciplined Agile Delivery © Disciplined Agile Consortium 32
  33. 33. Disciplined Agile Delivery (DAD) is a process decision framework The key characteristics of DAD: –  People-first –  Goal-driven –  Hybrid agile –  Learning-oriented –  Full delivery lifecycle –  Solution focused –  Risk-value lifecycle –  Enterprise aware © Disciplined Agile Consortium 33
  34. 34. Shuhari and Disciplined Agile Certification At the shu stage you are beginning to learn the techniques and philosophies of disciplined agile development. Your goal is to build a strong foundation from which to build upon. At the ha stage you reflect upon and question why disciplined agile strategies work, seeking to understand the range of strategies available to you and when they are best applied. At the ri stage you seek to extend and improve upon disciplined agile techniques, sharing your learnings with others. © Disciplined Agile Consortium 34
  35. 35. Would You Like This Presented to Your Organization? Contact us at ScottAmbler.com © Disciplined Agile Consortium 35
  36. 36. Scott Ambler + Associates is the thought leader behind the Disciplined Agile Delivery (DAD) framework and its application. We are a boutique IT management consulting firm that advises organizations to be more effective applying disciplined agile and lean processes within the context of your business. Our website is ScottAmbler.com We can help © Disciplined Agile Consortium 36

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