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Architectural Thinking:
the Sucess Factor of Scaled Agile
Dr. Wolfgang Goebl
November 2018
1
About us
• Non Profit Association
• “Förderung des architekturellen Denkens in Unternehmen”
• Truly open Architectural Thinking Framework®
• architectural-thinking.com/participate
2
About us – current Status
3
Basic Assumption of my Presentation
4
vs.? And!
Design by a Genius Team Design
see [Westerman15]
“The more participation in design, the better. This is surely not
universally true.
Most great works of the human mind have been made by one mind, or
two working closely. This is true of most of the great engineering feats
of the 19th and early 20th centuries.
But now, team design has become the modern standard, for good
reasons. The danger is the loss of conceptual integrity in the product, a
very grave loss indeed. So the challenge is how to achieve conceptual
integrity while doing team design, and at the same time to achieve the
very real benefits of collaboration.”
[Brooks10]
5
Basic Assumption of my Presentation
1. The Problem
6
The Problem
7
Dark Waters of Legacy IT
Disruptor Company
Agile! Agile!
Agile!
Innovation!
?
Architecture
?
2. Attempts that verifiably do not work*
8
* in Isolation
Separated Disciplines
9
”It is all about Leadership”
“Cloud is the only remedy”
“Its all about
Innovation” “Be Agile”
“Microservices to the Rescue!”
A sole Discipline as Connector
10
Vision/Strategy
Management
Design
Thinking
Business
Analysis
Business
Process
Management
IT Operations
Project
Management
Programm
Management
EAM
(Agile-)Solution
Development
Business Units
Bloated EAM Frameworks
11
Archimate®
Zachmann
TOGAF®
[Carr18] [Kostic 16]
Ivory Tower Architects
Software/System Architecture only
Microservices as universal Remedy
https://de.slideshare.net/ITARENA/microservices-redundancy-maintainability-eberhard-wolff-technology-stream
Tiny modules
to the rescue
Redundant
Data makes
Agile scale!
The Cloud as universal Remedy
15
Hardcore Agility
16
17
Autonomous Teams without a Plan
18
Time-to-market Thinking only
19
Focus on Culture/Leadership only
ChainsofLegacy
Company
Be agile!
Lead agile!
Run like
Hell!
20
Design Thinking
Let’s have Fun!
... and create
yet another
unrealizable
point
solution!
Nexus™
21scrum.org/resources/nexus-guide
22
Nexus™
Pros Cons
Extremely lean (12 pages) No real guidance
Architecture not mentioned
Large Scale Scrum™ (LeSS)
https://less.works/
23
Large Scale Scrum (LeSS) - Quotes
https://less.works/less/technical-excellence/architecture-design.html
24
• What to model:
• low-fidelity UI modeling
• algorithm modeling with UML activity diagrams,
• object-oriented software design modeling
• database modeling likewise.
“The real software architecture evolves as people do programming.”
“Think ‘gardening’ over ‘architecting’—Create a culture of living, growing design”
25
Large Scale Scrum (LeSS)
Pros Cons
Evolutionary Approach No Inception Phase
Team creates
Architecture
No ‘Architecture
Owner’ – Integrity??
Tekkie Architecture
only
Focus on Solution only
Enterprise Awareness?
Scaled Agile Framework® (SAFe®)
https://www.scaledagileframework.com/
26
27
Scaled Agile Framework® (SAFe®)
EA’s Responsibility:
90% Tekkie
https://www.scaledagileframework.com/enterprise-architect/
28
Pros Cons
Nexus to BizArch
(Value Stream)
No other BizArch Artefacts
(Information, Capabilities)
Explicit Architecture Roles - No Inception Phase
- Ignores Wisdom of EA&BA
- 90% Tekkie Architecture
Enterprise Awareness Hard to understand
Expensive Trainings needed.
Too heavyweight?
Scaled Agile Framework® (SAFe®)
Disciplined Agile Delivery (DaD)
disciplinedagiledelivery.com/
29
30
Disciplined Agile Delivery (DaD)
disciplinedagiledelivery.com/
Inception Phase:
• foundation from which the project can be successful in a lightweight manner
• Enterprise awareness
• Vision, scope, connection with Biz-& EA of the company
• Enterprise as another customer
31
Pros Cons
Understands Biz&IT
Architecture in depth
Not as widespread as SAFe®
‘Architecture Owner’ role
Evolves evolutionary from
team
Inception Phase
Enterprise Awareness
Easy to understand
Disciplined Agile Delivery (DaD)
3. What might work
32
A new, more holistic Manifesto
33
34
YES
A new, more holistic Manifesto
Sustainable solutions over working software
35
A new, more holistic Manifesto
36
Considering all stakeholders over customer only
A new, more holistic Manifesto
Incl. Enterprise as a whole
37
Malleable plans over strict plans & anarchy
Business (Architecture) over IT (Architecture)
38
A new, more holistic Manifesto
New
39
Vision/Strategy
Management
Design
Thinking
Business
Analysis
Business Process
Management
IT Operations
Project
Management
Programm
Management
(Agile-)Solution
Development
Business Units
Architectural Thinking as a Mindset
40
• Overlapping responsibilities between departments
• Unclear data- and process ownership
• Acting in departmental silos
• Weak links between departments
• Short term thinking
• Bad (IT-) funding decisions
• Ordering the wrong IT solutions
Business aspects/decisions are the reason of IT Chaos
Focus on Business Architecture
Focus on Business Architecture
• Model of the Business Architecture drives IT Architecture
• Capabilities
• Processes/Value Streams
• Business Information
• Applications
41
[BAGuild16]
Simple Model everybody agrees upon
42
Ear
Leg
Tooth
Trunk
Eye
Connect everything to Model
43
Ear
Leg
Tooth
Trunk
Eye
Require
ment
Budget Solution
Vision
Strategy
Project
Code
Architectural Thinking Framework®
Metamodel
(Draft)
Gover
nance
Connect Solution Stories and Biz Arch
44
CapabilityMap(ExampleBank)
45
SolutionLevel
StoryMapBoard
EnterpriseLevel
CapabilityMap
Connect Solution Stories and Biz Arch
46
Connect Solution Stories and EntArch
Modularize by Business Information
47
Manage technical Debt proactively
48
Dark Waters of Legacy IT
“Agility does not mean to maximize speed.
It means maneuverability, i.e. finding the right speed
to make the right deflection.”
49
Find right speed, modernize System
Culture to transform the System
• The “System” (business & IT structures) make a company Agile
• Agile culture
• alone does not transform a company
• is important but not a means by itself
50
+ Culture
+ (Reengineering-) Methods
----------------------------------
= Transformation
Strict Governance & autonomous Teams
51
Add Architectural to Design Thinking
52
Design Thinking Workshops are cool! But….
*) Architecture Maps and Architecture Owner must be in the room
*)
Architectural Thinking Framework®
53
https://architectural-thinking.com/architectural-thinking-overview/
4. Conclusion
54
Conclusion: How to scale Agile
• Disciplines working together using the same Enterprise Model
• Strong focus on Business Architecture
• Integration of Scaled Agile- & Lightweight Architecture Framework
• Centralized governance AND autonomous teams
• Cultural Change AND (engineering) methods
• Collaboration between Enterprise- and Solution Architecture
55
Recommended Reading
[Ambler10]: S. Ambler: ‘Disciplined Agile Delivery’
[BAGuild16]: Business Architecture Guild, “A Guide to the Business Architecture Body of
Knowledge®” (BIZBOK® Guide, v6.5), http://www.businessarchitectureguild.org/
[Brooks10]: F. Brooks: ‘The Design of Design: Essays from a Computer Scientist’
[Carr18]: D. Carr 'State of Enterprise Architecture Survey: Results and Findings'
https://eapj.org/wp-content/uploads/2018/05/EAPJ-Special-Edition-State-of-EA-Survey.pdf
[Eckstein18]: J. Eckstein: ‘Company-wide Agility’
[Kostic 16]: N. Kostic: ‘Demystifying Enterprise Architecture‘
http://www.entarchs.com/blog/demystifying-enterprise-architecture.html
[Westerman15]: ‘Leading Digital Turning Technology into Business Transformation’
56
One last thing…
57
“Sometimes we are Agile without the Discipline.
Sometimes we are disciplined without the Agile.
We need both.”
Thank you!
58
Dr. Wolfgang Goebl
wolfgang.goebl@architectural-thinking.com
architectural-thinking.com

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Architectural thinking - the Sucess Factor of Scaled Agile

Editor's Notes

  1. Status, two world class people in the board, monthly steering meeting. Some people willing to work on framework Searching for C level Executive, Management Consultant Not a new Discipline but a new Mindset that runs across disciplines.
  2. Grassroots democracy is not a model for companies.  An organization pursues particular business goals dictated by shareholders, the autonomy of the employees is not its primary concern. Which application server software a company chooses to use is not a subject of general elections. Envisioning as a first step of Design
  3. Grassroots democracy is not a model for companies.  An organization pursues particular business goals dictated by shareholders, the autonomy of the employees is not its primary concern. Which application server software a company chooses to use is not a subject of general elections.
  4. Status, two world class people in the board, monthly steering meeting. Some people willing to work on framework Searching for C level Executive, Management Consultant
  5. CEOs are poor people. Not in terms of money but in terms of their situation. I fell sorry for them. Looking at HBR lots of articles about Agile and DT. No word about the dark waters of legacy IT, nothing about EA.
  6. Status, two world class people in the board, monthly steering meeting. Some people willing to work on framework Searching for C level Executive, Management Consultant
  7. Separated disciplines speaking different languages, not trying to understand other viewpoints? Dunning Kruger effect is a well-known psychological study from early 2000 describing the paradox that in a given field the incompetent people are overrating their competence level because they are incompetent – not able to recognize real competence
  8. Enterprise Architecture is an a sad State
  9. Hier erklären als Alternative – Business Architektur
  10. A Microservice-based architecture divides software systems into many small services which can be deployed independently. Every team works on its own Microservices and is thus decoupled from other teams. This allows to easily scale agile processes. The modularization into Microservices protects the system against architecture decay. Consequently, systems based on Microservices stay maintainable in the long term.
  11. Is Scrum Owner necessary? Scrum is to much structure
  12. Microservice Geschichte
  13. “Agility does not mean to maximize speed. It means finding the right speed to make the next deflection.”
  14. If it is commercial things tend to be more complex as they should be
  15. Das einzige dass kein TM hat,
  16. Medium weight
  17. Status, two world class people in the board, monthly steering meeting. Some people willing to work on framework Searching for C level Executive, Management Consultant
  18. Let’s praise the Manifesto – Hallelujah! Where the original manifesto focused on customers, a word that for too many people appears to imply only the business stakeholders, we suggest that it focus on the full range of stakeholders instead
  19. Most Companies even do not have a glossary In IT world we even do not agree on a single term for ‘Application’, ‘Information System’, ‘Program’. If you look at prevalent EA Metamodels utterly immature definitions.
  20. Status, two world class people in the board, monthly steering meeting. Some people willing to work on framework Searching for C level Executive, Management Consultant
  21. Enterprise Awareness ist nicht im Manifesto und deshalb auch nicht in Agile Frameworks vertreten. Ausnahme DaD.