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Masterclass architectural thinking

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Slides from my Masterclass on Architectural Thinking @Intersection19 Conferenc, Lisbon, Sept 18th 2019

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Masterclass architectural thinking

  1. 1. ©iteratec Masterclass Architectural Thinking Wolfgang Goebl Intersection Conference Lisbon, Sep 18th 2019 1
  2. 2. 2. Who we are 2 3. Conceptual Foundations of Architectural Thinking 1. The Problem Agenda 4. Conclusion
  3. 3. The Problem 3 Dark Waters of Legacy IT Agile! Agile! Agile! Innovation! Vision? Strategic Management? Architecture? Reengineering?
  4. 4. 4 Six Blind Men and an Elephant Executive Service Designer Organization Designer Software Architect Process Manager Project Manager
  5. 5. 5 The Problem: “Six Blind Men and an Elephant” LEADS TO… Zero Adaptive Business&IT-Architectures
  6. 6. 6 To survive the speed of business change enterprises need to become adaptive to their surrounding.
  7. 7. Agile Adaptive 7
  8. 8. 8 Adaptivity needs collaborative design of business architecture.
  9. 9. 9 Collaborative design needs Architectural Thinking.
  10. 10. 10 But what is “Architecture” all about? “Architecture is the fundamental organization of systems embodied by their elements, their relationships to each other and to the environment, and the principles guiding their design and evolution.” IEEE
  11. 11. 11 What is “Design” all about “Design is the process of creating architectures that have desirable quality characteristics.” Wolfgang Goebl Sept. 18th 2019
  12. 12. The Solution? Four Core Concepts of the Architectural Thinking Framework® …. 12
  13. 13. #1 –Enterprise Core Model = Simple Enterprise Model Everybody Understands 13 Ear Leg Tooth Trunk Eye simple UX, concise business- oriented used&accepted by “everybody”
  14. 14. #1 –Enterprise Core Model Enterprise Architecture – as usable as an iPhone 14
  15. 15. Designing #2 –Collaborative Modeling Bringing the Concept & Mindset of “Architecture” to Everybody 15 Software Architect Service Designer Process Manager Enterprise Designer Organization Designer Product Manager Architecture Facilitators Support ing Solution Developer
  16. 16. #3 –Architectural Model = Basis for Strategic Decisions Connect Architecture with Business & IT Governance 16 Ear LegTrunk Eye Architecture Facilitators Support ingDesigning Executives Deciding
  17. 17. #4 –Enterpise = Part of Surrounding Ecosystem 17
  18. 18. 2. Who we are 18 3. Conceptual Foundations of Architectural Thinking 1. The Problem Who we are 4. Conclusion
  19. 19. Architectural Thinking Association® Who we are… ›Non profit association according to Austrian law ›Goal: “Spreading vision of Architectural Thinking” ›Open Source Architectural Thinking Framework® (ATF®) ›architectural-thinking.com/participate 19
  20. 20. Our Mission 20 „We help people to design sustainably adaptive enterprises.“
  21. 21. Organization of the Architectural Thinking Association® 21 Executive Committee Content Team Advisory Board Users
  22. 22. Architectural Thinking Association® (ATA®) Who we are… 22
  23. 23. What we do 23 We bring thought leaders and practitioners of relevant enterprise disciplines together. We grow an Open Source Architectural Thinking Framework® where everybody wants to connect to. We spread our vision of Architectural Thinking.
  24. 24. 2. Who we are 24 3. Conceptual Foundations of Architectural Thinking 1. The Problem Conceptual Foundations of Architectural Thinking 4. Conclusion
  25. 25. 25 Components of the Architectural Thinking Framework® (ATF®) Roles Enterprise Core Model Design Patterns =Connection to existing enterprise processes=
  26. 26. 26 Executives Architecture Facilitators Solution Teams =Strategic Governance= =Vision= Design Patterns Components of the Architectural Thinking Framework® (ATF®)
  27. 27. 27 3.1 Enterprise Core Map
  28. 28. Enterprise Core Map Common “Language”, Glue Between Specific, Detailed Models 28 Business Model CanvasDetailed Process Model Customer Journey Product Model Software Architecture Database Model Business Service Model …and many many more…
  29. 29. Enterprise Core Map ATF® V0.1 29 Value Stream? Customer Journey? Business Service? Touchpoint? ~Business Capability Business Process IT- Application Information Object Technology Component Org Chart? (i) widely known (ii) obvious&mature (iii)mandatory as glue concepts only Product?
  30. 30. 30 Enterprise Core Maps ATF® V0.1
  31. 31. ~Business Capabilities – Connector between everything Hierarchical Breakdown of the Business 31
  32. 32. ~Capability Modelling Guidelines 32 - Only whats needed for strategic decisions - Courage for the gap - Terminology accepted by business people - Level 1: six to ten capabilities - Two or three hierarchies - Half a page of description per capability Understood by executives within seconds
  33. 33. “Customer-facing” Example ~Capability Model Level 1: Cross Product Backoffice or Production Management & Support 33
  34. 34. 34 Sales Channels Processes Product Groups Prozesses Example ~Capability Model Level 2: 3 4
  35. 35. 35 3.2 Connection to ==VISION==
  36. 36. Connect Enterprise Model with Business Vision 36 =Vision= Design Patterns ›Vision should be based on current strengths (capabilities) ›Formulate vision around new capabilities that arise with new partnerships&technologies
  37. 37. Base Vision on Current Strenghts …by Heatmapping of Your ~Capability Map 37
  38. 38. Formulate Vision Around New ~Capabilities …that arise with new partnerships&technologies 38
  39. 39. Formulate Vision Around New ~Capabilities Example 39 “The technologies we use in our daily lives, such as smartphones and tablet devices, could make a real difference in helping patients to manage their own health. We are exploring ways to use these tools to improve compliance rates and enable health-care professionals to monitor patient progress remotely”. [Novartis 2012] CapabilitiesTechnologies Westerman 2015: ‘Leading Digital Turning Technology into Business Transformation’
  40. 40. 40 3.3 Connection to ==STRATEGIC GOVERNANCE ==
  41. 41. 41 What’s the Best Way to Make Strategic Decisions? Democratic, Bottom-upManagement, Top-down
  42. 42. “Most great works of the human mind have been made by one mind, or two working closely. 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.” 42 F. Brooks: ‘The Design of Design: Essays from a Computer Scientist’, 2010 What’s the Best Way to Make Great Enterprise Designs?
  43. 43. Connect Strategic Governance to Enterprise Core Map Collaborative Enterprise Design needs Strategic Decisions 43 =Strategic Governance=
  44. 44. ~Capability Maps: the Perfect Management Tool Heatmapping 44
  45. 45. ~Capability Maps: the Perfect Management Tool Budgeting 45
  46. 46. 46 ~Capability Maps: the Perfect Management Tool Strategic Fields of Action: Connector between Architecture and Initiatives
  47. 47. Strategic Field of Action - Example 47
  48. 48. ©iteratec Digital Governance Board Capability 1 Board Capability 2 Board ‘Cross Product’ Board Capability 3 Board ‘Technol. Platform’ Board Autonomes Team Autonomous Team Autonomous Team Autonomous Team Autonomous Team Autonomous Team Autonomous Team Autonomous Team Autonomous Team Autonomous Team Ideas Concepts Strategic Fields of Action (SFA) Aggregated SFAs Architecture as Core of Company-Wide Governance Vorstand Bereichsleiter
  49. 49. 49 3.3 Connection to ==SOLUTION DEVELOPMENT==
  50. 50. Connect Solution- with Enterprise Architecture 50 Interfaces Software Architecture Process Models of Solution Etc...
  51. 51. Connect Solution Requirements with Enterprise Architecture Assign Requirements to Capabilities 51
  52. 52. Architecture Facilitator: Part of Solution Team › 80% of architectural Work happens in Solution Team › Everybody is architect on micro level › Architecture Facilitator accountable for › Solution Architecture as a whole › Integration with Enterprise Architecture 52 Autonomous Team
  53. 53. 2. Who we are 53 3. Conceptual Foundations of Architectural Thinking 1. The Problem Conclusion 4. Conclusion
  54. 54. Conclusion Digital Transformation 54 Adaptive Enterprises needs Well Designed Business Architectures need Collaborative Design & Strategic Decisions need Architectural Framework Usable for Everyone. need
  55. 55. Architectural Thinking Framework® Roadmap 55 2018 2019 2020 - Foundation - Weekly blog - Leadership Team established AllEnterprisesapply ATtobesustainablyadaptive 2021 - Exec. Board - Pilot users - Conferences - 24.000 web-visitors - Advisory Board - Memberships - Feedback from Pilot users V0.1 V0.5 V1.0 - V 1.0 released - Book - Marketing …
  56. 56. How to Participate in our Vision 56 Register and discuss at our blog Apply to become • member of the Advisory Board • pilot user • reviewer of the Architectural Thinking Book Follow us and discuss on linkedIn Provide feedback in our wiki
  57. 57. 57 … let’s create it together! Dr. Wolfgang Goebl wolfgang.goebl@architectural-thinking.com architectural-thinking.com
  58. 58. 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’ 58

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