The presentation discusses Hermes Group's implementation of a lean enterprise architecture management (EAM) approach using the LeanIX tool. It highlights the need for a holistic overview of Hermes' complex application landscape to increase transparency. The LeanIX integration provides a single point of truth for application data and connects to other tools used by developers, process modelers, and occasional users for documentation. Lessons learned include the importance of cross-team collaboration, flexible integration, and establishing EAM as a central data source.

1. LEAN EAM
Bonn, 22 November 2018
WITH THE MICROSERVICES ADD-ON
AND THE SIGNAVIO INTEGRATION

2. A presentation by the Hermes Group
Bonn, 22. November 2018

3. Content
01 Hermes Group
02 Our challenge
03 The survey
04 Our lean EAM approach
05 Overview of EAM Integration (scope & target)
06 Integration for Developers
07 Integration for Process Modellers
08 Integration for Occassional Users
09 Culture Change
10 Lessons learned & Take Away

4. Thorsten Düvelmeyer
Solution Architect
thorsten.duevelmeyer@hermesworld.com

5. Hermes Group
01

6. The Hermes Group – your versatile partner for e-commerce
6
Sourcing and products
Hermes-OTTO International
Hansecontrol Group
International parcel distribution/Supply
chain solutions/Customs consulting
Hermes International
Distribution
Hermes Einrichtungs Service
GmbH & Co. KG
National companies of the Hermes Group
Hermes Germany GmbH

7. Data, facts and figures about Hermes Group services.
7
15,300
people around the globe are
employed by the Hermes
Group.
1,500 electric delivery
vehicles until 2020.
3,13 billion euros
in revenue were earned by the Hermes Group in the
fiscal year 2017/18.
Hermes is the number 1 in
transporting furniture and white goods in
Germany and the number 2 in B2C
parcel delivery.
766 million
shipments are delivered by
Hermes every year in European
markets.
2.000
is the number of suppliers
in the Hermes-OTTO international
network, and it’s still growing.

8. We are the specialists for your customers and have more than 45 years of experience in
B2C parcel shipping.
8
1972 2018
Start as an exclusive
shipping services provider
for OTTO
766 million shipments in
the 2017/18 business year –
client business
rapidly expanding
Share of European parcel shipping
client business80 %
&
private customer business20 %

9. The perfect partner for handling your 2C shipping and returns –
top performance at your doorstep or in Hermes ParcelShops.
9
approx. 14,000 delivery
drivers
>35,000 parcel drop-off
points across Europe
more than 15,000
Hermes ParcelShops
throughout Germany

10. Our challenge
02

11. There is no standard software
for our use case
• Focus on inhouse development
• Medium sized systems
• Micro Services architecture
• A lot of changes in parallel

12. Our application landscape is
closely interwoven
• Many interfaces
• Approach to vertical integration
• Push for more backend services used by
many users/systems (SOA / API)

13. Technology is the key for improvement
Logistics
• The average transit time of a package is 34 hours
• The time for transport could hardly be influenced
Customer
• Society is changing
• Flexibility, new offerings
Market
• Established and new market competitors
• Many innovations (by logistic startups)

14. Challenges we are currently solving
14
Changes take a long time
Data quality and data access difficult
Limited scalability
In many cases, no modern technology
Host systems with central business logic
Relatively low level of automation in IT processes

15. 15
30 mins to go 

16. The survey
03

17. Where do you think an architect could help?
17
Creation of a target
application landscape
Establishment of a common
(IT) glossary
Documentation of the current
landscape

18. If you look at the Hermes application landscape as a whole, what are the biggest
challenges from your point of view?
18
Lack of transparency about
dependencies
Unclear which overall objectives
are to be achieved
We are doing too much in parallel
We only build new systems
without deactivating old ones

19. Should there be a full autonomy of the teams for technology selection?
19
The teams should be able to
choose the best technical solution
for each task.
There should be a wide range of
freedom, but with exchanging
know-how.
Standards for core technologies
make sense to reduce complexity.
No, to optimize efficiency we
should limit freedoms.

20. Result: Establish lean EAM, a clear vision, best practices and transformability
20
Build centralized and comprehensive
documentation of the actual landscape
A common vision helps teams for better
local decisions
Define macro and micro architecture
scope
Our IT systems must become more
transformable

21. Our High Level Target Architecture
API / GUI GUI
GUI
Delivery
Transport
API / GUI
Order
API / GUI
Planning
&
Disposition
API / GUI
Customer
Communication
API / GUI
Logistic
Partner
Communication
API / GUI
Track &
Trace
API / GUI
Billing BI
advice
order
Time frame
parcelshop
tour
invoice
parcel
Status
Customer
Liefery
LC, Depot

22. Our lean EAM approach
04

23. Our first big goal: Create a holistic overview & transparency
One place where all EA data can be found
• with a focus on collaboration
• linked to further information
• representation of roadmaps
• easy to use for occasional users
Always up-to-date context information for domains, solutions,
projects etc.
Overview of our current IT landscape

24. Evolutionary development of our EAM
24
Manual edited
Not linked up
Transparency
Collaboration
Clear structure
Holistic modeling
Uniform language
Widespread
collaboration
Added value with
an established
EA tool
Overall EA
support
EAM as norm in
daily business

25. Overview of EAM
Integration
(scope & target)
05

26. Our tool landscape (around EA)
26
Build & Deploy
Portfolio
Management
Costing
Requirement
Management
Project
Management
Incident
Management
Performance
Management
Visualize
Document
Management
Data
Governance
License
Mgmt.
Ops. Mgmt.
(CMDB)
Technology
Discovery
Business
Capabilities
Business
Processes
Strategy to Portfolio Requirement to Deploy Request to Fulfill
Detect to
Correct
Finance
Manager
EA
Business
Analyst
Business
Analyst
Data
Analyst
CIO
Service
Manager
IT
Operations
IT
Operations
IT
Operations
PMO
Product
Owner
Developer
EA / PM
Cost Center
Service Costs /
MetricsApplications
Projects
Projects
Microservices
Reports / KPIs
Reports /
Content
Data Objects /
Master Data
SW / HW
InformationIT Components /
Configuration ItemApplications
IT-
Components
Processes
Applications
Capabilities
Applications: Data Object transferred
: Incoming relation : Major User/Stakeholder
Inventory Reporting
Dashboard Mobile App
Web App
API
Metrics (Incidents)
Performance Metrics /
Interfaces
: outgoing relation

27. Single Point of Truth for Applications
27
27
Costing
Requirement
Management
Visualize
Document
Management
Ops. Mgmt.
(CMDB)
Business
Processes
Strategy to Portfolio Requirement to Deploy Request to Fulfill
Detect to
Correct
Business
Analyst
CIO
IT
Operations
Product
Owner
EA / PM
Applications
Applications
Applications
Applications
Applications
Applications
Applications: Data Object transferred
: Incoming relation : Major User/Stakeholder
Inventory Reporting
Dashboard Mobile App
Web App
API
: outgoing relation
main attributes:
ID, Name, Description, Responsible
 Replacement of various not
synchronised Excel sheets,
Wiki Pages, Documents &
manual copies

28. Integration for
Developers
06

29. Integration for Developers
29
Build & Deploy
Developer
Microservices
Inventory Reporting
Dashboard Mobile App
Web App
API
Requirements
• Easy to automate via Continuous Deployment
• Seamless Integration in Developer Stack
• Support of typical technical build tools
• Easy configuration
Integration Content
• Basic values (name, ID, description etc.)
• Developer Team (responsible subscription)
• Technical Solution (Tags)
• Only important libraries (whitelist filter)
• Links to Jenkins, Git in LeanIX, etc.

30. Metamodel for Applications
• Applications are always on Level 1
• Applications level covers most of the
information: subscriptions, tags, business
capabilities, interfaces…
• There could be logical groups of applications
by tags
Micro-
services
are on
Level 2
They are
always
created via
Add On
Parent app
& Criticality
are added
manually
Tags
represent
technical
information
MyHermes
order list
service
parcel order
service

31. Microservice Pipeline based on Pivio Integration – Step by step
31
Development Version Control CI Server LeanIX Messenger
„Develop“ „Store“ „Build“ „Share“ „Inform“Upload Push/Pull Upload Send Event
Automatic StepManual Step
Pivio.yaml
Build-File API Token
Webhook
Setup
Pivio.yaml
Build-File

32. Automatic documentation of Microservices …
Source-Code Repository
Source code
Build Info
LeanIX Metadata
LeanIX
Inventory
Continuous
Integration (CI)
Pivio
Client
Fact Sheet
Builds the
Software
automatically
(new releases)
1
1 Dependencies from build system, e.g. uses Hibernate3, Java8, etc.
2 Automatically triggered, when a new release is created
3 Updates Fact Sheets in Inventory
2 3

33. Configuration via YAML File
• Developer-friendly
„YAML“ format
• Open-Source Client
and Server: pivio.io
• Extracts
Dependencies from
Java & Javascript
Projects

34. Outlook: What is next
Spread usage to more teams
Integrate more information in yaml
file (e.g. data objects)
Use versioning and include or link
to release notes
Integrate with RocketChat & bmc
tools

35. Integration for Process
Modellers
07

36. Integration for Process Modellers
36
Business
Processes
Business
Analyst
Processes
Applications,
Data Objects
Bus. Cap
Org. Structure
Inventory Reporting
Dashboard Mobile App
Web App
API
Requirements
• Use out-of-the box integration with easy configuration
• Sync of metadata to BPM repository
• Link processes to LeanIX fact sheets (apps & teams)
• No extra effort for Process Modeller
Integration Content
• Metadata to Signavio glossary
• Organisation
• IT Systems
• Data Objects
• Business capabilities
• Processes with relations to LeanIX

37. Our Configuration
37

38. Outlook: What is next
Check, whether “strict” mode is
possible?
Reporting of KPIs, e.g.
“no. and criticality of applications in
processes”
Use MicroServices (instead of apps) in
process models

39. Integration for
Occassional Users
08

40. Integration for Occassional Users
40
Document
Management
EA / PM
Reports /
Content
Inventory Reporting
Dashboard Mobile App
Web App
API
Requirements
• Always up to date information in Confluence
• No separate login needed in Wiki
• Various diagrams, levels and hierarchies
• Read Only information in Confluence with
Link to LeanIX for editing values
Content
• Application overview (table)
• Application detail page (factsheet)

41. Application Overview
41

42. Application Detail Page
42

43. Outlook: What is next
Plugin in Confluence for direct links
to factsheets in LeanIX
Integration of reports with HTML
Snippet (-> LeanIX roadmap)
Show Custom Reports, e.g. for our
Cloud Roadmap with detailed
information & aggregation

44. Culture Change
09

45. Cultural change and openness as critical factors for success
Find specific questions
and quickly create
"values"
Take into account
different expectations
of your stakeholder
"Culture is eating all"

46. Key enabler for successful EAM
46
Strengthen
cooperation
Break up silos
Building a common
understanding
Promote agility
Ensure transparency

47. Book recommendation with some concrete advices
47
Establish lean processes and rules
instead of overburdening stakeholders with
bureaucratic processes and unneeded artifacts
Evolutionary problem solving
instead of creating big blueprint or big design
upfront documents
Promotion and facilitation of open participation
instead of relying only on experts and top-down
wisdom
Lean
Agile
Enterprise
2.0

48. Lessons learned &
Take Away
09

49. Enterprise architecture management tools do not reach their full potential
49
“Very few companies integrate their EAM tools
sufficiently into the process landscape and project
management”
“Businesses typically did not provide interfaces for
exchanging data between an EAM tool and BPM or a
CMDB.
“There is a simple reason for a lack of integration: Almost
all companies see EAM as an IT job; too seldom do the
IT and business work with a common EAM approach.”
Source: https://www.heise.de/ix/meldung/Tools-fuer-Enterprise-Architecture-Management-schoepfen-ihr-Potential-nicht-aus-2443221.html
To better use the potential, IT architecture professionals should define and implement
consistent interfaces that support an enterprise-wide data model. Furthermore, it is
recommendable to set up the EAM tool as a central data source with integrated data.
All evaluations and applications should refer to this (Single Point of Truth, SPOT).

50. Review of our LeanIX implementation
• collaboratively work on the common
enterprise architecture
• bringing together different groups of users
and their use cases
• Integration of the process and tool landscape
• Simply make new users familiar with EA
• Simple data model
• Intuitive handling
• Clear responsibilities with full data transparency
• Data - Quality improvement through Survey Tool
• Support specific views for application
rationalization, interface management and
DSGVO compliance
• Integration of microservices within the
deployment process
• Current technology data from the CMDB
Project challenges Bilateral solution
Interface
Application
Provider
IT
Component
Project
User
Group
Data
Object
Technologie Applikationen Geschäft
Tech.
Stack
Business
Capability
Process

51. Take Aways
51
• Cooperate with different business units
and teams
• Support with specific views and reports
Create social
networks
• Singe Point of Truth
• Provide different level of detailedness
Create a
company wide
data model
• Use automation if data changes often
• Eliminate redundant data sources
• Let the stakeholder use their tools
Flexible and
automated
integration

52. Other talks around Integration & Lean
52

53. An integrated EAM tool approach is possible 

54. Thorsten Düvelmeyer
Solution Architect
thorsten.duevelmeyer@hermesworld.com