The document describes the Software Engineering for Business Information Systems department at Technische Universität München in Germany. It has over 32,000 students across 13 faculties, including 2,800 in the Informatics faculty. The department focuses on areas like enterprise architecture management, social software engineering, and technology transfer projects with enterprises. It aims to help organizations manage increasing complexity through principles of agile enterprise architecture, using patterns and building blocks to incrementally develop architecture functions tailored to each organization.

1. Software Engineering for Business Information Systems (sebis)
Department of Informatics
Technische Universität München, Germany
wwwmatthes.in.tum.de
Agile Enterprise Architecture Management
Prof. Florian Matthes, DEDM 2014, Paris

2. Technische Universität München
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13 Faculties
 Mathematics & Informatics
 Natural Sciences
 Engineering & Architecture
 Life Sciences & Medicine
 Economics & Education
32.000 Students
2.800 Informatics Faculty
478 Professors
48 Informatics Faculty
13 Nobel Prize winners
* 2012

3. Background
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Enterprise Architecture
Management
Social Software
Engineering
 System cartography
 EAM tool surveys
 EAM pattern catalog
 Capability models in
mergers & acquisitions
 Building blocks for EAM
 Wiki4EAM
 Agile EAM
 User-centered social
software
 Authorization models in
social software
 Introspective model-driven
development
 Enterprise 2.0 tool surveys
 Hybrid Wikis
 Tag -based knowledge
organization
Communities
Collaborative Work
Digital Content
 CoreMedia AG (Spinoff)
 infoAsset AG (Spinoff)
 Business & IT
transformation @ VW
 EAM 2.0 @ HUK Coburg
 KPI systems @ SFS
 Cloud security @ Siemens
 Strategy assessment @ FI
 D-MOVE
Technology Transfer
Projects

4. Project partners since 2002
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Enterprises and public administrations
Deutsche
Börse
Systems

5. Project Partners since 2002
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Consultants and Software Vendors

6. 1. Turbulent Times
Accelerating growth, heterogeneity, connectedness and change
2. Enterprise Architecture & Enterprise Architecture Management
Clarity, coherence and agility despite complexity
3. Agile Architecture Management
Principles and implementation using patterns and building blocks
Overview
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7. The adoption rate for new technologies keeps
accelerating.
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Forbes Magazine July 7th 1997

8. Exponential growth starts inconspicuously, and humans are
not used to reasoning about non-linear processes.
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Google Trends December 2013

9. The world is getting increasingly turbulent.
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10. Speculation: Where does the evolution of information
technology lead?
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www.singularity.com

11. 1. Turbulent Times
Accelerating growth, heterogeneity, connectedness and change
2. Enterprise Architecture & Enterprise Architecture Management
Clarity, coherence and agility despite complexity
3. Agile Architecture Management
Principles and implementation using patterns and building blocks
Overview
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12. Humans: Employees, Customers, Suppliers, Partners, Markets, Communities, …
Resources: Energy, Matter, Information, Technology…
Enterprise
A cybernetic view on the enterprise as a
complex adaptive system of systems
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Business Capabilities
Information Management
RUN TRANSFORM
IM Capabilities
RUN TRANSFORM
Goals, Strategy
Vision, Goals, Strategy

13. System complexity ~ number, variety and dynamicity
of elements and their dependencies
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Business Architecture Management
IT Architecture Management
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14. An enterprise architecture provides a common
language for business and IT.
Common language for business and IT
 Technical, social, economic and legal aspects
 Layers and crosscutting concerns
 Static and dynamic relationships more important than element details
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Strategies&Projects
Principles&Standards
Business Capabilities
Organization & Processes
Business Services
Applications & Databases
Infrastructure Services
Infrastructure Elements
Visions&Goals
Questions&KPIs
14
LegalAspects
Security
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+ Evolution

15. An enterprise architecture has to be visualized to
make it accessible to different stakeholders.
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EAVIST 2014 and EAM Pattern Catalog

16. Architecture management has to be integrated with
other management functions.
Architectural changes are performed through a coherent set of projects.
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Architecture Management
Multi-Project Management
Project Portfolio ManagementStrategy Management
Project Lifecycle
Define
Measure
Plan
Measure
Prioritize
& Commit
Implement
Measure
Deploy
& Migrate
Requirements
Management
Identify
Measure
Application Lifecycle Management
Innovation Management
Example of a mature IT organization
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17. Agile enterprise architecture management
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Influence factors, activities and artifacts
EAM Questions
Organizational Context
EAM Goals
Maturity of other (IT) management functions
Architectural
Principles
Target
Architecture
Planned
Architecture
Current
Architecture
Enterprise Context
Influence factors
changing over time

18. 1. Turbulent Times
Accelerating growth, heterogeneity, connectedness and change
2. Enterprise Architecture & Enterprise Architecture Management
Clarity, coherence and agility despite complexity
3. Agile Architecture Management
Principles and implementation using patterns and building blocks
Overview
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19. Agile EA management principles
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Individuals and interactions over formal processes and tools
IT Project 3
IT Project 2IT Project 1
Top management
Business
stakeholders
Software
development
IT operations
Project managers
Software architects
Software developers
Top management
Strategy office
Business owners
Application owners
IT operations
Purchasing
EA Team
• Ensure top management
support
• Maintain a good relationship to
people form other
management areas
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20. Agile EA management principles
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Focus on demands of top stakeholders and speak their languages
IT Project 3
IT Project 2IT Project 1
Architecture
blueprints
Top management
Business
stakeholders
Software
development
IT operations
Project managers
Software architects
Software developers


Top management
Strategy office
Visualizations
Business owners
Application owners
IT operations
Purchasing
EA Team
Stakeholder-specific
architecture views
Metrics
Reports
Architecture-
approval and
requirements
Architecture
changes
model
collect
motivate
Business
and IT
strategy
Individual
architecture
aspects
Business
and org.
constraints
• A single number or picture is
more helpful than 1000 reports
• Communicate, communicate,
communicate
• Avoid waste
• Benefit form existing model
management processes
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21. Agile EA management principles
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Reflect behavior and adapt to changes
IT Project 3
IT Project 2IT Project 1
Architecture
blueprints
Top management
Business
stakeholders
Software
development
IT operations
Project managers
Software architects
Software developers

reflect
adapt


Top management
Strategy office
Visualizations
Business owners
Application owners
IT operations
Purchasing
EA Team
Stakeholder-specific
architecture views
Metrics
Reports
Architecture-
approval and
requirements
Architecture
changes
model
collect
motivate
Business
and IT
strategy
Individual
architecture
aspects
Business
and org.
constraints
• Iterative and Incremental
(one cycle ~12 months)
• Use building blocks and
patterns
• Request 360° feedback
• Adapt models and processes
• Continuous collaboration
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22. Patterns and building blocks help to incrementally
develop an organization-specific EAM function.
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Stakeholders
Goals +
Concerns
Organizational
context
Organizational
context
Organizational
Context
ActorsEnterprise Architects
MBB
VBB
VBB
MBB
VBB
MBB
VBB
IBB
MBB
IBB
IBB
Enterprise Architects
Development method
Characterize situation Configure EAM function
Analyze EAM
function
Adapt and evolve EAM function
Execute
EAM
function
Implementation Guide
(Patterns & Building Blocks)
BEAMS , EAM Pattern Catalog and EAM KPI Catalog

23. Adoption of EA management principles
26
29
31
33
38
39
39
43
43
48
49
51
52
54
55
60
60
62
64
65
65
66
67
67
68
72
72
73
76
77
81
89
95
28
28
16
14
27
23
27
29
26
26
19
21
19
28
18
18
8
25
16
21
17
19
11
15
18
13
8
12
13
11
13
4
2
40
38
52
51
28
30
30
26
22
21
29
23
28
14
26
20
23
12
15
10
15
14
20
17
4
4
11
11
8
7
4
6
3
8
7
3
4
9
10
6
4
11
7
5
7
3
6
3
4
11
3
7
6
5
3
4
3
12
13
11
6
5
7
4
3
2
0 20 40 60 80 100
Valuation of time over quality
Exactly respond to the stakeholders' demands
Adherence to the one-piece flow
Application of the pull-principle
Advancement with a indefinite & constant pace
Agreed level of done
Actually used by stakeholders
Embracement of changes
Valuation of time over completness
Satisfied with its work
Clear definition of roles & responsibilities
Focus on requirements
Stakeholders provide feedback to EAM team
Satisfy stakeholders
Focus on high-quality
Characterized by defined roles & responsibilities
Accomplishes EAM tasks in small subteams
Diplomacy and negotiation skills
Members know their colleagues' duties
Early delivery
Foster learning by experiments
Common language
Usable for stakeholders
As simple and accessible as possible
Leader fosters team's self-organization
Leader acts as servant for the team
EAM team incorporates feedback
Incorporation of reflections & retrospectives
Specialized to perform various tasks
Performs tasks in self-organized manner
Iterative
Incremental
Operates cross-functional
Agree Neither Disagree No response
Survey among European enterprise architects (Q4 2013, n=105)
Agile Enterprise Architecture management: Empirical analysis on the application of agile principles [to appear 2014]
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24. Technische Universität München
Department of Informatics
Chair of Software Engineering for
Business Information Systems
Boltzmannstraße 3
85748 Garching bei München
Tel +49.89.289.
Fax +49.89.289.17136
wwwmatthes.in.tum.de
Florian Matthes
Prof.Dr.rer.nat.
17132
matthes@in.tum.de
Thank you for your attention. Questions?

25. The idea behind the EAM pattern catalog
Tailor the EAM function to the specific situation of the enterprise and follow an
incremental strategy based on EAM patterns representing proven practices.
The catalog systematically documents the dependencies between
 individual management concerns,
Which concern is relevant for which stakeholder?
 methodology patterns (M-Pattern),
Which processes and roles are required to address a concern?
 viewpoint patterns (V-Pattern), and
Which viewpoints help stakeholders to collaboratively perform the activities?
 information model patterns (I-Pattern)
Which information has to be available to generate a view?
 anti patterns
Which solutions have shown not to work in practice?
Draw attention to the consequences implied by a pattern (benefits & liabilities)
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Process
Support
Process Support
Map
Landscape
Planning
Concern

26. EAM pattern catalog version 1.0 (2008)
 Basis: literature, experience from sebis research projects,
structured interviews of 25 enterprise architects
 Selection based on relevance and adoption by an
extensive online questionnaire
 43 concerns, 20 M-Patterns, 53 V-Patterns, and 47 I-Patterns
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BU 08 und Web

27. EAM method building blocks (2012)
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BEAMS online method base