Paddy Baxter presents on orienting teams and organizations around the service construct. He argues that services are the key concept of the digital age and that teams must think of themselves as services to better deliver value. Baxter outlines some key principles of services, such as viewing teams as services ("Team as a Service") and restructuring organizations to be more service-oriented and aligned around value delivery. While changing organizational structures is difficult, focusing on orienting teams as services can help drive change from the bottom-up through small experiments.
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Keynote from Australasian Enterprise Architecture Conference, Sydney, 19 October 2015
http://enterprisearchitectureconference.com.au/
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• what story is, in the context for enterprise-architecture
• how story acts as a unifying theme for the architecture
• how to identify and develop the enterprise-story
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• how story provides guidance and governance for information-architecture, technology-architecture, digital-transformation and service-design
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http://by.dialexa.com/minimum-viable-bureaucracy-a-practical-approach-to-scaling-agile-project-management
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How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
Keynote from Australasian Enterprise Architecture Conference, Sydney, 19 October 2015
http://enterprisearchitectureconference.com.au/
What is it that makes an enterprise into an enterprise? The answer is a story…
Most current approaches to enterprise-architecture start from technology – which works well enough if you are only working on the technology itself. But as enterprise-architecture expands outward into the business, or we need to work on ‘digital transformation’ where people and their needs necessarily come to the fore, a technology centred approach starts to show its limitations.
This lively session introduces a complementary, more people-oriented approach to enterprise-architecture, built around a concept of ‘the enterprise as story’. We’ll explore:
• what story is, in the context for enterprise-architecture
• how story acts as a unifying theme for the architecture
• how to identify and develop the enterprise-story
• how story underlies enterprise values and principles
• how story provides guidance and governance for information-architecture, technology-architecture, digital-transformation and service-design
After this session, you’ll see your architecture with new eyes – open to new possibilities and new ways to engage with all of your stakeholders in the broader business. Share and Enjoy!
Presentation at Open Day on Enterprise-Architecture and Systems-Thinking, London, 21 October 2104, for SCiO (Systems and Cybernetics in Organisations) http://scio.org.uk/
This used my development-work on the Enterprise Canvas framework as a worked-example of how we might create tools to bridge the gaps between enterprise-architecture and systems-thinking, in support of organisations' needs.
(This slidedeck also provides a useful overview and primer for Enterprise Canvas itself.)
CHRISTIAN SUPERNATURAL TEACHINGS, BIBLE CLASS LESSONS, GOSPELS BY LEADER OLUMBA OLUMBA OBU, THE SUPERNATURAL TEACHER AND SOLE SPIRITUAL HEAD, BROTHERHOOD OF THE CROSS AND STAR
“ The Microservices architecture has many appealing qualities, but the road towards it has painful traps for the unwary. This book will help you figure out if this path is for you, and how to avoid those traps on your journey.”
—Martin Fowler Chief Scientist, ThoughtWorks
Microservices architectures have many benefits, but they also come with some unique challenges. Knowledge and preparation are key to maximizing the benefits of microservices.
In this talk, you'll learn when to consider a microservices architecture, how to get started, and how it relates to other IT trends, like DevOps, Internet of Things (IoT), and big data.
Agenda:
Overview of microservices architectures—and why you should consider it
Discussion about when to use frameworks like Spring Boot, WildFly Swarm, Netflix OSS
Monitoring and metrics collections, KPIs, business value
The importance of Continuous Integration, Continuous Delivery
Why APIs and API management are critical foundations of any cloud-native architecture
Best practices, demonstrations and recommendations for next steps
Minimum Viable Bureaucracy- A Practical Approach to Scaling Agile Project Man...Dialexa
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http://by.dialexa.com/minimum-viable-bureaucracy-a-practical-approach-to-scaling-agile-project-management
2016-03-10 Benjamin Taylor - RedQuadrant service design in government v1.0BTBenjamin P. Taylor
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A remix of some greatest hits based on some risks and potential fallacies of service design.
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ACS EA-SIG - Bridging enterprise-architecture and systems-thinkingTetradian Consulting
Webinar for Australian Computer Society - Enterprise Architecture Special Interest Group, September 2015
A core aim in Enterprise Architecture (EA) and Systems-Thinking (ST): things work better when they work together on purpose. For this to happen, we need guided conversations that are actually everyone’s responsibility. What visual tools can we use to engage people in this?
This webinar introduces these concepts, and provides the tools and techniques need to bridge this gap. We will highlight some of the common approaches, frameworks and tools used in both of these highly related and important disciplines.
We will discuss how they can be used together and enhanced to deliver a common sense approach for everyday EA and ST practice. Included in this discussion is an introduction to the Enterprise Canvas, which is a powerful tool to enable visualisations of the enterprise by defining the services it offers and their relationships and interactions.
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https://www.acorio.com/servicenow-most-innovative-company-world/
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For non-technical business owners or entrepreneurs, understanding the software development process can be challenging. If not followed properly, cost overruns and project delays can literally cripple your business.
The key is to find a software development partner that makes this process easy and straightforward, going step by step with the business owner to create all the necessary wireframes and specifications.
At Clarisoft, we have been very successful making this complex process simple and valuable for business owners. If you are building a software product and you need some help and expertise, visit us at www.clarisoft.com.
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to D...Adaptive Path
The digital service economy demands the ability to create coherent user experiences while achieving end-to-end agility and efficiency. The ability to deliver them together requires seamless system, process, and organizational design. Companies need a unified approach to design and operations that centers the entire organization around helping customers achieve their goals.
This workshop teaches participants how to connect user-centered design to the entire service delivery lifecycle. It introduces a holistic approach that interconnects marketing, design, development, and operations into a circular design/operations loop. Through talks, discussions, and guided exercises, participants learn how to improve both customer satisfaction and operational effectiveness by:
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We consider a microservices architecture to achieve an end goal, not because it's "the cool thing to do". Every organization looking to adopt this architecture must realize (and adhere) to a set of foundational principles. Guided by those principles, we can correctly choose the technology to help support a microservices architecture and meet our end goals. This talk explains those core principles and gives you the tools needed for your microservices journey.
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I Love APIs 2015
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Mathew Burrows - Maximising value and building trust in your digital supply c...itSMF UK
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All hail the service (online version)
1. All hail the service
SERVICE ORIENTED STRATEGY EXECUTION
2. What I promised to cover
Service managers, operations managers, service desk managers,
architects, engineers, programme managers, project managers,
business analysts. Unless we all orient around the service, as a team of
peers, we are not going to be able to deliver value to the digital
enterprise.
In this session Paddy Baxter, a veteran in IT architecture and IT service management, will
attempt to disrupt traditional thinking to show how the service construct can be used to bring
us together as a service team, where accountability and responsibility for value delivery is much
more closely aligned than is the case today in many organisations.
3. MY PROPOSITION FOR TODAY
• The service is the key concept/structure of the
digital age.
• Teams and organisations must be service
oriented.
• And OK … it’s not easy … but it is necessary!
4. Introductions
Who am I?
• Paddy Baxter
• An IT architect – solution, messaging,
identity, infrastructure, service,
enterprise, digital
• Very curious about complex adaptive
systems
• Iasa & itSMF
• My core model is Service Oriented
Architecture … for teams and
organisations … it’s a fractal thing
• What or who is DigitalAge Architects?
5. Agenda
• Services vs. Products
• Definition of a Service
• Some Key Design Principles
• The ServiceTeam (orTeam as a Service)
• The Need for New Org Structures
• Are you with me!!??
• Charge!
6. Products vs. Services
Industrial vs. Digital
INDUSTRIAL AGE PRODUCT ORIENTED
http://www.ford.ie/AboutFord/CompanyInformati
on/Heritage/TheEvolutionOfMassProduction
• Mass produced
• Standardised
• Production Line
• Waterfall
• Transaction Oriented
Relationship
7. Products vs. Services
Industrial vs. Digital
DIGITAL AGE SERVICE ORIENTED
• Mass produced
• Standard platform allowing high
levels of customisation
• Deep integration of software
• Agile delivery model
• Incremental improvements
• Service oriented relationship
8. Products vs. Services
PRODUCTS
• No software or software added
afterwards
• High capital outlay up front –
didn’t have to be great
• Hard to change once made
• So had to be built right first time
• Built by product oriented org
structures (see Conway’s Law)
SERVICES
• Deep software integration
• Low capital outlay
• Continuous change based on
feedback loop
• Minimum viable product approach
– focus on quality and customer fit
• Built by service oriented orgs
• Structural changes required
9. Digital Age Teams
Conway's Law is an adage named after computer programmer
Melvin Conway, who introduced the idea in 1968. It concerns the structure of
organizations and the corresponding structure of systems (particularly
computer software) designed by those organizations. In various versions,
Conway's Law states:
• Organizations which design systems are constrained to produce designs which are
copies of the communication structures of these organizations.
• If you have four groups working on a compiler, you'll get a 4-pass compiler.
Or more concisely:
• Any piece of software reflects the organizational structure that produced it.
Conway's Law - Caltech Engineering Design Research Laboratory
www.design.caltech.edu/erik/Misc/Conway.html
10. We live in time of structural change to large
human systems
11. An aside … What is Panarchy?
Panarchy is a conceptual framework
to account for the dual, and
seemingly contradictory,
characteristics of all complex systems
– stability and change. It is the study
of how economic growth and human
development depend on ecosystems
and institutions, and how they
interact.
Panarchy -The Sustainable Scale
Project
13. Service Models – The Business Model Canvas
“A global standard used by millions of
people in companies of all sizes.You can use
the canvas to describe, design, challenge,
and pivot your business model. It works in
conjunction with theValue Proposition
Canvas and other strategic management
and execution tools and processes.”
https://strategyzer.com/canvas/business-model-canvas
14. Service Model – Service Canvas - Tom Graves
FromTom’s great blog
(just a taster):
Services and Enterprise
Canvas review –
Introduction
Services and Enterprise
Canvas review – 1: Core
15. Some of Tom’s key points
• a service is a means via which someone’s or something’s needs are served
• everything in the enterprise is or represents or implies a service
• service-relationships and structures are often fractal and recursive, with services clustered together to provide broader
or more abstract services
• to make sense of services, it’s all but essential to think fractal, not linear
• affordances – ‘unexpected services’ – arise from the ways in which the capabilities that underpin services may be re-
used in or for other services
• a platform is a cluster of related services used as a base for affordance of other services
• what services act on, and deliver, may take many forms, including physical ‘things’, virtual information, relational links
between people, or an aspirational sense of meaning or purpose
• to make sense of a service, we also need to explore themes such as service-contract, service-policy, service-level,
service-guarantee, service-status and service-completeness
• without adequate verification of service-completeness, a service may fail, or deliver a ‘disservice’ or ‘anti-service’,
destroying value rather than creating value
Taken from :
http://weblog.tetradian.com/2014/10/14/services-and-ecanvas-review-1-core/
16. Fractal Models
• A service can be made up of
another service, recursively.
• An complex adaptive system can be
modelled as a fractal, network
structure
20. Digital Age
Service
Team
Can we
map
traditional
roles to
service
construct?
Auditor EXEC Manager
BRM/BA
SDM
IT Finance
Architect
Dev/Test/PM
Buyer
Architect
SDM
IT Finance
CFO Shareholders?
Here’s my first
attempt at this.
It’s not perfect but
it’s an interesting
exercise …
21. Service
Beneficiaries?
Many stakeholders –
incentives must
continuously
managed!
Digital
Age
Service
Show
me the
money!
Customers? Obviously
(you’d think)
DeliveryTeam
(definitely)
Management –
indirectly usually as
part of bigger picture
Suppliers
Required in long term
22. Digital Age Service Team
• All the pieces exist today (kind of)
• Service Strategy
• Management and management support functions (finance, architecture, HR etc.)
• Service Design
• Architects, BRMs, BA’s, IT Procurement
• ServiceTransition
• Developers, Engineers, Project Managers,Testers
• Service Operation
• Service Delivery Managers, Service Desk Manager, Level 1/2/3 Support
• CSI
• Audit, Compliance, Enterprise Architecture …
• So surely we have service oriented execution already?Yes and no.
• The challenge is that they have to operate in org structures from the industrial age.
23. Industrial Age Org Structures
• Hierarchical
• Function oriented
• Stability oriented
• Accountability and responsibility misaligned
• Job descriptions not connected to real world
24. Digital Age Org Structures
• Network
• Service oriented
• Dynamic
• Agile
• Accountability aligned with responsibility
25. Mgr Arch BRM BA Dev SDM Audit FIN
What might this look like?
Exec
Service 1
Service 2
Service 3
Service 4
Service 5
Service 6
Service 7
Service 8
Roles not people
26. New ways of working needed as well
• MSFTeam Model – June 2002
“The MSF team model was developed over a period of several years to compensate for
some of the disadvantages imposed by the top-down, hierarchical structure of
traditional project teams. “
• KeyTeam ModelValues
• Clear Accountability, Shared Responsibility
• EmpowerTeam Members (“Team of Peers”)
• Focus on BusinessValue
• Stay Agile, Expect Change
• Foster Open Communications
• Worth checking it out for tips and tricks on building a digital age, service oriented
team … some imagination required though!
27. Easy peasy then?
• Org changes are the hardest thing to do in any organisation
• Service oriented orgs redistribute power – that will be resisted
• Distribution of value to beneficiaries may change (or at least become more
transparent) – that will be resisted
• So not easy … but it has to happen for most organisations if they want to
survive in the Digital Age.
• We’re still working out new ways of doing this – there is no blueprint (yet),
so try and drive change via small experiments (see Popcorn Flow for one
way to do this).
28. But there is a way … (I think)
• Organisations are made up of teams
• Teams exist to do stuff for someone (don’t they)
• What if you thought of your team as a service?
• Who are your customers?
• Do you treat them as customers?
• Who are your suppliers?
• Do you treat them as supplier?
• Are you aligned to wider strategy?
• Are you being a good citizen from a costs and benefits perspective?
• Small changes at the team level can have a ripple effect that could change the
organisation.
29. MY PROPOSITION FOR TODAY – HAVE I CONVINCED YOU?
1. The service is the key concept/structure of
the digital age.
2. Teams and organisations must be service
oriented.
3. And OK … it’s not easy … but it is necessary
31. If you would like to hear more let me know.
Paddy Baxter
Principal Consultant
Digital Age Architects
paddybaxter@digitalagearchitects.com
www.digitalagearchitects.com
Editor's Notes
Put services at the heart of everything you do and you won't go too far wrong.
Put services at the heart of everything you do and you won't go too far wrong.