The document discusses the application of lean methodologies to enterprise architecture at Swiss Life France, highlighting the roles and responsibilities of the architecture team. It outlines the process of architecture indicator identification, gap analysis, and the results achieved in terms of teamwork and project management. Key takeaways include improved collective vision, task allocation, and agility within the team.

1. Applying Lean to
Enterprise Architecture
Pierre Marchand – Enterprise Architecture leader @ Swiss Life France
Christian Phan-Trong – Director of Architecture @ Swiss Life France
Lean Digital Summit – 08 Oct. 2019 – Paris, France

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Swiss Life France
Swiss Life France is a subsidiary of Zürich based Swiss Life Group.
Reference player in insurance and wealth management with a global approach in life insurance,
private banking, financial planning as well as health, pension and properties & casualties

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The Architecture team’s job Enable and preserve the
sustainable agility of the
information system

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You cannot beat a river into submition.
But we can learn to navigate it and stay in the flow.
Greg BEAR
The idea : Embarking the Team with Lean

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A new urgent surprise almost
every week !
What is your purpose ?
Entreprise Architecture before Lean

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Processing EA : the « IDAC » 7 steps process
Assets Delivered
• Architecture Indicators
• Architecture Debts and Credit
• Functional Cartography
Architecture
Indicator
Identification of gaps
( Logging credits & debts)
As is To be Really
Implemented
In production
Cartography

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What does our production look like ?
Diagnostic Express Macro Functional Architecture

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Fortunately… there was is
process !
Unfortunately it was not
always easily applied !
The Lean Diagnostic

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Some focus points !
?
Architecture
Indicator
As is To be Really
Implemented
In production
Cartography
Identification of gaps
( Logging credits & debts)

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How it all started with the team

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How it looks today

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Our tools

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What can we see now
What are we producing ?
Are we on schedule ?
What do our partners and
stakeholders think of us ?
Who can take on
new subjects ?

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We are just in the middle of our journey !
New
projects
Architecture
Indicator
As is To be Really
Implemented
In production
Cartography
Identification of gaps
( Logging credits & debts)

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The results we achieved !
The Team owns the process
•Moderation is done by everyone
•Proposition for evolution
… even during holiday’s management
The Team decides what project we should invest on
•Subject
•Effort / Support, inside or outside the team, with realism
The Team sees better
•Who works on what… who needs support
•What important subjects makes actuality
The Team has become more collective
•The same vision of what’s in, what's next
•Who is available for helping

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Conclusion – Key Take Aways