Enterprise Agile - The Undiscovered Country
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An agile framework can work in the enterprise by coordinating, managing, and automating processes, architecture, artifacts, and legacy viewpoints. This allows for narrow development focuses like Scrum to scale across an organization. The framework addresses issues like increasing technical debt, lack of enterprise architecture, and complexity reducing agility. It promotes continuous modernization through automated knowledge discovery and refactoring to reduce debt and maintain architectural runway.
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Enterprise Agile - The Undiscovered Country
- 1. Agile can work in the enterprise – with a multi- dimensional framework that coordinates, manages and automates process, architecture, artifacts and legacy viewpoints. David Sprott 2014 Enterprise Agile – The Undiscovered Country?
- 2. © 2014 Everware-CBDI Inc Enterprise Status? Strategy Reality o Narrowly focused program proliferation causing chaos o Technical debt increasing – each new technology adds another layer o Legacy portfolio complexity/cost reduces agility o Enterprise architecture frequently absent or ignored 2 “The age of experimentation with digital is over.” McKinsey, Strategic principles for competing in the digital age, May 2014
- 3. © 2014 Everware-CBDI Inc Agile Modernization Agile Delivery Framework narrow development focus RAD XP Scrum DSDM FDD extended practices RUP DAD SAFe enterprise frameworks SOAM Agile Practices Agile Architecture component based development SOA agile MDA/MDD strategic service platform agile service factory ALM and artifact integration tools automated knowledge discovery & refactoring continuous modernization architecture runway Agile Maturity Model? provisioning, acquisition development, integration Point tools Point tool integration Integrated repositories 3
- 4. © 2014 Everware-CBDI Inc SOAM Value Chain 4
- 5. © 2014 Everware-CBDI Inc Conceptual Business Model REALIZED AS INDEPENDENT CAPABILITIES 5
- 6. © 2014 Everware-CBDI Inc “Everything is a Service” Deployed Core Business Capabilities, aka Microservice Architecture 6
- 7. © 2014 Everware-CBDI Inc Service Factory Service Delivery Architecture Conceptual Business Modeling Demand Shaping Knowledge Discovery Integration Transition Engineering Portfolio Management Specification Release Management Implementing the SOAM Value Chain Platform Delivery NB: simplified capability dependencies, solution track omitted 7
- 8. © 2014 Everware-CBDI Inc UI Layer - Mobile/Web Rich Internet Application (HTML, CSS, JavaScript) Static/Dynamic Web Pages REST Service SDKHTTPS HTTPS (JSON) MDD Platform Covers Much of the Footprint of an Application Presentation Layer UI Services Business Services Data Services Enterprise Data Data Layer Application Layer Common Core Code 8
- 9. Everware-CBDI Inc Mission Capability Markets Vision Resources Programs Principles Organization Products Implementation Deployment Specification Strategy Business Service Implementation Architecture Internal ArchitectureAutomation Unit Specification Deployable Artifacts Orderentry.jsp Orderentry.ejb Service Deployment Architecture Deployment Specification «DeploymentSpec» Order Entry execution:thread transaction:true Service Specification Architecture Service Specification Solution Architecture Business Concept ModelBusiness Capability Architecture Business Process Model Business and IT GoalsBusiness Strategy Model Implementation View Service Specification View Capability Dependency View Deployment View Realized by Implemented by Deployed to CBDI-SAETM Agile, Iterative Delivery doesn’t mean throw away the script!
- 10. © 2014 Everware-CBDI Inc SOAM Summary Subject SOAM Principles (Short Version) Eliminate Waste Amplify Learning Late Binding Deliver Fast Empower Team Built in Integrity See Whole Demand Shaping We describe business improvements as model deltas, not solutions We deliver services & solutions that combine to reduce technical debt We calculate ROI incl the fully loaded cost implications of a proposal Architecture We architect to facilitate a continuously evolving enterprise Our reference architecture establishes federated enterprise We always deliver/provision independent business capabilities Business capabilities are always delivered as software services We define standardization & localization for maximum business agility We only develop architecture for defined business improvement goals. Our common architecture is realized as a platform in core common code Modernization We continuously modernize Continuous refactoring reduces technical debt Organization We ensure a whole product focus to all value chain activities We organize capability improvement around Product Working Practices We apply Lean principles - Build – Measure – Learn – Improve We use smart automation We separate service and solution delivery Design & Delivery We specify implementation independent services using design by contract in rich service & API specifications We collaborate to deliver a shared Enterprise Platform Governance We mandate a simple set of metrics 10
- 11. © 2014 Everware-CBDI Inc11 agileservicefactory.com
Editor's Notes
- Let’s just stop and consider where the enterprise is today. More enterprises are facing a period of great change, frequently driven by the fast emerging digital business and innovation economy. And many enterprises are deeply immersed in making the change from the industrial economy where highly structured business processes are the dominant model, to the innovation economy, where flexibility, customization, content, choice, differentiated, added value are key requirements in a world where resources are at least equally important as physical assets. Yet the reality is that for many enterprises large programs are high risk. Outsourcing doesn’t necessarily deliver flexibility, in fact it can reduce agility and skills. Agile projects are frequently successful in a narrow focus arena, but do not scale to the enterprise resulting in duplication of capability and inconsistent customer experience. Similarly EA has not been uniformly successful and closely related SOA and platform initiatives, still seen as essential enablers of strategic business goals, become compromised by project specific requirements. As a consequence high levels of business and IT capability duplication proliferate and legacy applications remain as major inhibitors to business agility.
- Our architecture deliverables structure looks something like this, with each deliverable defined by the underlying meta model and reporting formats. The three basic project patterns clearly require architecture activity to be undertaken at different stages of a project. Just because a project is labelled Agile, doesn’t mean that there is less structure to the project overall, and particularly architecture activity. In fact in most Agile projects there needs to be greater clarity and precision of structure to allow for better metrics, automation and management.