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Is next generation EAM more than just agile IT planning?
The document discusses the need for next generation enterprise architecture management (NGEAM) to address changes brought about by digital transformation. NGEAM requires shifting to a distributed architecture model with empowered architects collaborating throughout the organization. It also requires adopting agile development methods and scalable tools to facilitate collaboration. Architects' roles need to evolve from planning to facilitating digital platforms and ecosystems. Guiding principles for NGEAM include having architecture be collaborative, distributed, and empower architects within their domains.
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Is next generation EAM more than just agile IT planning?
- 1. EA Connect Day2018 Is Next Generation EAM more than Agile IT Planning? Sebastian Zeeb | Bonn | November, 2018
- 2. 2018 Deloitte 2 INTRODUCTION THINGSCHANGED NEXT GENERATION MINDSET SUMMARY
- 3. 2018 Deloitte 3 INTRODUCTION THINGSCHANGED NEXT GENERATION MINDSET SUMMARY
- 4. 2018 Deloitte 4 Globalpresence with local expertise - With total revenues of 38.8 billion USD, Deloitte is one of the world's largest professional services companies. OVERVIEW DELOITTE 31,3 32,4 34,2 35,2 36,8 38,8 GJ12 GJ13 GJ14 GJ15 GJ16 GJ17 • Turnover: $20.4 billion • Countries: 31 • Employees: 115,400 Americas • Turnover: $5.9 billion • Countries: 25 • Employees: 55,100 Asia Pacific • Turnover: $12.5 billion • Countries: 98 • Employees: 93,400 EMEA • Turnover: $38.8 billion • Countries: 154 • Number of employees: 263.900 Global company reach: around 263,900 employees in over 150 countries Global turnover ($ billion) Audit & Assurance Consulting Financial Advisory Risk Advisory Tax & Legal • Audit • Corporate Governance Assurance • Internal Controls Assurance • Advisory • Financial Services Solutions • Human Capital Advisory Services • Strategy & Operations • Technology • The Garage • Actuarial & Insurance Services • Corporate Finance Advisory • Forensic • Transaction & Restructuring Services • Valuation & Modelling • Controls Transformation & Assurance • Cyber Risk Services • Governance, Regulatory & Risk • Risk Analytics • Business Process Solutions • Business / Intern. Tax • Global Employer Services • Indirect Tax • Legal • Merger & Acquisition • Private Company Services • Tax Mgt. Consulting • Transfer Pricing Our integrated service offerings Stand: GJ2017* *FY begin on 01.06. and end on 31.05.; e.g. FY14: 01.06.13 - 31.05.14 Status: Financial year (FY) 2017* 35% 37% 9% 19% Assurance (Audit & Risk Advisory) Consulting Financial Advisory Tax & Legal
- 5. 2018 Deloitte 5 INTRODUCTION THINGSCHANGED NEXT GENERATION MINDSET SUMMARY
- 6. 2018 Deloitte 6 Digitizationis changing most of the industries and their business models -and it is getting faster THE IMPACT OF DIGITIZATION Design for changeDesign for operations Classical Product Centric Companies (e.g. OEMs) Updates bound to product development cycle New Market Entrants Shortened update Cycles Innovators (e.g. Spotify, Facebook, etc.) Continuous Release
- 7. 2018 Deloitte 7 Earlyapproaches already described dependencies, but the more business and IT are fusing, the more EA receives an creative role1 EVOLUTION OF ENTERPRISE ARCHITECTURE MANAGEMENT Business Systems Planning 1960s – 1980s • Describe current and desired states • Prepare an action plan • Implement it Description an Planning Early Enterprise Architecture 1980s – 1990s • Describe current and future states • Prepare an implementation plan • Implement it Planning and Implementation Modern Enterprise Architecture 1990s – 2018 • Describe baseline and target states • Prepare a transition plan • Implement the plan • Repeat the process Iterative Development Next Generation EAM Starting today • EAM embraces the shift towards the digital operating logic of creating and curating truly customer-centric digital ecosystems Shaping Digital Ecosystems 1 following: The History of Enterprise Architecture: An Evidence-Based Review, Svyatoslav Kotusev (2018) / AEA
- 8. 2018 Deloitte 8 IsNext Generation Enterprise Architecture Management (NGEAM) more than Agile IT Planning? NEXT GENERATION ENTERPRISE ARCHITECTURE • Digitization is changing customer behavior, possible business models and thereby the whole industries • No mater if evolution or revolution, every company has to find its own way to keep up the pace • Key challenges are the increase of complexity, integration as a process and the need of resilience • Separation of duties (Business/IT) is no longer stable • IT “is the product” • Digital platforms are integrators within digital ecosystems (some are business related, others to technology) • External partners become an integral part of the digital ecosystem • Classical EA often been called to be roadblock for quick responds to market demands • Agile development influence speed of deployment • Business is starting to do IT on their own (once again) • Integration needs to be core capability of IT Market is changing Companies are changing Roles are changing Transformation from the old economy operating logic to digital operating logic requires a Next Generation Architecture approach
- 9. 2018 Deloitte 9 INTRODUCTION THINGSCHANGED NEXT GENERATION MINDSET SUMMARY
- 10. 2018 Deloitte 10 NEXTGENERATION MINDSET Awareness of the context, impacts and taking responsibility for this context of the architecture work to balance the interests of involved parties Culture Collaboration Information Change of perception and focus of architecture roles & responsibilities Organizational structure need to be alleged with modern methods of operation Tools need to meet the expectations of these new roles and Collaboration forms
- 11. 2018 Deloitte 11 Collaborative Organization Qualification& Carrier Path Distributed Architecture Work Digital Platforms Next Generation Mindset provide create new extract information provide core set of common set of NEXT GENERATION MINDSET Way forward to a next generation mindset of enterprise architecture management Guiding Principles expand empower Architecture Automation
- 12. 2018 Deloitte 12 Commonlyshared beliefs of how IT architecture at scale should be organized GUIDING PRINCIPLES EAM Next Generation Guiding Principles Empowered Within their domain, architects are empowered, but also accountable, to decide on their own Relevant Standardization activities are limited to areas where they create a relevant impact Disciplined Architecture decisions follow a disciplined, predictable approach Rooted Every architect participates actively in at least one product team Collaborative Architects are collectively responsible for creating a sustainable system landscape Distributed EAM is a distributed practice throughout the company, not a central department
- 13. 2018 Deloitte 13 NEXTGENERATION MINDSET Current trends are causing changes in perception and focus of architecture work and responsibilities Designer Design for changeDesign for operations Planner Evolutionary pathTarget state Expert Solution contextIT structure Enabler BenefitCompliance Evangelist Best practicesNew technology Facilitator Consumable artifactsIndividual guidance ContainConsult ExpandEmpower I n t e g r a t o r / G u i d e
- 14. 2018 Deloitte 14 Application Architecture Data Architecture Business Architecture Technology Architecture •Processes • Methods • Repository • Tools • Rules Enterprise Architecture Management Architecture layers define playgrounds for underlying layers under consideration of interrelated dependencies COLLABORATIVE ORGANIZATION AND DISTRIBUTED ARCHITECTURE WORK Speed of change-- ++ Integration scope, resilience --++ Solution Architecture Solution Priorities ARCHITECT Group Brand Company Business Domain Subdomain Program Project Service NG EAM Architecture Layers Enterprise Architecture Enterprise ARCHITECT Priorities Domain Architecture Domain ARCHITECT Priorities Depends on Defines playground Depends on Defines playground
- 15. 2018 Deloitte 16 Theideal tool support will focus on collaboration an ease of use and should help teams and stakeholders to easily receive information they need COLLABORATIVE ORGANIZATION AND DISTRIBUTED ARCHITECTURE WORK 8.000 4.000 50.000 10.000 30.000 70.000 month 2 # Users# Updates month 1 month 3 month 4 month 5 month 6 +577% User cumulated updates Positive trend of LeanIX usage after implementation Success factors for tool usage • Quick start: fast ramp up easy data migration and data maintenance • Integration capability: Easy and/or standard Integration with other tools (e.g. those used in agile development) • User Experience: Stakeholder should have easy access and easily get information they need
- 16. 2018 Deloitte 17 DigitalPlatform Architecture Management requires scalable tools, frameworks and technologies in order to respond timely to business specific demands COLLABORATIVE ORGANIZATION AND DISTRIBUTED ARCHITECTURE WORK • Break down information silos between teams, departments, and individuals, and removing the disconnection thus helping the teams planning large scale portfolios • Co-jointly working on product requirements with the architecture team while tracking tasks instead of emails • Provision of a holistic overview with business context in order to strategically transform IT landscape Agile Tooling • SAFe is a knowledge-base of organization and work- flow pattern intended to guide enterprises in scaling lean and agile practices • Promotion of alignment, collaboration and delivery across large numbers of agile teams • Description of levels, roles, responsibilities, artifacts and activities necessary to implement Lean-Agile development Scaled Agile Frameworks
- 17. 2018 Deloitte 18 INTRODUCTION THINGSCHANGED NEXT GENERATION MINDSET SUMMARY
- 18. 2018 Deloitte 19 Digitaltransformation will only happen if we achieve a shift in mindset SUMMARY • Digitalization favors change over operations • NG EAM makes use of methods and tools for the agile software development • Empowerment is a major reason to invest in digital platforms • Distributed architecture work helps to expand our reach Your should ask yourself… • How much is agile development applied in your company? • What are the roles of your architects today? • What do you need to empower in your organization? • Who is responsible for EA and IT architecture development and who is doing it? And are they talking to each other? • Think about collaboration models fist but then select the right tools and methods to support your organization Our Experience… IT is core element of most products and company processes, today – So is architecture!
- 19. 2018 Deloitte 20 Digitizationis touching all areas of an Enterprise Architecture which makes Enterprise Architects the (Hitchhikers) Guide to the Digital Transformation* * following Johannes Helbig (ex CIO DHL in CIO Magazine 11.9.2018)
- 20.