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Lean EAM with the Microservices Add-on and the Signavio Integration
The presentation discusses Hermes Group's implementation of a lean enterprise architecture management (EAM) approach using the LeanIX tool. It highlights the need for a holistic overview of Hermes' complex application landscape to increase transparency. The LeanIX integration provides a single point of truth for application data and connects to other tools used by developers, process modelers, and occasional users for documentation. Lessons learned include the importance of cross-team collaboration, flexible integration, and establishing EAM as a central data source.
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Lean EAM with the Microservices Add-on and the Signavio Integration
- 1. LEAN EAM Bonn, 22November 2018 WITH THE MICROSERVICES ADD-ON AND THE SIGNAVIO INTEGRATION
- 2. A presentation bythe Hermes Group Bonn, 22. November 2018
- 3. Content 01 Hermes Group 02Our challenge 03 The survey 04 Our lean EAM approach 05 Overview of EAM Integration (scope & target) 06 Integration for Developers 07 Integration for Process Modellers 08 Integration for Occassional Users 09 Culture Change 10 Lessons learned & Take Away
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- 6. The Hermes Group– your versatile partner for e-commerce 6 Sourcing and products Hermes-OTTO International Hansecontrol Group International parcel distribution/Supply chain solutions/Customs consulting Hermes International Distribution Hermes Einrichtungs Service GmbH & Co. KG National companies of the Hermes Group Hermes Germany GmbH
- 7. Data, facts andfigures about Hermes Group services. 7 15,300 people around the globe are employed by the Hermes Group. 1,500 electric delivery vehicles until 2020. 3,13 billion euros in revenue were earned by the Hermes Group in the fiscal year 2017/18. Hermes is the number 1 in transporting furniture and white goods in Germany and the number 2 in B2C parcel delivery. 766 million shipments are delivered by Hermes every year in European markets. 2.000 is the number of suppliers in the Hermes-OTTO international network, and it’s still growing.
- 8. We are thespecialists for your customers and have more than 45 years of experience in B2C parcel shipping. 8 1972 2018 Start as an exclusive shipping services provider for OTTO 766 million shipments in the 2017/18 business year – client business rapidly expanding Share of European parcel shipping client business80 % & private customer business20 %
- 9. The perfect partnerfor handling your 2C shipping and returns – top performance at your doorstep or in Hermes ParcelShops. 9 approx. 14,000 delivery drivers >35,000 parcel drop-off points across Europe more than 15,000 Hermes ParcelShops throughout Germany
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- 11. There is nostandard software for our use case • Focus on inhouse development • Medium sized systems • Micro Services architecture • A lot of changes in parallel
- 12. Our application landscapeis closely interwoven • Many interfaces • Approach to vertical integration • Push for more backend services used by many users/systems (SOA / API)
- 13. Technology is thekey for improvement Logistics • The average transit time of a package is 34 hours • The time for transport could hardly be influenced Customer • Society is changing • Flexibility, new offerings Market • Established and new market competitors • Many innovations (by logistic startups)
- 14. Challenges we arecurrently solving 14 Changes take a long time Data quality and data access difficult Limited scalability In many cases, no modern technology Host systems with central business logic Relatively low level of automation in IT processes
- 15. 15 30 mins togo
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- 17. Where do youthink an architect could help? 17 Creation of a target application landscape Establishment of a common (IT) glossary Documentation of the current landscape
- 18. If you lookat the Hermes application landscape as a whole, what are the biggest challenges from your point of view? 18 Lack of transparency about dependencies Unclear which overall objectives are to be achieved We are doing too much in parallel We only build new systems without deactivating old ones
- 19. Should there bea full autonomy of the teams for technology selection? 19 The teams should be able to choose the best technical solution for each task. There should be a wide range of freedom, but with exchanging know-how. Standards for core technologies make sense to reduce complexity. No, to optimize efficiency we should limit freedoms.
- 20. Result: Establish leanEAM, a clear vision, best practices and transformability 20 Build centralized and comprehensive documentation of the actual landscape A common vision helps teams for better local decisions Define macro and micro architecture scope Our IT systems must become more transformable
- 21. Our High LevelTarget Architecture API / GUI GUI GUI Delivery Transport API / GUI Order API / GUI Planning & Disposition API / GUI Customer Communication API / GUI Logistic Partner Communication API / GUI Track & Trace API / GUI Billing BI advice order Time frame parcelshop tour invoice parcel Status Customer Liefery LC, Depot
- 22. Our lean EAMapproach 04
- 23. Our first biggoal: Create a holistic overview & transparency One place where all EA data can be found • with a focus on collaboration • linked to further information • representation of roadmaps • easy to use for occasional users Always up-to-date context information for domains, solutions, projects etc. Overview of our current IT landscape
- 24. Evolutionary development ofour EAM 24 Manual edited Not linked up Transparency Collaboration Clear structure Holistic modeling Uniform language Widespread collaboration Added value with an established EA tool Overall EA support EAM as norm in daily business
- 25. Overview of EAM Integration (scope& target) 05
- 26. Our tool landscape(around EA) 26 Build & Deploy Portfolio Management Costing Requirement Management Project Management Incident Management Performance Management Visualize Document Management Data Governance License Mgmt. Ops. Mgmt. (CMDB) Technology Discovery Business Capabilities Business Processes Strategy to Portfolio Requirement to Deploy Request to Fulfill Detect to Correct Finance Manager EA Business Analyst Business Analyst Data Analyst CIO Service Manager IT Operations IT Operations IT Operations PMO Product Owner Developer EA / PM Cost Center Service Costs / MetricsApplications Projects Projects Microservices Reports / KPIs Reports / Content Data Objects / Master Data SW / HW InformationIT Components / Configuration ItemApplications IT- Components Processes Applications Capabilities Applications: Data Object transferred : Incoming relation : Major User/Stakeholder Inventory Reporting Dashboard Mobile App Web App API Metrics (Incidents) Performance Metrics / Interfaces : outgoing relation
- 27. Single Point ofTruth for Applications 27 27 Costing Requirement Management Visualize Document Management Ops. Mgmt. (CMDB) Business Processes Strategy to Portfolio Requirement to Deploy Request to Fulfill Detect to Correct Business Analyst CIO IT Operations Product Owner EA / PM Applications Applications Applications Applications Applications Applications Applications: Data Object transferred : Incoming relation : Major User/Stakeholder Inventory Reporting Dashboard Mobile App Web App API : outgoing relation main attributes: ID, Name, Description, Responsible Replacement of various not synchronised Excel sheets, Wiki Pages, Documents & manual copies
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- 29. Integration for Developers 29 Build& Deploy Developer Microservices Inventory Reporting Dashboard Mobile App Web App API Requirements • Easy to automate via Continuous Deployment • Seamless Integration in Developer Stack • Support of typical technical build tools • Easy configuration Integration Content • Basic values (name, ID, description etc.) • Developer Team (responsible subscription) • Technical Solution (Tags) • Only important libraries (whitelist filter) • Links to Jenkins, Git in LeanIX, etc.
- 30. Metamodel for Applications •Applications are always on Level 1 • Applications level covers most of the information: subscriptions, tags, business capabilities, interfaces… • There could be logical groups of applications by tags Micro- services are on Level 2 They are always created via Add On Parent app & Criticality are added manually Tags represent technical information MyHermes order list service parcel order service
- 31. Microservice Pipeline basedon Pivio Integration – Step by step 31 Development Version Control CI Server LeanIX Messenger „Develop“ „Store“ „Build“ „Share“ „Inform“Upload Push/Pull Upload Send Event Automatic StepManual Step Pivio.yaml Build-File API Token Webhook Setup Pivio.yaml Build-File
- 32. Automatic documentation ofMicroservices … Source-Code Repository Source code Build Info LeanIX Metadata LeanIX Inventory Continuous Integration (CI) Pivio Client Fact Sheet Builds the Software automatically (new releases) 1 1 Dependencies from build system, e.g. uses Hibernate3, Java8, etc. 2 Automatically triggered, when a new release is created 3 Updates Fact Sheets in Inventory 2 3
- 33. Configuration via YAMLFile • Developer-friendly „YAML“ format • Open-Source Client and Server: pivio.io • Extracts Dependencies from Java & Javascript Projects
- 34. Outlook: What isnext Spread usage to more teams Integrate more information in yaml file (e.g. data objects) Use versioning and include or link to release notes Integrate with RocketChat & bmc tools
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- 36. Integration for ProcessModellers 36 Business Processes Business Analyst Processes Applications, Data Objects Bus. Cap Org. Structure Inventory Reporting Dashboard Mobile App Web App API Requirements • Use out-of-the box integration with easy configuration • Sync of metadata to BPM repository • Link processes to LeanIX fact sheets (apps & teams) • No extra effort for Process Modeller Integration Content • Metadata to Signavio glossary • Organisation • IT Systems • Data Objects • Business capabilities • Processes with relations to LeanIX
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- 38. Outlook: What isnext Check, whether “strict” mode is possible? Reporting of KPIs, e.g. “no. and criticality of applications in processes” Use MicroServices (instead of apps) in process models
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- 40. Integration for OccassionalUsers 40 Document Management EA / PM Reports / Content Inventory Reporting Dashboard Mobile App Web App API Requirements • Always up to date information in Confluence • No separate login needed in Wiki • Various diagrams, levels and hierarchies • Read Only information in Confluence with Link to LeanIX for editing values Content • Application overview (table) • Application detail page (factsheet)
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- 43. Outlook: What isnext Plugin in Confluence for direct links to factsheets in LeanIX Integration of reports with HTML Snippet (-> LeanIX roadmap) Show Custom Reports, e.g. for our Cloud Roadmap with detailed information & aggregation
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- 45. Cultural change andopenness as critical factors for success Find specific questions and quickly create "values" Take into account different expectations of your stakeholder "Culture is eating all"
- 46. Key enabler forsuccessful EAM 46 Strengthen cooperation Break up silos Building a common understanding Promote agility Ensure transparency
- 47. Book recommendation withsome concrete advices 47 Establish lean processes and rules instead of overburdening stakeholders with bureaucratic processes and unneeded artifacts Evolutionary problem solving instead of creating big blueprint or big design upfront documents Promotion and facilitation of open participation instead of relying only on experts and top-down wisdom Lean Agile Enterprise 2.0
- 48. Lessons learned & TakeAway 09
- 49. Enterprise architecture managementtools do not reach their full potential 49 “Very few companies integrate their EAM tools sufficiently into the process landscape and project management” “Businesses typically did not provide interfaces for exchanging data between an EAM tool and BPM or a CMDB. “There is a simple reason for a lack of integration: Almost all companies see EAM as an IT job; too seldom do the IT and business work with a common EAM approach.” Source: https://www.heise.de/ix/meldung/Tools-fuer-Enterprise-Architecture-Management-schoepfen-ihr-Potential-nicht-aus-2443221.html To better use the potential, IT architecture professionals should define and implement consistent interfaces that support an enterprise-wide data model. Furthermore, it is recommendable to set up the EAM tool as a central data source with integrated data. All evaluations and applications should refer to this (Single Point of Truth, SPOT).
- 50. Review of ourLeanIX implementation • collaboratively work on the common enterprise architecture • bringing together different groups of users and their use cases • Integration of the process and tool landscape • Simply make new users familiar with EA • Simple data model • Intuitive handling • Clear responsibilities with full data transparency • Data - Quality improvement through Survey Tool • Support specific views for application rationalization, interface management and DSGVO compliance • Integration of microservices within the deployment process • Current technology data from the CMDB Project challenges Bilateral solution Interface Application Provider IT Component Project User Group Data Object Technologie Applikationen Geschäft Tech. Stack Business Capability Process
- 51. Take Aways 51 • Cooperatewith different business units and teams • Support with specific views and reports Create social networks • Singe Point of Truth • Provide different level of detailedness Create a company wide data model • Use automation if data changes often • Eliminate redundant data sources • Let the stakeholder use their tools Flexible and automated integration
- 52. Other talks aroundIntegration & Lean 52
- 53. An integrated EAMtool approach is possible
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Editor's Notes
- #9 Image appears after click. Let your clients guess how big the amount of the Otto Group and other business client parcels is.
- #12 Keine Werbefolie, sondern Herleitung unserer Problemstellung
- #13 Keine Werbefolie, sondern Herleitung unserer Problemstellung
- #14 1) Transport und Sortierung verbrauchen den größten Zeitanteil Wie können wir technologisch unterstützen, um die restlichen Zeiten zu verringern 2) Kunden sind tagsüber nicht mehr zuhause Flexibilität – ich weiß bei der Bestellung noch nicht, wo ich sein werde, wenn das Paket zugestellt wird Artikel werden in mehreren Größen bestellt Amazon Prime Now - Same Day wird als selbstverständliche Option angenommen 3) Es gibt neue Marktbegleiter Immenses Wachstum Viele interessante Ideen, was setzt sich durch?