agile enterprise architecture management - entwicklertag · 1. turbulent times accelerating growth,...

Software Engineering for Business Information Systems (sebis)

Department of Informatics

Technische Universität München, Germany

wwwmatthes.in.tum.de

Agile Enterprise Architecture ManagementStrategic IT Management in Turbulent TimesProf. Florian Matthes, Karlsruher Entwicklertag, 20.Mai 2015

http://wwwmatthes.in.tum.de

http://wwwmatthes.in.tum.de

1. Turbulent Times

Accelerating growth, heterogeneity, connectedness and change

2. Enterprise Architecture & Enterprise Architecture Management

Clarity, coherence and agility despite complexity

Business capability modeling

3. Agile Enterprise Architecture Management

Principles

Empirical results

Implementation using patterns and building blocks

Overview

© sebis150520 Matthes Agile EAM Karlsruhe 2

Accelerating adoption rates for new technologies


Tablet, Sensors, …

Example of a disruptive technology


Exponential growth starts inconspicuously, and humans are

not used to reasoning about non-linear processes.

150520 Matthes Agile EAM Karlsruhe 5© sebis

Source: 2012 Small and Medium Social Business Study, SMB Group

The legal complexity of international markets keeps

growing.


Humans: Employees, Customers, Suppliers, Partners, Markets, Communities, …

Laws & Regulations

Resources: Energy, Matter, Information, Technology…

Enterprise

Enterprises have to adapt their business capabilities

to an increasingly turbulent environment.


Business Capabilities

Information Management Capabilities

SCM

Vision, Goals, Strategy

Procurement SalesLogistics

Holistic

Optimization

ERP CRM

Coherent

Transformation

Accelerating

ChangesDisruptive

Changes

Research areas and ongoing projects


SocialContent & Model

Management

SocioCortex

Spreadsheets 2.0

Knowledge-Intensive

Processes

(Eco-) System Robustness

Model-based UI

Visual ContentAnalytics

EnterpriseArchitectureManagement

EAM

Application LandscapeComplexity

Metrics

EAM Pattern Catalog 2015

Big DataArchitectures & Adoption

ArchitectureRecom-

mendation

ArchitectureSimulation

ApplicationPortfolio

Management

Next-Generation

Data Centers

Research areas and ongoing projects


ServicePlatforms andEcosystems

TUM LLCM

Crowd Sourcing

and Innovation

PartnerOn- & Off-Boarding

Integrated Multi-Level Monitoring

Service Management

Control Station

TechnicalPlatform

Architecture

Modeling & Management of

Legal Norms

Lexalyze

Structural & Linguistic Law

Analysis

Accountability in Socio-Technical Systems

SemanticLaw Analysis /

Executable Contracts

Vertical Social Software

VSS

Collaborative Morphological Analysis

Collaborative Video

Annotation

Contextual Computing

InCoBate

1. Turbulent Times






Principles

Empirical results


Overview


Application landscape complexity


• 102 – 103 networked and highly diverse information systems

• Complexity ~ number of relationships between systems

• IT does not keep pace with accelerating speed of business

• Maintenance costs eat up IT budget and limit ability to transform

System complexity ~ number, variety and dynamicity

of elements and their dependencies

150520 Matthes Agile EAM Karlsruhe 12

Business Architecture Management

IT Architecture Management

© sebis

Business Architecture

The BEAMS Enterprise Architecture Framework

Common language for business and IT

Technical, social, economic and legal aspects

Layers and crosscutting concerns

Static and dynamic relationships more important than element details

Current, planned and target architecture

150520 Matthes Agile EAM Karlsruhe

Str

ate

gie

s &

Pro

jects

Princip

les &

Sta

ndard

s

Business Capabilities

Organization & Processes

Business Services

Applications & Databases

Infrastructure Services

Infrastructure Elements

Vis

ions &

Go

als

Questions &

KP

Is

13

Legal A

spects

Security

© sebis

BEAMS , EAM Pattern Catalog and EAM KPI Catalog

https://wwwmatthes.in.tum.de/pages/ste22z023rd3/BEAMS

https://wwwmatthes.in.tum.de/pages/3b4t6l34g936/EAM-Pattern-Catalog

https://wwwmatthes.in.tum.de/pages/19kw70p0u5vwv/EAM-KPI-Catalog

Most frequent EA challenges

0,00%

10,00%

20,00%

30,00%

40,00%

50,00%

60,00%

70,00%

80,00%

90,00%

100,00%

1. Ad hoc EAMdemands

2. Unclear businessgoals

3. Hard to findexperienced

enterprise architects

4. EA demandsunclear for EAM

team

5. Enterpriseenvironment

changes too quickly

Agree (%)

Neither (%)

Disagree (%)

n=102

14

Hauder, M., Roth, S., Schulz, C., Matthes, F.: Organizational Factors Influencing Enterprise Architecture Management Challenges, 21st European

Conference on Information Systems (ECIS 2013), Utrecht, Netherland, 2013.

© sebis150520 Matthes Agile EAM Karlsruhe

Agile EAM

Business

Capability

MapsAgile EAM

Business

Capability

Maps

Business capability


A functional building block of the business architecture that supports the business model

and the business strategy. It defines the organization’s capacity to successfully perform

a unique business activity.

Definition

Characteristics

People Dimension: knowledge, skills, and experiences of the enterprise’s staff

Process Dimension: concepts, business processes, and information management

Material Dimension: underlying assets, such as infrastructure, IT, and equipment

Dimensions

Stability

independent from the organizational model, technologies, and vendor solutions

Abstraction

encapsulate and abstract from any explicit resource, business process, or IT

Horizontal Structure

a complete and non-overlapping functional decomposition of the enterprise

Vertical Structure

can be broken down into more granular business capabilities

Business capabilities in context


Business Capability Map

Complete and non-

overlapping view on the

enterprise’s

business capabilities

Business Model

Complete view on

value creation

Key

PartnersKey

Activities

Value

Proposition

Customer

Relationships

Customer

Segments

Key Resources Channels

Cost Structure Revenue Streams

Business Capability

View on one business

capability with its

dimensions and lifecycle

Business

Capability

People Processes Resources

Capability

Increments

Life cycle

Business

Capability

Business

Capability

Business

Capability

Business

Capability

Business

Capability

Business

CapabilityBusiness

Capability

Business

Capability

Using a business capability map to communicate

business goals.


Sales and Service

Product and Service Processing

Bank Support

Business Management and

Planning

Savings and

Investment

Marketing and Intelligence

Corporate

CommunicationsHuman Resources SecurityICT Management Facility Management

Bank

Marketing

Partner

Intelligence

Product and Service

Procurement

Internal

Demand

Third-party

Products

Utility Services

Product and Services

Design and Marketing

Product/

Service Design

Third-party

Research

Product

Marketing

Strategic

Planning

Regulatory

Compliance

Bank

Governance

Cash and

Liquidity Mgmt.

Market

Intelligence

Customer

Intelligence

Utility Service DeliveryInternal Product

Processing

Third-party Product

Processing

Value-rich Service

Delivery

Customer Portfolio

Management

Customer Relationship

Management

Business Partner

Management

Customer Advice

(non-fee services)

Product and Service

Sales

ReportingCollaboration AccountingArchiving and

Document Mgmt.Risk Management

Financial

Management

Capability

Capability

Capability High strategic relevance

Medium strategic relevance

Low strategic relevance

Strategic

Relevance Map

SR-Map

Capability

Condition Map

CC-Map

Strategic

Gap Map

SG-Map

Using a business capability map to assess the current

capabilities.


Sales and Service


Bank Support


Planning

Savings and

Investment


Corporate


Bank Marketing

Partner

Intelligence

Product and Service

Procurement

Internal

Demand

Third-party

Products

Utility Services



Product/

Service Design

Third-party

Research

Product

Marketing

Strategic

Planning

Regulatory

Compliance

Bank

Governance

Cash and

Liquidity Mgmt.

Market

Intelligence

Customer

Intelligence


Processing

Third-party Product

Processing

Value-rich Service

Delivery

Customer Portfolio

Management


Management

Business Partner

Management

Customer Advice

(non-fee services)

Product and Service

Sales



Financial

Management

Capability

Capability

Capability Advanced condition

Medium condition

Poor condition

Strategic

Relevance Map

SR-Map

Capability

Condition Map

CC-Map

Strategic

Gap Map

SG-Map

Using a business capability map to identify

EA demands.


Sales and Service


Bank Support


Planning

Savings and

Investment


Corporate


Bank Marketing

Partner

Intelligence

Product and Service

Procurement

Internal

Demand

Third-party

Products

Utility Services



Product/

Service Design

Third-party

Research

Product

Marketing

Strategic

Planning

Regulatory

Compliance

Bank

Governance

Cash and

Liquidity Mgmt.

Market

Intelligence

Customer

Intelligence


Processing

Third-party Product

Processing

Value-rich Service

Delivery

Customer Portfolio

Management


Management

Business Partner

Management

Customer Advice

(non-fee services)

Product and Service

Sales



Financial

Management

Mobile

Banking

Offer

Options for

additional sales

channels

Online

Services

Online

ServicesCustomer

Database

Enhance Risk

Management

Enhance

Security

Customer

Database

Capability

Capability

Capability Strong gap

Medium gap

Small or no gap

Strategic

Relevance Map

SR-Map

Capability

Condition Map

CC-Map

Strategic

Gap Map

SG-Map

1. Turbulent Times






Principles

Empirical results


Overview


mostly

stable

chaotic

dynamic turbulent

dynamicity of

the problem

complexity of the problem

high

low high

low

The management approach has to fit

the problem at hand.


spezialize

& automate

(Taylorism)

experiment

& learn

(MVP)

manage

collaboratively

(emergent structure)

dynamicity of

the problem

complexity of the problem

high

low high

low

The management approach has to fit

the problem at hand.


Agile EA management principles


Individuals and interactions over formal processes and tools

IT Project 3IT Project 2

IT Project 1

Top management

Business

stakeholders

Software

development

IT operations

Project managers

Software architects

Software developers

Top management

Strategy office

Business owners

Application owners

IT operations

Purchasing

EA Team

• Ensure top management

support

• Maintain a good relationship to

people form other

management areas

© sebis



Focus on demands of top stakeholders and their language(s)


IT Project 1

Architecture

blueprints

Top management

Business

stakeholders

Software

development

IT operations

Project managers

Software architects

Software developers

Top management

Strategy office

VisualizationsBusiness owners

Application owners

IT operations

Purchasing

EA Team

Stakeholder-specific

architecture views

Metrics

Reports

Architecture-

approval and

requirements

Architecture

changes

model

collect

motivate

Business

and IT

strategy

Individual

architecture

aspects

Business

and org.

constraints

• Spend 75% of your time on

communication

• Avoid waste, be lean

• A single number or a picture

may be more helpful than 10

reports

• Work towards a shared

language

• Clarify relationship to existing

modeling activities

© sebis



Reflect behavior and adapt to changes


IT Project 1

Architecture

blueprints

Top management

Business

stakeholders

Software

development

IT operations

Project managers

Software architects

Software developers

analyze

evaluate

Top management

Strategy office

VisualizationsBusiness owners

Application owners

IT operations

Purchasing

EA Team

Stakeholder-specific

architecture views

Metrics

Reports

Architecture-

approval and

requirements

Architecture

changes

model

collect

motivate

Business

and IT

strategy

Individual

architecture

aspects

Business

and org.

constraints

• Design and deliver in short

cycles (~12 months)

• Continuous collaboration

• Use best practice building

blocks and patterns

• Request 360° feedback

• Adapt models and processes

© sebis

Example: DB Mobility Logistics


Example: ABN AMRO


A transformation unit


A transformation network


Example: Evonik


Incorporating Lean, Agile, and Enterprise 2.0 in

Enterprise Architecture Management


Bente, Stefan, Uwe Bombosch, and

Shailendra Langade. Collaborative

Enterprise Architecture: Enriching EA

with Lean, Agile, and Enterprise 2.0

Practices. Newnes, 2012.

…instead of overloading the stakeholders with bureaucratic

processes and unsolicited artifacts

Establish a lean set of processes and rules…Lean

…instead of blueprinting the whole future rigidly on a drawing

board

Adopt evolutionary problem solving…Agile

…instead of relying only on experts and top-down wisdom

Foster and moderate open participation… Enterprise 2.0

© sebis

Adoption of agile management principles

Survey among European enterprise architects (Q4 2013, n=105)

Agile Enterprise Architecture management: Empirical analysis on the application of agile principles [to appear 2014]


1. Turbulent Times






Principles

Empirical results


Overview


Architecture management has to be integrated with

other management functions.

Architectural changes are performed through a coherent set of projects.


Architecture Management

Multi-Project Management

Project Portfolio ManagementStrategy Management

Project Management

Define

MeasurePlan

Measure

Prioritize

& Commit

Implement

Measure

Deploy

& Migrate

Requirements

ManagementIdentify

Measure

Application Lifecycle Management

Innovation Management

Example of a mature IT organization

© sebis

Influence factors for EAM


EAM Questions

Organizational Context

EAM Goals

Maturity of other (IT) management functions

Enterprise Context

Influence factorschanging over time

More >

https://wwwmatthes.in.tum.de/pages/znw2ffp1fkhj/Pattern-based-Design-Research-in-Enterprise-Architecture-Management

The idea behind the EAM pattern catalog 1.0

Tailor the EAM to the specific situation (pains) of the enterprise and follow an

incremental strategy based on EAM patterns representing proven practices.

Systematically document the dependencies between

Individual management concerns, Which concern is relevant for which stakeholder?

Methodology patterns (M-Pattern),Which activities are required to address a concern?

Viewpoint patterns (V-Pattern) andWhich viewpoints help stakeholders to collaboratively perform the activities?

Information model patterns (I-Pattern)Which information has to be available to generate a view?

Draw attention to the consequences implied by a pattern (labor, required

information, political resistance, …)


Overview of the pattern catalog version 1.0

Basis: literature, experience from sebis research projects,

structured interviews of 25 enterprise architects

Selection based on relevance and adoption by an

extensive online questionnaire

43 concerns, 20 M-Patterns, 53 V-Patterns, and 47 I-Patterns

150520 Matthes Agile EAM Karlsruhe 39© sebis

Stakeholders

Viewpoint Patterns

Information Model

Patterns

Data Collection Patterns

Vie

ws /

Art

ifacts

DC1

C1

?

V2

123

V3

Report

V1

I1 I3

DC2

S3

I2

DC3

C2

?C3

?

S1 S2

Concerns

e.g. CIO

e.g. reduce functional

redundancy

e.g. Business Support Map

e.g. Business Capabilities,

Business Applications &

Business Support

e.g. import monthly from CMDB

M1

Method Patterns e.g. Management of

Homogeneity, Buy

before makeP1

!

EAM PC 2015: Conceptual overview


Architecture Principles

Summary and conclusion

1. Increasing business complexity and environmental volatility create a demand for

holistic optimization and coherent transformation.

2. Business capabilities and business capability maps provide (black-box)

abstractions beneficial and accessible for many stakeholders and enterprises of

various sizes.

They provide a stable architectural reference for strategic modeling tasks in

turbulent environments.

3. Enterprise (business, domain, IT, software, …) architects should

adapt their management approach to the dynamicity and complexity of the

problems at hand

apply agile principles

utilize practice-proven patterns and building blocks


Technische Universität München

Department of Informatics

Chair of Software Engineering for

Business Information Systems

Boltzmannstraße 3

85748 Garching bei München

Tel +49.89.289.

Fax +49.89.289.17136

wwwmatthes.in.tum.de

Florian Matthes

Prof.Dr.rer.nat.

17132

[email protected]

Thank you for your attention. Questions?

http://wwwmatthes.in.tum.de/

Enterprise architect education and certification


Master Course Business Informatics

Strategic IT Management and EAM

Euro CIO Professional Programme

Business and Enterprise Architecture

EAMKON Conferences & Workshops

User Group Architekturmanagement

EAM Grundlagen für die Praxis

GI Arbeitskreis Unternehmensarchitektur

Leitung Fachgruppe Architekturen,

Enterprise architect should become a profession and not just a job title.

agile enterprise architecture management - entwicklertag · 1. turbulent times accelerating growth,...

Documents