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© 2011 IBM Corporation

Service Systems Analysis:Plan-oriented and agility-oriented practicesDiscussion Guide

Solution Architecture – IBM Client Technical ProfessionalsApril 2011

2 © 2011 IBM Corporation

Is the responsiveness of the business improved through people using technology, or is their progress inhibited by the technology?

Why a service system analysis?

work product guidance

tool mentor

produces

template

practice

reusable asset

has

work product description

service provider

is

service beneficiary

receivesexpects

business sponsor

wants and needs

business direction

industry environment

has

sets

refers to

guided by

responds to

Sociotechnical system → plan orientation

Socioecological system → agility orientation


AgendaService Systems Analysis

A. Analysis Approach

B. Frameworks Service Systems Methods: Open Unified Process

C. Agility (Service Component) Development Business (Process) Architecture

D. Roles and practicesAppendix Background references


IBM leads a Service Systems Analysis with selected customers at no charge, for insight into how people can use technology better

Overview

Premise● Challenges with

technology should be viewed as challenges of people with technology

Symptoms● (New)

technologies available, but not in widespread use

● Expected productivity with tools not attained

● Agility in intent, but not in practice

Approach● Centre on roles and practices

● Using, modeling, developing, architecting, assembling, and/or deploying technologies

● Lightweight/agile cycle of analysis and debriefing● One day at a time● Repeat cycle as needed

● Plan of action for follow-through

Open industry standards● Open source method framework

● Open Unified Process from the Eclipse Foundation● Eclipse Process Framework

Composer licensed as free● Extended into Rational Method

Composer as commercial

Benefits● Assessment of

strengths and deficiencies of current practices with technologies and tools

● Review of technology portfolio overlaps and gaps

● Diagnosis of proficiency needs for skill development

First steps● Get executive sponsor● Set up interviews

● One-on-one 60 minutes● Groups as 90 minutes


A Service Systems Analysis approaches discovery and envisioning through a rapid cycle style of agility

Approach

Scope● Roles experiencing challenges, and motivated to

improve● (New) technologies and tools not fully applied● Targeted leading practices and/or industry standards

1. Context●Executive sponsor

●Drivers●Constraints

Roles● Executive sponsor● Interviewees● Solution architect (IBM)● Client rep (IBM)

2. Interviews (1 day)● Clients / target

audience reps, analysts, architects, developers

● 60m each / 90m group

3. Analysis● Offline (a

few days)● Questions

via e-mail

4. Debriefing (60-90 min.)

● Review current state

● Weigh future state options

5. Action● Followups

to experts● Towards

roadmap

Business drivers and constraints

Business drivers and constraints Future state options Roadmap

Work products -- Vision

Activities

Learn and rescope


The drive to create and deliver value in enterprises has led to an emerging science of service systems

Why service systems?

A service system can be defined as a dynamic configuration of resources (people, technology, organisations

and shared information) that creates and delivers value

between the provider and the customer through service.

In many cases, a service system is a complex system in that

configurations of resources interact in a non-linear way.

Primary interactions take place at the interfacebetween the provider and the customer.

However, with the advent of ICT, customer-to-customer and supplier-to-supplier

interactions have also become prevalent. These complex interactions create

a system whose behaviour is difficult to explain and predict.

(IfM and IBM, 2008, p. 6)

complex system

resourcesis a

dynamic configuration

of

people

technology

shared information

organisationsare

valueprovider

customer

creates and

deliversbetween

service

through

service system

can be a

interactions

provider - customer

customer - customer

supplier - supplier

has

at the interface between

Source: IfM, and IBM. 2008. Succeeding through Service Innovation: A Service Perspective for Education, Research, Business and Government. Cambridge, UK: University of Cambridge Institute for Manufacturing. http://www.ifm.eng.cam.ac.uk/ssme/ .


Roles provide an entry into appreciating work content and coordination

Open Unified Process – Methods Content and Process Content

role

work product

activity

guidance tool mentor

task

responsible for

in outchecklisttemplate

deliverableartifact outcome

estimation consideration practice

roadmap term definition

white paper

reusable asset

is

has

work breakdown

is

performs

task description

process

phase

iterationmilestone

capability pattern

delivery process

role description

work product description

hashas

has

is

is

is

is

is

Work content

Work coordination

Reference: EPF Composer Architecture, http://www.eclipse.org/epf/composer_architecture/


Business-driven activities in BPM are prescribed in four phases

A Prescriptive Guide to Business Process Management

Collaborate, Iterate, Refine & Validate

Business Leader

Business Analyst

Business Analyst

Process Owner

Business Users

Business Analyst

Process Owner

Business Users

Business Leader

Source: John Bergland, Luc Maquil, Kiet Nguyen, and Chunmo Son. 2010. BPM Solution Implementation Guide. IBM Redpaper. http://www.redbooks.ibm.com/abstracts/redp4543.html .

1. Discover your business intent

● Capture business intent● Map business capabilities● Create high level process

maps● Identify options / prioritization

2. Story board the user interaction

● Capture/refine current state process; Examine alternate ROI to determine approach

● Define future state process

● Define inputs and outputs and mock up forms

3. Experience / visualize the solution

● Elaboration of business measures and KPIs

● Add operational characteristics to future state process

● Refine forms● Interactively validate

elaborated process in IT sandbox

4. Manage and optimize performance

● Empower business users to customize user experience

● Assign access rights; Optimize work assignments; Govern change

● Manage real time business performance, KPIs, and alerts based on changing business conditions

● Take corrective actions against process instances


Where is strategic agility needed most?

Strategic agility

Source: Yves L.Doz and Mikko Kosonen. 2008. Fast strategy: how strategic agility will help you stay ahead of the game. Pearson/Longman, p. xiii

-

Fast

Slow

Speed of change

Simple / linear Complex / systematicNature of change

Strategically agile companies

Operations-driven companies

Entrepreneurial companies

Companies driven by strategic planning


We define agility as the ability to respond to risks rapidly; changing requirements or stakeholders needs, or other changes impacting the application we are building[1]

Agility and ceremony

[1] Per Kroll and Bruce MacIsaac. 2006. Agility and discipline made easy: practices from OpenUP and RUP. Addison-Wesley. p.6

Process Map

WaterfallFew risks, sequential

Late integration and testing

Low CeremonyLight documentation

Light process

High CeremonyWell documented

TraceabilityChange Control Boards

IterativeRisk-driven

Continuous integration and testing

Agility translates to being in the lower-left quadrant in our process map.

Iterative development provides us with the rapid and timely feedback we need to understand when and

what to change, and the low ceremony provides us with the ability

to execute changes rapidly.


Work is organized at personal, team and stakeholder levels of micro-increments in iteration lifecycles in project lifecycles

OpenUP Content

Source: Introduction to OpenUP (Open Unified Process), http://www.eclipse.org/epf/general/getting_started.php


Agility-oriented practices emerging in strategy and development are influencing views on deployment and delivery

Practices: Plan-oriented → Agility-oriented

Plan-Oriented Practices Agility-Oriented PracticesStrategy[1] Strategic Management Strategic Agility

● Foresight-driven strategic planning ● Insight-based strategic sensitivity● Corporate-subunit planning process

and one-to-one CEO decisions● Collective commitments by the top

management team● Resource allocation, delegated

subunit execution, staff control● Resource fluidity in redeployment and

sharingDevelopment[2] Plan-Oriented Values Agility-Oriented Values

● Processes and tools ● Individuals and interactions● Comprehensive documentation ● Working implementations● Contract negotiation ● Customer collaboration● Following a plan ● Responding to change

Deployment and Delivery[3][4]

BPM + SOA: Business Process Management + Service Oriented Architecture

EA: Enterprise Architecture

Business (Process) Agility[3]

Actionable Architecture[4]

New! (see next slide)

[1] Yves L.Doz and Mikko Kosonen. 2008. Fast strategy: how strategic agility will help you stay ahead of the game. Pearson/Longman, p. 34.[2] Adapted from Scott W. Ambler, Examining the Agile Manifesto. http://www.ambysoft.com/essays/agileManifesto.html.[3] Luc Chamberland, Lee Gavin, et al. 2010. IBM Business Process Management Reviewer’s Guide. IBM Redpaper.

http://www.redbooks.ibm.com/abstracts/redp4433.html .[4] Claus T. Jensen, Owen Cline, and Martin Owen. 2011. Combining Business Process Management and Enterprise Architecture for Better Business

Outcomes. IBM Redbooks. http://www.redbooks.ibm.com/abstracts/sg247947.html .


Business (Process) Agility is coevolving with Actionable Architecture towards achieving enterprise-level impacts

Deployment and delivery

Plan-Oriented Practices Agility-Oriented PracticesDeploy-ment and Delivery[3][4]

BPM + SOA EA Business (Process) Agility[3]

Actionable Architecture[4]

● Collaboration to predict and optimize process outcomes and operational efficiency

● Rapid deployment of new solutions from reusable building blocks

● Rapid customization of flexible processes

● Real-time sensing and response to business events providing end-to-end visibility and actionable insight

● Creating a blueprint of enterprise information to make faster, better informed decisions

● Using EA blueprints as a communication platform between business and IT to ensure that IT investments are in line with business needs

● Gaining insight into the impact that changes will have on all aspects of the business to better manage transformation initiatives

● Converting business strategy and enterprise-wide processes into effective supporting IT technologies

● Validating IT investments to assure alignment with business value + expectations

● Flexibility: Choices made today should not limit the choices that need to be made in the future

● Agility: Decisions beyond if-then-else statements, managed on the fly as policies change

● Collaboration: Sharing information across departments, revealing efficiencies and insights

● Speed: Assembling solutions based on reusable assets, minimal coding, integrated test, and straightforward deployment

● Business-IT Alignment: Active role by Line of Business in defining and testing processes, and seeing results in real time

● Continuous Process Improvement: Production-time insights, refactoring into process models

● Contextual with a clearly defined purpose, motivation, priority, scope, and time horizon

● Collaborative with availability to and accessibility by all stakeholders to get participation and commitment, often even collaboratively evolved

● Connected with traceable links across purposes and domains, including appropriate levels of change and configuration management.

● Consumable that can be understood from (different) stakeholder perspectives and viewpoints as required for understanding + buy-in

[3] Luc Chamberland, Lee Gavin, et al. 2010. IBM Business Process Management Reviewer’s Guide. IBM Redpaper. http://www.redbooks.ibm.com/abstracts/redp4433.html .

[4] Claus T. Jensen, Owen Cline, and Martin Owen. 2011. Combining Business Process Management and Enterprise Architecture for Better Business Outcomes. IBM Redbooks. http://www.redbooks.ibm.com/abstracts/sg247947.html .


Agility Maturity Model

Agility

Focus is on constructionGoal is to develop a high-quality system in an evolutionary, collaborative, and self-organizing mannerValue-driven lifecycle with regular production of working software

Extends agile development to address full system lifecycleRisk and value-driven lifecycleSelf organization within an appropriate governance framework

Addresses one or more scaling factors:

● Team size● Geographical

distribution● Organizational

distribution ● Regulatory

compliance● Environmental

complexity● Enterprise

discipline

Reference: See http://www.ibm.com/developerworks/blogs/page/ambler?tag=APMM

1 Core Agile Development

DisciplinedAgile Delivery2

Agility at Scale3


Business process agility can be improved through six enablers for dynamically response to changing conditions and innovation

Points of agility

Monitoring● Real-time

visibility of dynamic process execution and detection of business events for intelligence

Events● Alerts

triggered by non-sequential internal or external occurences as risks or opportunities

Active Content

● Documents logically filed, automatically changed or personalized, initiating procedures or updates as needed

Collaboration● Contextual

consolidation of content coordinated with colleagues and subject matter experts

Rules● Combined

procedural logic applied to general purpose decisions, assignments or routings

Predictive Analytics

● Non-obvious patterns or associations uncovered, enabling anticipatory plans


Architecture maturity correlate with shifts in IT investment and business process redesign

Enterprise architecture maturity

Source: Jeanne W. Ross, Peter Weill, and David Robertson. 2006. Enterprise architecture as strategy: creating a foundation for business execution. Harvard Business Press, p. 72 (Figure 4-1, from 2005 MIT Sloan Center for Information Systems Research).

12% 48% 34% 6%

11% 14% 17% 18%

35%40% 35% 33%

18%21% 32% 34%

36%25% 16% 15%

Local applicationsEnterprise systemsShared infrastructureShared Data

Architecture maturityBusiness

SilosStandardized Technology

OptimizedCore

BusinessModularity

100% Local applications

Enterprise systems

Shared infrastructure

0%Shared data

Firms in stage Looking to

maximize individual business unit needs or functional needs

Providing IT efficiencies through technology standardization + centralization of technology management

Providing companywide data and process standardization as appropriate for the operating model

Manage and reuse loosely coupled IT-enabled business process components to preserve global standards while enabling local differences


In the second and third stages, local flexibility is exchanged for global flexibility

Changes in organizational flexibility through the architecture stages

Source: Jeanne W. Ross, Peter Weill, and David Robertson. 2006. Enterprise architecture as strategy: creating a foundation for business execution. Harvard Business Press, p. 80 (Figure 4-2, from 2005 IMD and MIT Sloan Center for Information Systems Research).

12% 48% 34% 6%

Local applicationsEnterprise systemsShared infrastructureShared Data

Architecture maturityBusiness

SilosStandardized Technology

OptimizedCore

BusinessModularity

High flexibility

Global flexibility

Local flexibility

Low flexibility

Business unit managers control local business and IT decisions

Global change requires simultaneous agreement

Business units give up discretion on technical, settle for 80% solutions

Standardization reduces complexity, speeds implementation

Companywide data and process standards disrupt local decision-making patterns.

Transparency ↑ comparable + predictable processes

Platform of core processes, data, technology

Plug and play business modules

Modular interfaces simplify changing implementations


Roles

Roles in development, deployment and delivery

Open Unified Process [1]

Core Agile Development[2] Business (Process)[3]

● Stakeholder● Analyst● Architect● Developer● Tester● Project manager● Any Role (for general

tasks)

● Stakeholders● Team lead/coach● Developers● Product owner● Independent tester● Technical expert● Domain experts

● BPM analyst● BPM developer● BPM integration developer● BPM project manager● BPM solution architect● Infrastructure specialist● Interface developer● Monitor specialist● Rule analystAgility@Scale[3] adds ..

● Architecture owner● Integrator

[1] Richard Balduino. 2007. Introduction to OpenUP (Open Unified Process). Eclipse Foundation. http://www.eclipse.org/epf/general/OpenUP.pdf .[2] IBM Software Group 2011. Introduction to Agile Delivery Workshop[3] Claus T. Jensen, Owen Cline, and Martin Owen. 2011. Combining Business Process Management and Enterprise Architecture for Better Business

Outcomes. IBM Redbooks. http://www.redbooks.ibm.com/abstracts/sg247947.html .

-


Practices

Agility@Scale

Agile Core● Iterative Development● Two-Level Project

Planning● Whole Team● User Story Driven

Development● Continuous Integration● Test Driven Development

Change & Release Management● Team Change

Management● Formal Change

Management

Governance & Compliance● Risk-Value Lifecycle● Practice Authoring &

Tailoring● Setting up a Performance

Management System● Managing Performance

Requirements Management● Shared Vision● Business Process

Sketching● User Case Driven

Development● Requirements

Management

Architecture Management● Evolutionary

Architecture● Evolutionary Design● Component-Based

Software Architecture● Design Driven

Implementation

Quality Management● Concurrent Testing● Test Maangement● Independent Testing● Application

Vulnerability Assessment

● Performance Testing Source: IBM Software Group 2011. Introduction to Agile Delivery Workshop

Practices include:● Explanation of the

problem it helps solve● The tasks and steps to

execute it● Concepts to thoroughly

understand it● Work products created or

consumed by it● Instructions on how to

adopt it● Additional pieces of

guidance● How to measure its

effect and effectiveness● Tool mentors to show

how to use tools with it● Roles describing

responsibilities


New management processes formalize organizational learning on how to leverage IT capabilities and adopt business process changes

How architecture management practices evolve

Source: Jeanne W. Ross, Peter Weill, and David Robertson. 2006. Enterprise architecture as strategy: creating a foundation for business execution. Harvard Business Press, p. 103 (Figure 5-4, from 2005 MIT Sloan Center for Information Systems Research).

Business Silos Standardized Technology Optimized Core Business Modularity Business cases Project methodology

Architects on project teams IT steering committee Architecture exception process Formal compliance process Infrastructure renewal process Centralized funding of

enterprise applications Centralized standards team

Process owners Enterprise architecture

guiding principles Business leadership of

project teams Senior executive oversight IT program managers

Enterprise architecture core diagram

Post-implementation assessment

Technology research and adoption processes

Full-time enterprise architecture team


OpenUP principles create the foundations for interpreting roles and work products and performing tasks, capturing general intentions

Open Unified Process supports the Agile Manifesto

OpenUP principle Agile Manifesto statement

● Collaborate to align interests and share understanding

● Individuals and interactions over process and tools

● Balance competing priorities to maximize shareholder value

● Customer collaboration over contract negotiation

● Focus on the architecture early to minimize risks and organize development

● Working software over comprehensive documentation

● Evolve to continuously obtain feedback and improve

● Responding to change over following a plan

Source: Introduction to OpenUP (Open Unified Process), http://www.eclipse.org/epf/general/getting_started.php


Attaining agility in development teams is hampered by about half not conducting in self-organizing practices

How agile are teams claiming/trying to be agile?

Source: Scott W. Ambler, How Agile Are You? (2010 survey results), http://agilemodeling.com/surveys/

All 5 criteria

All but self organizing

Improvement

Self organizing

Stakeholders

Validation

Value

53%

72%

88%

56%

95%

87%

94%

39%

63%

75%

40%

75%

86%

78%

How agile are teams claiming to be agile?

How agile are teams trying to become agile?Criteria for scoring agility

1. Value Produce a consumable solution on a regular basis which provides value to stakeholders.

2. Validation Do continuous regression testing, and better yet take a Test-Driven Development (TDD) approach.

3. Stakeholders Work closely with their stakeholders, or a stakeholder proxy, ideally on a daily basis.

4. Self-organization

Are self-organizing and work within an appropriate governance framework.

5. Improvement Regularly reflect on, and measure, how they work together and then act to improve on their findings in a timely manner.