agile enterprise architecture in government business transformations (capgemini open group sydney...
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Agile Enterprise Architecture in Government Business TransformationsTRANSCRIPT
Transform to the power of digital
Agile Enterprise Architecture in Government Business Transformations Open Group Conference Sydney – April 16 2013
Anders Jensen-Waud
Capgemini Australia
CLIENT LOGO
Today’s agenda
▶ Introduction
▶ Key challenges in government transformation
▶ Our point of view on Agile Enterprise Architecture
▶ Recommendations for agile government transformation
About Capgemini
With more than 120,000 people in 40 countries, Capgemini is one of the world's foremost providers of consulting, technology, and outsourcing services. The Group reported 2012 global revenues of EUR 10.3 billion.
Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want.
A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experience™, and draws on Rightshore®, its worldwide delivery model.
About Anders – Managing Consultant and Architect in Capgemini since 2011.
– Background in systems engineering in aerospace and defence.
– Wide experience as a consulting enterprise architect within government, defence, energy, and utilities.
– Delivered a variety of architecture & transformation engagements in Australian and Danish government organisations.
– Certified TOGAF v9 Architect.
– Published author in a number of international, peer-reviewed journals and books.
Copyright © 2013 Capgemini Australia. All rights reserved.
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Executive summary
Copyright © 2013 Capgemini Australia. All rights reserved.
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Key challenges to successful government transformation are scope change, ICT for the sake of ICT, and a limited focus on delivering better policy outcomes.
Citizens expect immediate access to government services via any channel and any device. Taxpayers expect immediate return on investment.
Shift in focus from monolithic big-bang implementations to iterative systems improvements. Service orchestrations over systems replacements.
Agile EA is the application of agile software engineering techniques to enterprise architecture delivery.
Key components include partitioning, architecture sprints, close customer collaboration, and global integration.
INSIGHT THEME
Key challenges to government transformation
The expectations and needs of citizens are changing
Impact on government Enterprise Architecture delivery
Agile Enterprise Architecture
In order to embrace Agile EA, governments must combine top-down strategic architecture with bottom-up capability architectures.
Result: Top-down governance in combination with bottom-up responsiveness. Top-down & bottom-up delivery
Today’s agenda
▶ Introduction
▶ Key challenges in government transformation
▶ Our point of view on Agile Enterprise Architecture
▶ Recommendations for agile government transformation
Challenges in government transformation are not dissimilar to challenges in the private sector with the added complexity of political pressure
Copyright © 2013 Capgemini Australia. All rights reserved.
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Challenges
Scope change
Transformation scope can be difficult to define and changes over time.
Requirements are sometimes fluid and difficult to baseline.
Political and budget pressures in some cases cause scope creep.
Too many stakeholders
Too many stakeholders sometimes implies too many political motivations and aspirations.
Policymakers may overestimate the benefits of consolidation and rationalisation.
ICT for the sake of ICT
In some cases, technologists and not business owners drive change initiatives.
ICT is sometimes expected to deliver better outcomes on its own.
Products are selected before business requirements definition.
Limited focus on outcomes
Technology trends and software vendors sometimes drive transformation requirements.
In the worst case, the needs of citizens are underestimated.
Headline
Consumerisation of technology is changing the needs and expectations of citizens
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ANY CHANNEL & ANY DEVICE
CONTINUOUS SERVICE IMPROVEMENTS
CITIZENS EXPECT INVESTMENT BACK
INTO THE COMMUNITY
The consumerisation of ICT drives the need for interacting with citizens through many channels, technologies, and devices in real-time.
Shift in device trends from personal computers to smartphones, tablets, and cloud based solutions.
Government data is made publicly available and is leveraged in new innovative ways. Citizens expect public data to be freely available at no charge.
Taxpayers expect immediate value for money. Citizens expect tangible benefits as opposed to large-scale bureaucratic
restructuring. Governments want to achieve measurable benefits before the next election. Policy priorities and budget costs increase the need for ongoing cost-benefit
analyses.
Typical private sector levers such as outsourcing or offshoring are generally not available in government.
Governments have the opportunity to move jobs into regional areas as a way of reducing costs due to the lower cost of living outside of metropolitan areas.
Some government departments are required to move jobs into regional areas as part of regional development programmes.
This shift in expectations and needs has significant implications for the way we deliver Enterprise Architecture in government
Copyright © 2013 Capgemini Australia. All rights reserved.
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HETEROGENOUS SYSTEMS LANDSCAPES
OVER MONOLITHIC
ARCHITECTURES
Governments face a mixed technology landscape of in-house ICT, public/private cloud, Software-as-a-Service, and Platform-as-a-Service.
Many devices across many channels require an interconnected landscape of application services.
GRADUAL CHANGES OVER BIG-BANG
IMPLEMENTATIONS Increased focus on agile software methodologies in order to deliver incremental changes in a rapid manner.
Enterprise Architecture initiatives typically focus on gradual modernisation of existing systems.
Emphasis on encapsulation and reuse of existing systems and applications using service-oriented architecture (SOA) and message-oriented middleware (MOM).
SERVICE ORCHESTRATION
Enterprise Architecture must increase focus on reuse, composition, and orchestration of cloud offerings and services in response to changing business processes.
As an effect, systems must be open, accessible, and easy to reuse in new orchestrations.
Closed, proprietary solutions become less feasible and relevant. However, governments often face strict data privacy laws when considering
cloud service providers and shared data stores.
Today’s agenda
▶ Introduction
▶ Key challenges in government transformation
▶ Our point of view on Agile Enterprise Architecture
▶ Recommendations for agile government transformation
Agile EA is the application of agile software engineering techniques to Enterprise Architecture delivery
Copyright © 2013 Capgemini Australia. All rights reserved.
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Key aspects
Partitioning
Partition the architecture domains into sizable segments and capabilities.
This enables multiple agile teams to iterate and work on the architecture in parallel as required.
Architecture sprints
Plan and enforce quick architecture iterations as agile sprints.
Conduct cross-architectural alignment checkpoints back – ensure every workstream is aligned.
Close customer collaboration
Adopt a customer-facing approach to problem solving, prototyping, and resolution.
Close customer collaboration is required in order to tackle problems and deliver changes in an agile manner.
Global integration
All agile work streams must integrate to the overarching strategic architecture, which binds the segment and capability architectures together.
The strategic architecture is the top-down assurance mechanism for strategic alignment & consistency across the board.
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Details
Agile should never be an excuse for relaxing quality principles or ignoring line-of-sight traceability
In order to embrace Agile EA, governments must combine top-down strategic architecture with bottom-up capability architectures
Copyright © 2013 Capgemini Australia. All rights reserved.
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Capability Architectures are delivered by self-organising, agile teams.
This enables the provision of local flexibility and adaption with adherence to end-to-end strategic architecture priorities.
Notice the importance of learning and ongoing feedback to the strategic level.
Strategic & Segment Architectures provide the overall control and governance structure for architected agile execution.
Global strategies, objectives, and goals are actively readjusted based on capability architecture feedback.
Strategic Architecture
Segment Architecture Segment Architecture
Capability Architecture
Capability Architecture
Capability Architecture
Capability Architecture
Transformation study: Multi-tenanted government shared services provider operating in a highly complex ICT environment
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KEY CHALLENGES TRANSFORMATION SCOPE
The organisation is a government multi-tenanted shared services provider of ICT and processing services to a cluster of government agencies.
Manages a highly complex and fragmented ICT environment for a cluster of super-agencies.
Capgemini was engaged to deliver a clear enterprise transformation roadmap for the post-merger government agency.
Managing fluid requirements
Many different stakeholders
Need to demonstrate quick wins from large scale programme
Differing political motivations
Enterprise Architecture was delivered in an agile manner due to fluid requirements and the need for continuous stakeholder involvement.
Agile Enterprise Architecture delivery was applied to certain capabilities where it could generate tangible transformational benefits
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Strategic Architecture
Target Operating Model Transformation Business
Case
09 10 11 1209 10 11 12
Reference Architecture
Capability Architectures
Identity Mgt & Security
Networks & VoIP Service Mgt Data Centre & Infrastructure
Platforms & Applications
= Agile Execution = Waterfall Execution
Feedback – Adaption – Alignment
Start small and then identify what needs to change in your organisation.
Strategy – Control – Alignment
Today’s agenda
▶ Introduction
▶ Key challenges in government transformation
▶ Our point of view on Agile Enterprise Architecture
▶ Recommendations for agile government transformation
The following principles can be applied to deliver Enterprise Architecture in an agile manner
Copyright © 2013 Capgemini Australia. All rights reserved.
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Workable designs are more important than complete requirements since they will change over time.
Design architectures as simple as possible in order to increase delivery speed.
Accept and plan for the fact that architecture requirements will change. Build frequent alignment sessions into the project plan in order to quickly
capture and respond to changing requirements.
Discourage excessive architecture documentation. Produce only the architecture views which deliver stakeholder value and better
policy outcomes.
Keep architecture relevant and up-to-date in an agile manner (value-driven). Remember that capturing the details of every single transition state might not
be necessary (end-state-centric).
INSIGHT TO
Workable architecture designs
Allow for changing requirements
“Just enough architecture”
Flexibility & adaption
Always focus on delivering the transformation work, which delivers the highest policy value to stakeholders in the shortest time possible.
Identify and realise quick wins for every architecture sprint.
Deliver policy value fast
Fully validated architecture requirements
Changing requirements require change requests
Comprehensive detailed views
Top-down control & rigour
Predict and sell long-term value
FROM
Reuse solution architectures from standard solutions and best practices. Focus architecture delivery on policy areas with high uncertainty, high risk, high
complexity, or of high political value.
Reuse architecture from standard solutions
Solution architecture depth
Agile EA is no silver bullet and should only be applied to government transformation projects with the right characteristics and needs
Copyright © 2013 Capgemini Australia. All rights reserved.
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AGILE VS WATERFALL FEASIBILITY MATRIX
Stak
eho
lder
Pri
ori
ties
Res
po
nsi
ven
ess
Co
ntr
ol &
Ris
k M
gt
Fluid Well-defined
Problem Space
Agile Execution
Waterfall Execution
Future Operating Model
Identity Mgt & Security
Platforms & Apps
Government Strategy
Reference Architecture
Networks & VoIP
Data Centre & Infrastructure
Service Mgt
Business Case
INSIGHT
Agile EA is primarily feasible for engagements with fluid requirements and a stakeholder need for responsiveness and resilience.
Agile EA fits unknown territory well. If the solution domain is well understood and has well-defined best practices, then perhaps Agile EA is not required.
Prioritise your architecture partitions so that Agile EA is applied to the work streams where it delivers the highest possible value.
Consider the costs: agile practices can be more stakeholder-intensive in the run.
Agility requires continuous stakeholder involvement. The higher the stakeholder maturity, the better results. Conversely, if your stakeholders do not agree to the premises of agile delivery, then Agile EA may not be the right tool.
Transform the power of digital
Questions?
Anders Jensen-Waud Managing Consultant & Enterprise Architect Business & Technology Consulting Level 7, 77 King St, Sydney Australia 2000 NSW
Phone: +61 478 320 664 E-Mail: [email protected] http://www.linkedin.com/in/aojensen
Capgemini is a global “full service” business transformation provider
Capgemini Overview
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4 Businesses 125,110
Team members in
44 countries at December 31, 2012
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Across 44 countries, 100 languages
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Capgemini Australia & New Zealand
Capgemini Australia
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What we offer Who and Where we are
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Transform the power of digital Copyright © 2013 Capgemini Australia. All rights reserved.
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