2014 02 florian-matthes-agile-enterprise-architecture-management

Software Engineering for Business Information Systems (sebis)

Department of Informatics

Technische Universität München, Germany

wwwmatthes.in.tum.de

Agile Enterprise Architecture Management Prof. Florian Matthes, DEDM 2014, Paris

Technische Universität München

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13 Faculties Mathematics & Informatics

Natural Sciences

Engineering & Architecture

Life Sciences & Medicine

Economics & Education

32.000 Students 2.800 Informatics Faculty

478 Professors 48 Informatics Faculty

13 Nobel Prize winners

* 2012

Background

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Enterprise Architecture

Management

Social Software

Engineering

System cartography

EAM tool surveys

EAM pattern catalog

Capability models in

mergers & acquisitions

Building blocks for EAM

Wiki4EAM

Agile EAM

User-centered social

software

Authorization models in

social software

Introspective model-driven

development

Enterprise 2.0 tool surveys

Hybrid Wikis

Tag -based knowledge

organization

Communities

Collaborative Work

Digital Content

CoreMedia AG (Spinoff)

infoAsset AG (Spinoff)

Business & IT

transformation @ VW

EAM 2.0 @ HUK Coburg

KPI systems @ SFS

Cloud security @ Siemens

Strategy assessment @ FI

D-MOVE

Technology Transfer

Projects

Project partners since 2002

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Enterprises and public administrations

Deutsche Börse Systems

Project Partners since 2002

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Consultants and Software Vendors

1. Turbulent Times

Accelerating growth, heterogeneity, connectedness and change

2. Enterprise Architecture & Enterprise Architecture Management

Clarity, coherence and agility despite complexity

3. Agile Architecture Management

Principles and implementation using patterns and building blocks

Overview

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The adoption rate for new technologies keeps

accelerating.

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Forbes Magazine July 7th 1997

Exponential growth starts inconspicuously, and humans are

not used to reasoning about non-linear processes.

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Google Trends December 2013

The world is getting increasingly turbulent.

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Speculation: Where does the evolution of information

technology lead?

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www.singularity.com

1. Turbulent Times

Accelerating growth, heterogeneity, connectedness and change

2. Enterprise Architecture & Enterprise Architecture Management

Clarity, coherence and agility despite complexity

3. Agile Architecture Management

Principles and implementation using patterns and building blocks

Overview

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

Resources: Energy, Matter, Information, Technology…

Enterprise

A cybernetic view on the enterprise as a

complex adaptive system of systems

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Business Capabilities

Information Management

RUN TRANSFORM

IM Capabilities

RUN TRANSFORM

Goals, Strategy

Vision, Goals, Strategy

System complexity ~ number, variety and dynamicity

of elements and their dependencies

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Business Architecture Management

IT Architecture Management

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An enterprise architecture provides a common

language for business and IT.

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

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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

Qu

estions &

KP

Is

14

Legal A

spects

Security

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+ Evolution

An enterprise architecture has to be visualized to

make it accessible to different stakeholders.

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EAVIST 2014 and EAM Pattern Catalog

Architecture management has to be integrated with

other management functions.

Architectural changes are performed through a coherent set of projects.

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Architecture Management

Multi-Project Management

Project Portfolio Management Strategy Management

Project Lifecycle

Define

Measure Plan

Measure

Prioritize

& Commit

Implement

Measure

Deploy

& Migrate

Requirements

Management Identify

Measure

Application Lifecycle Management

Innovation Management

Example of a mature IT organization

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Agile enterprise architecture management

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Influence factors, activities and artifacts

EAM Questions

Organizational Context

EAM Goals

Maturity of other (IT) management functions

Architectural

Principles

Target

Architecture

Planned

Architecture

Current

Architecture

Enterprise Context

Influence factors changing over time

1. Turbulent Times

Accelerating growth, heterogeneity, connectedness and change

2. Enterprise Architecture & Enterprise Architecture Management

Clarity, coherence and agility despite complexity

3. Agile Architecture Management

Principles and implementation using patterns and building blocks

Overview

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Agile EA management principles

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Individuals and interactions over formal processes and tools

IT Project 3 IT 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

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Agile EA management principles

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Focus on demands of top stakeholders and speak their languages

IT Project 3 IT Project 2

IT Project 1

Architecture

blueprints

Top management

Business

stakeholders

Software

development

IT operations

Project managers

Software architects

Software developers

Top management

Strategy office

Visualizations Business 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

• A single number or picture is

more helpful than 1000 reports

• Communicate, communicate,

communicate

• Avoid waste

• Benefit form existing model

management processes

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Agile EA management principles

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Reflect behavior and adapt to changes

IT Project 3 IT Project 2

IT Project 1

Architecture

blueprints

Top management

Business

stakeholders

Software

development

IT operations

Project managers

Software architects

Software developers

reflect

adapt

Top management

Strategy office

Visualizations Business 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

• Iterative and Incremental

(one cycle ~12 months)

• Use building blocks and

patterns

• Request 360° feedback

• Adapt models and processes

• Continuous collaboration

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Patterns and building blocks help to incrementally

develop an organization-specific EAM function.

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Stakeholders

Goals +

Concerns

Organizational

context Organizational

context Organizational

Context

Actors Enterprise Architects

MBB

VBB

VBB

MBB

VBB

MBB

VBB

IBB

MBB

IBB

IBB

Enterprise Architects

Development method

Characterize situation Configure EAM function Analyze EAM

function

Adapt and evolve EAM function

Execute

EAM

function

Implementation Guide

(Patterns & Building Blocks)

BEAMS , EAM Pattern Catalog and EAM KPI Catalog

Adoption of EA management principles

26

29

31

33

38

39

39

43

43

48

49

51

52

54

55

60

60

62

64

65

65

66

67

67

68

72

72

73

76

77

81

89

95

28

28

16

14

27

23

27

29

26

26

19

21

19

28

18

18

8

25

16

21

17

19

11

15

18

13

8

12

13

11

13

4

2

40

38

52

51

28

30

30

26

22

21

29

23

28

14

26

20

23

12

15

10

15

14

20

17

4

4

11

11

8

7

4

6

3

8

7

3

4

9

10

6

4

11

7

5

7

3

6

3

4

11

3

7

6

5

3

4

3

12

13

11

6

5

7

4

3

2

0 20 40 60 80 100 120

Valuation of time over quality

Exactly respond to the stakeholders' demands

Adherence to the one-piece flow

Application of the pull-principle

Advancement with a indefinite & constant pace

Agreed level of done

Actually used by stakeholders

Embracement of changes

Valuation of time over completness

Satisfied with its work

Clear definition of roles & responsibilities

Focus on requirements

Stakeholders provide feedback to EAM team

Satisfy stakeholders

Focus on high-quality

Characterized by defined roles & responsibilities

Accomplishes EAM tasks in small subteams

Diplomacy and negotiation skills

Members know their colleagues' duties

Early delivery

Foster learning by experiments

Common language

Usable for stakeholders

As simple and accessible as possible

Leader fosters team's self-organization

Leader acts as servant for the team

EAM team incorporates feedback

Incorporation of reflections & retrospectives

Specialized to perform various tasks

Performs tasks in self-organized manner

Iterative

Incremental

Operates cross-functional

Agree Neither Disagree No response

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

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

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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

matthes@in.tum.de

Thank you for your attention. Questions?

The idea behind the EAM pattern catalog

Tailor the EAM function to the specific situation of the enterprise and follow an incremental strategy based on EAM patterns representing proven practices.

The catalog systematically documents the dependencies between

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

methodology patterns (M-Pattern), Which processes and roles are required to address a concern?

viewpoint patterns (V-Pattern), and Which viewpoints help stakeholders to collaboratively perform the activities?

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

anti patterns Which solutions have shown not to work in practice?

Draw attention to the consequences implied by a pattern (benefits & liabilities)

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Process

Support

Process Support

Map

Landscape

Planning

Concern

EAM pattern catalog version 1.0 (2008)

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

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BU 08 und Web

EAM method building blocks (2012)

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BEAMS online method base