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Bio
Mats Gejnevall is a certified global architect with Capgemini in Sweden. He
has been working with organizations in Scandinavia setting up their EA
Capabilities and mentoring them in usage of TOGAF and other architecture
framework.
Mats has been the co-chair of the Open Group SOA Work Group for the last 6
years and participates in the development of TOGAF and Capgemini’s
Integrated Architecture Framework (IAF).
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The agility definition from different viewpoints
Agility is more formally defined as the ability of an enterprise to operate
profitably in a rapidly changing and continuously fragmenting global market
environment by producing high-quality, high-performance, customer-configured
goods and services.
It is the outcome of technological achievement, advanced organizational
and managerial structure and practice, but also a product of human
abilities, skills, and motivations
Source: Kidd, T. P.: Agile Manufacturing: Forging New Frontiers, Addison-Wesley, Reading, MA, 1994.
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Source: Agile manifesto
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The agility chain
Agile
Enterprise
Agile project
development
Agile EA
process
Agile
architecture
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The end game – Agile Enterprise
Responsiveness to Change • A flexible approach which anticipates and explicitly plans for change. Typically involving short
iterations and frequent reprioritisation of activities.
Value Driven • Activity is driven by delivering value. Priorities are continually reassessed to deliver high-value
items first. Work on intermediate products and documentation is minimised.
Practical Experimentation • A preference for trying things out and learning from experience, as opposed to extensive
theoretical analysis. Sometimes characterised as “fail fast”..
Empowered, Self-Managing Teams • Skilled, multi-disciplinary teams work closely together, taking responsibility for their own
decisions and outputs.
Customer communication and collaboration • Working closely with the customer and adapting to their needs. Valuing collaboration and
feedback over formalised documentation and contracts.
From the World Class EA: The Agile Enterprise
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The next step in the agility chain
Agile
Enterprise
Agile project
development
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Does agile project development make us agile?
Source: The Essence of Agile: Henrik Kniberg
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Another step in the agility chain
Agile
Enterprise
Agile project
development
Agile
architecture
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Agility areas of the architecture
But you do not need have the same agility in all parts of your organisation
Agile architecture is more than an
agile IT architecture
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Possible agile patterns
Architecture policy/rule based to be able to change the way the solution is
used i.e. people and processes
Service Oriented Architecture enable flexible processes and IT
Cloud enable rapid provisioning of new elastic solutions
Lean, Kanban, ….
….
Opportunity for new white paper
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The final step of the agility chain
Agile
Enterprise
Agile project
development
Agile EA
process
Agile
architecture
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Can agile project development methods be used for EA?
SCRUM
Pair programming
Refactoring
Lean
Kanban
Test Driven Development
√
√
√
√
√
√
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Agile TOGAF Approaches
Subset Reuse
Parallel Iterative
Just in time Enough
granularity Reuse
Standard
solutions
Top down –
Bottom up Parallel
Hypothesis
driven
Iterations
Slice/Spike
Meta-model
driven
Agile
Enterprise
Agile project
development
Agile EA
process
Agile
architecture
These approaches are derived from agile methods and best practices
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Subset
Just in time
Enough
Granularity Slice
Define what part of
your scope is most
urgent (e.g. highest
business value)
Do BCDEF with
high value area
and then re-iterate
to next
Do ABCDEF on
high level and
then prioritize and
then iterate back
One team working
top-down (BCD)
on a slice
Create Reusable
pattern
One or more
teams working
top-down
(BCDEF)
remaining parts
High value fast Implementation can
start early
Risk mitigation
Sub optimization Not relevant
architectures ready
for implementation
Many slices needed
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Reuse
Just in time
Standard
Solutions
Reuse internal or external
reference models
Reuse architecture from
standard solution and focus on
competitive areas
Alignment with standards Reuse of best practice
architecture
Not finding competitive areas Enough architecture to steer
solution
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Parallel
Top Down
Bottom Up Parallel
Hypothesis
Driven
Define a vision
One team working
top-down (BCD)
One team working
bottom-up (DCB)
Merge when they
meet
Define a vision
Parallel teams
working on phase
BCD on different
parts
Merge when they
meet in E
Define a
hypothesis
Parallel teams
working on phase
BCD
Merge when they
meet in E
Use different
competencies
Use different
competencies
Fast delivery
Re-work during
merge
Re-work during
merge
Wrong hypothesis
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Iterations
Manage change as it appears
Frequent iterations causes late delivery
Only produce what is needed
Focus on meta-model instead of
customer needs
Agile
Enterprise
Agile project
development
Agile EA
process
Agile
architecture
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The full agility chain
Agile
Enterprise
Agile project
development
Agile EA
process
Agile
architecture
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Summary
Agile methods help you create better solutions and give you results more
rapidly
But agile methods does not give you an agile solution, you need other methods
for that
EA Process
Dev process Architecture
Enterprise
Detailed slides on Agile EA process
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Just in time
What part of your scope is most
urgent (e.g. highest business value)
Go all the way to end of F with that
and then re-iterate
High value fast Sub optimization
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Enough granularity
Do ABCDEF on high level and then
prioritize and then iterate back
Implementation can start early Not relevant architectures ready for
implementation
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Spike/Slice
One team
working top-
down (BCD) on
a slice
One team
working top-
down (BCDEF)
remaining parts
Risk mitigation Many slices needed
Define a vision
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Re use
Re use internal or external
reference models
Alignment with standards Not finding competitive areas
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Standard solutions
Re use architecture from standard
solution and focus on competitive areas
Re use of best practice architecture Enough architecture to steer solution
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Top down – Bottom up
One team
working top-
down (BCDE) One team
working bottom-
up (EDCB)
Use different competencies Re-work during merge
Define a vision
Merge when they meet
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Parallel
Parallel teams
working on
phase B, C & D
Use different competencies Re-work during merge
Define a vision
Merge when they meet in E and correct
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Hypothesis driven
Parallel teams
working on
phase B, C & D
Fast delivery Wrong hypothesis
Define a hypothesis
Merge when they meet in E and correct
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Iterations
Manage change as it appears Frequent iterations causes late
delivery
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Pilot project
One team
working top-
down (BCDE)
One team doing
a pilot
Risk minimization Expensive
Define a vision
Merge when they meet
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Meta – model approach
Only produce what is needed Focus on meta-model instead of
customer needs
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Contact information
Mats
Gejnevall Enterprise Architect
The information contained in this presentation is proprietary.
© 2012 Capgemini. All rights reserved.
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www.capgemini.com
About Capgemini
With around 120,000 people in 40 countries, Capgemini is one of
the world's foremost providers of consulting, technology and
outsourcing services. The Group reported 2011 global revenues
of EUR 9.7 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®,
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