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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
© sebis 140204 Matthes Agile EAM 2
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
© sebis 140204 Matthes Agile EAM 3
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
140204 Matthes Agile EAM
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
© sebis 140204 Matthes Agile EAM 18
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
140204 Matthes Agile EAM 21
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
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89
95
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28
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3
12
13
11
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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
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