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Software Engineering für betriebliche Informationssysteme (sebis) Fakultät für InformatikTechnische Universität München
wwwmatthes.in.tum.de
Agile, lean and collaborative EAM29.06.2016, Prof. Dr. Florian Matthes
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1. Agile, lean and collaborative EAM
Outline
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Motivation – Most frequent EA challenges
0,00%
10,00%
20,00%
30,00%
40,00%
50,00%
60,00%
70,00%
80,00%
90,00%
100,00%
1. Ad hoc EAM demands
2. Unclear business goals
3. Hard to find experienced
enterprise architects
4. EA demands unclear for EAM
team
5. Enterprise environment
changes too quickly
Agree (%)
Neither (%)
Disagree (%)
n=102
3
Hauder, M., Roth, S., Schulz, C., Matthes, F.: Organizational Factors Influencing Enterprise Architecture Management Challenges, 21st European Conference on Information Systems (ECIS 2013), Utrecht, Netherland, 2013.
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predictablesystems
chaoticsystems
complex dynamicsystems
dynamicity ofthe system
environment
complexity of the system structure
high
low high
low
Classification of systems based on their complexity
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specialize& automate(Taylorism)
experiment& learn(MVP)
Agile, collaborative management(emergent structures)
dynamicity ofthe system
environment
high
low high
low
The system management approach has to fit the system complexity at hand
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Agile EA management principles
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Individuals and interactions over formal processes and tools
IT Project 3IT Project 2IT Project 1
Top management
Businessstakeholders
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 3IT Project 2IT Project 1
Architecture blueprints
Top management
Businessstakeholders
Software development
IT operations
Project managers
Software architects
Software developers
��
Top management
Strategy office
VisualizationsBusiness 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
Businessand 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 3IT Project 2IT Project 1
Architecture blueprints
Top management
Businessstakeholders
Software development
IT operations
Project managers
Software architects
Software developers
�
reflect
adapt
��
Top management
Strategy office
VisualizationsBusiness 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
Businessand org.constraints
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• 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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Adoption of EA management principles
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4343
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727273
7677
8189
95
2828
1614
2723
2729
2626
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2818
188
2516
2117
1911
1518
138
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134
2
4038
5251
2830
3026
2221
2923
2814
2620
2312
1510
1514
2017
44
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87
46
3
87
34
910
64
1175
73
634
113
765343
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65
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0 20 40 60 80 100
Valuation of time over qualityExactly respond to the stakeholders' demands
Adherence to the one-piece flowApplication of the pull-principle
Advancement with a indefinite & constant paceAgreed level of done
Actually used by stakeholdersEmbracement of changes
Valuation of time over completnessSatisfied with its work
Clear definition of roles & responsibilitiesFocus on requirements
Stakeholders provide feedback to EAM teamSatisfy stakeholders
Focus on high-qualityCharacterized by defined roles & responsibilities
Accomplishes EAM tasks in small subteamsDiplomacy and negotiation skills
Members know their colleagues' dutiesEarly delivery
Foster learning by experimentsCommon language
Usable for stakeholdersAs simple and accessible as possible
Leader fosters team's self-organizationLeader acts as servant for the team
EAM team incorporates feedbackIncorporation of reflections & retrospectives
Specialized to perform various tasksPerforms tasks in self-organized manner
IterativeIncremental
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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Related approaches: Lean management
1. Specify value from the standpoint of the end customer by product family.
2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
4. As flow is introduced, let customers pull value from the next upstream activity.
5. Begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.
1. Specify
customer value
2. Map value
stream
3. Avoid delays
and waste
4. Create flow
through pull
5. Seek perfectio
n
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Risk: Over-fitting of EA function to current demands
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Wiki4EAM Community (since 2010)
§ Allianz SE§ Accenture GmbH§ act! consulting GmbH§ Bundesministerium des Innern§ Capgemini§ Computacenter§ Cirquent GmbH§ FZI Forschungszentrum Informatik an der
Universität Karlsruhe§ GAD eG§ Max-Planck-Gesellschaft§ Niedersächsisches Ministerium für Inneres und
Sport§ Nokia Siemens Networks§ SCHUFA Holding AG§ Siemens Financial Services§ Steria Mummert Consulting§ UGIS - UniCredit Group§ Wacker Chemie AG§ WHU Otto Beisheim School of Management
Projects of TU München (2012)
§ Adidas§ E.ON§ HUK Coburg§ Itelligence§ Iteratec§ Siemens Financial Services§ Volkswagen AG
Collaborative EAMHybrid Wikis and Wiki4EAM
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Tricia (since 2011)
§ BMI§ B.Beschaffungsamt§ Fortiss§ ECHORD§ ITV§ KVB§ Layer 8§ Konsit
§ MHP§ Microsoft§ SIEMENS§ Trevira§ TUHH§ TUM§ UGIS§ Westfleisch, …
Visit http://wwwmatthes.in.tum.de for more information on Wiki4EAM and Hybrid Wikis.
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Die Vision Enterprise 2.0: Das Mitmach-WebUnternehmensweites Informationsmanagement
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Die InfoAsset Leitprinzipien§ Biete eine Plattform basierend auf etablierten Internet-Standards.§ Steigere unmittelbar die Produktivität von Personen und Teams. § Stärke die Gestaltungmöglichkeiten von Geschäftsexperten und ermögliche
so emergente Strukturen und Prozesse orientiert am aktuellen Geschäft.
Collaborative EAM
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Mitarbeiter
• sofort nützlich• dynamisch
anpassbar• privat bis öffentlich
Teams
• an einem Ort• vernetzt• bedarfsgerecht
strukturiert
Unternehmen
• web-basiert• sicher• integriert, offen
und integrierbar
+ +
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Example: DB Mobility Logistics
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Example: ABN AMRO
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A transformation unit
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A transformation network
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Example: Evonik
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Example: Evonik
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Incorporating Lean, Agile, and Enterprise 2.0 in Enterprise Architecture Management
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Bente, Stefan, Uwe Bombosch, and Shailendra Langade. Collaborative Enterprise Architecture: Enriching EA with Lean, Agile, and Enterprise 2.0 Practices. Newnes, 2012.
…instead of overloading the stakeholders with bureaucratic processes and unsolicited artifacts
Establish a lean set of processes and rules… Lean
…instead of blueprinting the whole future rigidly on a drawing board
Adopt evolutionary problem solving… Agile
…instead of relying only on experts and top-down wisdom
Foster and moderate open participation… Enterprise 2.0
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Adoption of agile management principlesSurvey 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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Empirical data set for this research (n=105)
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Industry sector of the companies (n %) Job title of the participants (n %)
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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 ManagementStrategy Management
Project Management
DefineMeasure
Plan Measure
Prioritize& Commit
Implement Measure
Deploy& Migrate
Requirements Management
IdentifyMeasure
Application Lifecycle Management
Innovation Management
Example of a mature IT organization© sebis
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Influence factors for EAM
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EAM Questions
Organizational Context
EAM Goals
Maturity of other (IT) management functions
Enterprise Context
Influence factorschanging over time
More >
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A page contains structured and unstructured information.
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Attributes
160629 Matthes Agile, lean and collaborative EAM
Title of the page
Tags help to find the pageusing the full text search
Text with embedded images, tables, links, expressions,
data widgets, …
References to other pages
What links to this page?
Type of the page
Ad-hoc definition of additional attributes (name, values/references)
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• Subpages and files inherit the permissions of their parent page and are included during copying, moving and deleting.
A page can contain subpages and files.
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Upload files with drag & drop
Operations are applied to all selected files and subpages
Table of files and subpages
Select multiple files and sub-
pages
Bulk download as a ZIP file
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Incorporating Lean, Agile, and Enterprise 2.0 in Enterprise Architecture Management
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Bente, Stefan, Uwe Bombosch, and Shailendra Langade. Collaborative Enterprise Architecture: Enriching EA with Lean, Agile, and Enterprise 2.0 Practices. Newnes, 2012.
…instead of overloading the stakeholders with bureaucratic processes and unsolicited artifacts
Establish a lean set of processes and rules… Lean
…instead of blueprinting the whole future rigidly on a drawing board
Adopt evolutionary problem solving… Agile
…instead of relying only on experts and top-down wisdom
Foster and moderate open participation… Enterprise 2.0
© sebis
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Discussion
1. Which tool(s) do you use for EAM today?2. How well do they support agile, lean and collaborative
EAM?3. What should be improved?
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Summary and conclusion
1. Increasing business complexity and environmental volatility create a demand for holistic optimization and coherent transformation.
2. Business capabilities and business capability maps provide (black-box) abstractions beneficial and accessible for many stakeholders and enterprises of various sizes.
They provide a stable architectural reference for strategic modeling tasks in turbulent environments.
3. Enterprise (business, domain, IT, software, …) architects should § adapt their management approach to the dynamicity and complexity of the
problems at hand§ apply agile principles§ utilize practice-proven patterns and building blocks
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Technische Universität MünchenDepartment of InformaticsChair of Software Engineering for Business Information Systems
Boltzmannstraße 385748 Garching bei München
Tel +49.89.289.Fax +49.89.289.17136
wwwmatthes.in.tum.de
Florian MatthesProf.Dr.rer.nat.
17132
Thank you for your attention. Questions?