enterprise architecture vs solution...
TRANSCRIPT
www.fragiletoagile.com.au 1 22/06/2015 AGILITY BY DESIGN
Enterprise Architecture vs
Solution Architecture
Glenn Smyth Founder & CE
Fragile to Agile Pty Ltd
“The best way to predict your future is to invent it.”
Frank Herbert
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• What is Enterprise Architecture; • Why Enterprise Architecture; • Introduction to Fragile to Agile® Integrated Architecture Framework; • Enterprise Architecture and Solution Architecture (disciplines and roles); • How Enterprise and Solution Architects can work together more effectively:
• Sample Enterprise Architecture and Solution Architecture artefacts; • Flow of artefacts; • Solution Architecture Artefacts.
• Architecture Governance; • Zachmann and TOGAF Implications; • Benefits of using the same Framework.
Overview
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• Enterprise Architecture is often equated
to town planning as it applies at the
highest/entire organisation level
What is Enterprise Architecture
• Architecture
– Overall design
– How individual pieces fit together
– A noun and a verb
• Role of architecture depends on scope
– Individual building
– Whole complex of buildings
– An entire city
• The larger the scope, the more we need to
focus on architecture
• Our definition of Enterprise Architecture
“The alignment of technology, people and business design to ensure that
together they deliver business intent.”
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In 1884, Sarah Winchester, heiress to the rifle company fortune, started renovating a
house she bought in San Jose CA, convinced that continuous building would repel the
ghosts of all those killed by the company’s products. To save money she did not hire an
architect. Sarah lived alone, playing her piano at 2am when construction workers
changed shifts, until her death in 1922.
Why Enterprise Architecture
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We would never do this with our homes
Why do we continue doing it in
business and IT expecting it to work?
Result after 38 years of construction – cost $US5.5M, 147 builders, no plans, 160
rooms, 40 bedrooms, 2 unconnected basements, 950 doors, 2 upstairs external
doors leading nowhere, 65 doors to blank walls, 13 staircases to blank walls or
windows, 24 skylights in floors, 47 fireplaces and only 17 chimneys, 30 rooms built
in by other rooms, 6 kitchens 2 with gravity defying plumbing.
Why Enterprise Architecture
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Enterprise Architecture Value Proposition Our view:
“Enterprise Architecture helps to deliver business strategy with confidence whilst minimising cost and risk and maximising agility”.
Why Enterprise Architecture
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$80 -145B p.a. is spent on failed and cancelled projects (The Standish Group International Inc.) 25% - 40% of all spending on projects is wasted as a result of re-work (Carnegie Mellon) 50% of projects are rolled back out of production (Gartner) 40% of problems are found by end users (Gartner) Poorly defined applications contributes to a 66% project failure rate for these applications, costing U.S. organisations $30B p.a. (Forrester Research) 60% - 80% of project failures are attributed directly to poor requirements gathering, analysis and management (Meta Group) Nearly two thirds of all IT projects fail or to not deliver original scope.
Why Enterprise Architecture
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Fragile to Agile® Integrated Architecture Framework
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EA and SA Disciplines versus Roles
The difference between Enterprise and Solution Architecture disciplines and roles is illustrated by the Fragile to Agile®
Integrated Architecture Framework in the following slides .
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• Enterprise Architecture the discipline is strategic only
• Solution Architecture the discipline is conceptual only
• Enterprise Architects must be involved in the solution architecture function to: • Ensure that it adheres to Enterprise Architecture design principles and
patterns • Identify opportunities for sharing across solutions
• Solution Architects should be involved in developing Enterprise Architecture
• Solution Architects are involved in logical design, software engineering to ensure engineering adheres to Solution Architecture (Enterprise Architects should not play here)
Disciplines versus Roles
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Other Architecture Roles
• Business Architect
• Technology Architect (Domain Specialist) • Integration Architect • Security Architect • Communications/Network Architect • Infrastructure Architect • … for each domain within Technology Design
• Application Architects? …
• Application Architects are just highly specialised (or not very rounded) Solution Architects
• Dangerous role from a career longevity perspective
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IAF - Other Architecture Roles
Business Architects
Technology Architects/
Domain Specialists
Business Analysts
Technology Engineers
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Business Architect Role
• Bridges the gap between IT and business
• Understands the business environment
• Elicits business intent (facilitator of AcdD workshop)
• Translates business vision and strategy into effective change proposals and concept briefs
• Responsible for the business design layers i.e. aligned with organisational and business unit strategy and it’s guiding principles
• Estimates business related costs and benefits
• Produces business design artefacts, business architecture documents and business case
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Fragile to Agile® End to End Approach to Change
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EA and SA Fit
Solution Architecture
Enterprise Architecture
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Flow of EA Artefacts to SA Artefacts
• Major advantage of using the same Framework which is illustrated below: • Business Intent Artefacts (AcdB technique*) • Sample Enterprise Architecture Artefacts
• Business Capability Model • Reference Architectures and Design Principles • Patterns
• Fragile to Agile Conceptual Design Process
* AcdB technique is courtesy of 2nd Road Thinking www.secondroad.com.au
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• The AcdB (ABCD) tool is based on a toolset of conversation, invention and intent
• Developed by 2nd Road Thinking based in Sydney (project level variations are a Fragile to Agile adaptation)
• Tools combine to form the intellectual heart of design thinking
• Solutions are derived through creativity and community rather than cause and effect
• The AcdB technique is used in a number of organisations including:
– Australian Taxation Office
– SunCorp Group
– New Zealand Inland Revenue
– Bendigo & Adelaide Bank
– Internode
AcdB – Background
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The AcdB (ABCD) approach has been adopted and adapted by Fragile to Agile for the following reasons:
• It supports strategic direction (SOA etc.)
• It is aligned with Lean principles
• Provides a clear scope and traceable and realistic outcomes
• Uses multi disciplinary teams
AcdB – Rationale
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Voice of Intent
Voice of Design
Voice of Experience
Facilitator
Voices and Roles
Business Architect Solutions Architect Enterprise Architect
Business Unit Leads (Organisation) Business SME (Project) (can be multiple)
Executive (Organisation) Project Sponsor (Project)
Scribe / note taker (should be different from other roles)
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A
Organisation
A
Project Level D
C B This is an issue
This is an issue
This is an issue
This is an issue
This is an Outcome
This is an Outcome
This is an Outcome
This is an Outcome
This is an hypotheses
This is a Project
D
C B This is an issue
This is an issue
This is an issue
This is an issue
This is an Outcome
This is an Outcome
This is an Outcome
This is an Outcome
This is an hypotheses
This is an action
This is an action
Strategic project initiatives flow on from the Ds of an organisation level AcdB (but this is not their only source)
Levels of AcdB (continued)
This is a Project
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INTPR07 – Unit of Work Boundary
There is a 1 to 1 relationship between a step in a Business Process Orchestration and an Enterprise Service (if the step is automated). Each step in a Business Process Orchestration represents a single unit of work. As each step invokes an Enterprise Service, an Enterprise Service also represents a single unit of work. A unit of work shall not span across multiple Enterprise Services or multiple business steps.
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We provide a market leading, cohesive and feature rich digital experience for clients and third parties;
We provide real time account opening, servicing and client analytics;
We will actively work to reduce costs caused by re-work & waste in all areas;
Through innovation we will change & streamline our processes to improve our client & intermediary experience while reducing costs.
EA Artefact – Design Principle
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Example Reference Architecture - Integration
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Flow of EA Artefacts to SA Artefacts (CDP)
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The same concepts that applies to governance as a whole, also applies to architecture governance. Architecture governance : • Maintains the integrity, relevancy and currency of all enterprise architecture
design elements • Oversees the decisions that effect the target state architecture • Provides a mechanism for making and monitoring those decisions
There are broadly three parts to a full governance framework and the Westminster System of Government is an appropriate analogy to describe them, being: • Legislation – sets the rules for technology referred to as design principles
categorised by the domain of design they cover; • Police Force – monitors for compliance to the legislation (design principles); • Courts – architecture governance deliverables establish the courts and their
processes, makes rulings on the legislation and maintains its relevancy and currency.
Architecture Governance
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Zachmann and TOGAF - Issues
The two predominant Enterprise Architecture Frameworks, however: • Only 30 - 40% of organisations have an Enterprise Architecture function
• 60% of those “roll their own” • Do not resonate with business at all:
• “That’s an IT thing” • Poor starting point for a discipline about aligning business and IT
• Tendency to lead to: • “Ivory Tower” Enterprise Architectures • Enterprise Architectures that Solution Architects do not understand
• Governance problematic • Exponential growth in complexity since they were developed • Lack clear distinction between Enterprise and Solution Architecture resulting
in EA teams trying to “boil the ocean” e.g. do SA for the whole organisation • Not enough granularity in domains of design
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Using the Same Framework
Solution Engineering
Solution Architecture
Enterprise Architecture
Architecture Governance
CRITICAL SUCCESS FACTOR All use the same framework