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Agile at The Open Group Conference
- 2. 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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- 3. 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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- 4. The agility chain
Agile EA Agile Agile project Agile
process architecture development Enterprise
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- 5. 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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- 6. The next step in the agility chain
Agile project Agile
development Enterprise
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- 7. Does agile project development make us agile?
Source: The Essence of Agile: Henrik Kniberg
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- 8. Another step in the agility chain
Agile Agile project Agile
architecture development Enterprise
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- 9. Agility areas of the architecture
Agile architecture is more than an
agile IT architecture
But you do not need have the same agility in all parts of your organisation
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- 10. 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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- 11. The final step of the agility chain
Agile EA Agile Agile project Agile
process architecture development Enterprise
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- 12. Can agile project development methods
be used for EA?
SCRUM
√
Pair programming
Refactoring √
Lean √
Kanban √
Test Driven Development √
√
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- 13. Agile EA Agile Agile project Agile
process architecture development Enterprise
Agile TOGAF Approaches
Subset Reuse
Enough Standard
Just in time Reuse
granularity solutions
Slice/Spike
Parallel Iterative
Top down – Meta-model
Parallel Iterations
Bottom up driven
Hypothesis
driven
These approaches are derived from agile methods and best practices
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- 14. Subset
Enough
Just in time Granularity Slice
Define what part of Do ABCDEF on One team working
your scope is most high level and top-down (BCD)
urgent (e.g. highest then prioritize and on a slice
business value) then iterate back Create Reusable
Do BCDEF with pattern
high value area One or more
and then re-iterate teams working
to next top-down
(BCDEF)
remaining parts
High value fast Implementation can Risk mitigation
start early
Sub optimization Not relevant Many slices needed
architectures ready
for implementation
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- 15. Reuse
Standard
Just in time Solutions
Reuse internal or external Reuse architecture from
reference models 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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- 16. Parallel
Top Down Hypothesis
Bottom Up Parallel Driven
Define a vision Define a vision Define a
One team working Parallel teams hypothesis
top-down (BCD) working on phase Parallel teams
One team working BCD on different working on phase
bottom-up (DCB) parts BCD
Merge when they Merge when they Merge when they
meet meet in E meet in E
Use different Use different Fast delivery
competencies competencies
Re-work during Re-work during Wrong hypothesis
merge merge
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- 17. Agile EA Agile Agile project Agile
process architecture development Enterprise
Iterations
Manage change as it appears Only produce what is needed
Focus on meta-model instead of
Frequent iterations causes late delivery
customer needs
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- 18. The full agility chain
Agile EA Agile Agile project Agile
process architecture development Enterprise
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- 19. 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
Enterprise
EA Process
Dev process Architecture
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- 21. 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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- 22. Enough granularity
Do ABCDEF on high level and then
prioritize and then iterate back
Not relevant architectures ready for
Implementation can start early
implementation
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- 23. Spike/Slice
Define a vision
One team
working top-
down (BCD) on
a slice
One team
working top-
down (BCDEF)
remaining parts
Risk mitigation Many slices needed
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- 24. Re use
Re use internal or external
reference models
Alignment with standards Not finding competitive areas
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- 25. 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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- 26. Top down – Bottom up
Define a vision
One team
working top-
down (BCDE)
One team
working bottom-
up (EDCB)
Merge when they meet
Use different competencies Re-work during merge
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- 27. Parallel
Define a vision
Parallel teams
working on
phase B, C & D
Merge when they meet in E and correct
Use different competencies Re-work during merge
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- 28. Hypothesis driven
Define a hypothesis
Parallel teams
working on
phase B, C & D
Merge when they meet in E and correct
Fast delivery Wrong hypothesis
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- 29. Iterations
Frequent iterations causes late
Manage change as it appears
delivery
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- 30. Pilot project
Define a vision
One team
working top-
down (BCDE)
One team doing
a pilot
Merge when they meet
Risk minimization Expensive
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- 31. Meta – model approach
Focus on meta-model instead of
Only produce what is needed
customer needs
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- 32. Contact information
Mats
Gejnevall
Enterprise Architect
mats.gejnevall@capgemini.com
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- 33. 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®,
its worldwide delivery model.
www.capgemini.com
The information contained in this presentation is proprietary.
© 2012 Capgemini. All rights reserved.
Rightshore® is a trademark belonging to Capgemini.