Agile Enterprise Architecture in Government Business Transformations (Capgemini Open Group Sydney 2013)

Transform to the power of digital
Agile Enterprise Architecture in
Government Business Transformations
Open Group Conference Sydney – April 16 2013
Anders Jensen-Waud
Capgemini Australia
CLIENT LOGO

Today’s agenda
▶ Introduction
▶ Key challenges in government transformation
▶ Our point of view on Agile Enterprise Architecture
▶ Recommendations for agile government transformation

About Capgemini
 With more than 120,000 people in 40 countries, Capgemini is one of the world's foremost providers of consulting,
technology, and outsourcing services. The Group reported 2012 global revenues of EUR 10.3 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.
 About Anders
– Managing Consultant and Architect in Capgemini since 2011.
– Background in systems engineering in aerospace and defence.
– Wide experience as a consulting enterprise architect within government, defence, energy, and utilities.
– Delivered a variety of architecture & transformation engagements in Australian and Danish government organisations.
– Certified TOGAF v9 Architect.
– Published author in a number of international, peer-reviewed journals and books.
Copyright © 2013 Capgemini Australia. All rights reserved.
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Executive summary
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 Key challenges to successful government transformation are scope change, ICT for the sake of ICT,
and a limited focus on delivering better policy outcomes.
 Citizens expect immediate access to government services via any channel and any device.
 Taxpayers expect immediate return on investment.
 Shift in focus from monolithic big-bang implementations to iterative systems improvements.
 Service orchestrations over systems replacements.
 Agile EA is the application of agile software engineering techniques to enterprise architecture
delivery.
 Key components include partitioning, architecture sprints, close customer collaboration, and global
integration.
INSIGHTTHEME
Key challenges to government
transformation
The expectations and needs of
citizens are changing
Impact on government Enterprise
Architecture delivery
Agile Enterprise Architecture
 In order to embrace Agile EA, governments must combine top-down strategic architecture with
bottom-up capability architectures.
 Result: Top-down governance in combination with bottom-up responsiveness.
Top-down & bottom-up delivery

Challenges in government transformation are not dissimilar to challenges in the private
sector with the added complexity of political pressure
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Challenges
Scope change
 Transformation scope can be difficult to define and changes over time.
 Requirements are sometimes fluid and difficult to baseline.
 Political and budget pressures in some cases cause scope creep.
Too many stakeholders
 Too many stakeholders sometimes implies too many political motivations and
aspirations.
 Policymakers may overestimate the benefits of consolidation and rationalisation.
ICT for the sake of ICT
 In some cases, technologists and not business owners drive change initiatives.
 ICT is sometimes expected to deliver better outcomes on its own.
 Products are selected before business requirements definition.
Limited focus on outcomes
 Technology trends and software vendors sometimes drive transformation
requirements.
 In the worst case, the needs of citizens are underestimated.
Headline

Consumerisation of technology is changing the needs and expectations of citizens
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ANY CHANNEL &
ANY DEVICE
CONTINUOUS SERVICE
IMPROVEMENTS
CITIZENS EXPECT
INVESTMENT BACK
INTO THE COMMUNITY
 The consumerisation of ICT drives the need for interacting with citizens through
many channels, technologies, and devices in real-time.
 Shift in device trends from personal computers to smartphones, tablets, and
cloud based solutions.
 Government data is made publicly available and is leveraged in new innovative
ways. Citizens expect public data to be freely available at no charge.
 Taxpayers expect immediate value for money.
 Citizens expect tangible benefits as opposed to large-scale bureaucratic
restructuring.
 Governments want to achieve measurable benefits before the next election.
 Policy priorities and budget costs increase the need for ongoing cost-benefit
analyses.
 Typical private sector levers such as outsourcing or offshoring are generally not
available in government.
 Governments have the opportunity to move jobs into regional areas as a way of
reducing costs due to the lower cost of living outside of metropolitan areas.
 Some government departments are required to move jobs into regional areas as
part of regional development programmes.

This shift in expectations and needs has significant implications for the way we deliver
Enterprise Architecture in government
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HETEROGENOUS
SYSTEMS LANDSCAPES
OVER
MONOLITHIC
ARCHITECTURES
 Governments face a mixed technology landscape of in-house ICT, public/private
cloud, Software-as-a-Service, and Platform-as-a-Service.
 Many devices across many channels require an interconnected landscape of
application services.
GRADUAL CHANGES
OVER BIG-BANG
IMPLEMENTATIONS  Increased focus on agile software methodologies in order to deliver incremental
changes in a rapid manner.
 Enterprise Architecture initiatives typically focus on gradual modernisation of
existing systems.
 Emphasis on encapsulation and reuse of existing systems and applications using
service-oriented architecture (SOA) and message-oriented middleware (MOM).
SERVICE
ORCHESTRATION  Enterprise Architecture must increase focus on reuse, composition, and
orchestration of cloud offerings and services in response to changing business
processes.
 As an effect, systems must be open, accessible, and easy to reuse in new
orchestrations.
 Closed, proprietary solutions become less feasible and relevant.
 However, governments often face strict data privacy laws when considering
cloud service providers and shared data stores.

Agile EA is the application of agile software engineering techniques to Enterprise
Architecture delivery
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Key aspects
Partitioning
 Partition the architecture domains into sizable segments and capabilities.
 This enables multiple agile teams to iterate and work on the architecture in parallel
as required.
Architecture sprints
 Plan and enforce quick architecture iterations as agile sprints.
 Conduct cross-architectural alignment checkpoints back – ensure every workstream
is aligned.
Close customer
collaboration
 Adopt a customer-facing approach to problem solving, prototyping, and resolution.
 Close customer collaboration is required in order to tackle problems and deliver
changes in an agile manner.
Global integration
 All agile work streams must integrate to the overarching strategic architecture,
which binds the segment and capability architectures together.
 The strategic architecture is the top-down assurance mechanism for strategic
alignment & consistency across the board.
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Details
Agile should never be an excuse for relaxing quality principles or ignoring
line-of-sight traceability

In order to embrace Agile EA, governments must combine top-down strategic architecture
with bottom-up capability architectures
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 Capability Architectures are delivered by self-organising, agile teams.
 This enables the provision of local flexibility and adaption with adherence to end-
to-end strategic architecture priorities.
 Notice the importance of learning and ongoing feedback to the strategic level.
 Strategic & Segment Architectures provide the overall control and governance
structure for architected agile execution.
 Global strategies, objectives, and goals are actively readjusted based on capability
architecture feedback.
Strategic Architecture
Segment ArchitectureSegment Architecture
Capability
Architecture
Capability
Architecture
Capability
Architecture
Capability
Architecture

Transformation study: Multi-tenanted government shared services provider operating in a
highly complex ICT environment
12
KEY CHALLENGESTRANSFORMATION SCOPE
 The organisation is a government multi-tenanted shared services provider of
ICT and processing services to a cluster of government agencies.
 Manages a highly complex and fragmented ICT environment for a cluster of
super-agencies.
 Capgemini was engaged to deliver a clear enterprise transformation roadmap
for the post-merger government agency.
Managing fluid requirements
Many different stakeholders
Need to demonstrate quick wins
from large scale programme
Differing political motivations
Enterprise Architecture was delivered in an agile manner due to fluid
requirements and the need for continuous stakeholder involvement.

Agile Enterprise Architecture delivery was applied to certain capabilities where it could
generate tangible transformational benefits
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Strategic Architecture
Target Operating Model
Transformation Business
Case
09 10 11 1209 10 11 12
Reference Architecture
Capability Architectures
Identity Mgt &
Security
Networks & VoIP Service MgtData Centre &
Infrastructure
Platforms &
Applications
= Agile Execution = Waterfall Execution
Feedback – Adaption – Alignment
Start small and then identify what needs to change in your organisation.
Strategy – Control – Alignment

The following principles can be applied to deliver Enterprise Architecture in an agile
manner
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 Workable designs are more important than complete requirements since they
will change over time.
 Design architectures as simple as possible in order to increase delivery speed.
 Accept and plan for the fact that architecture requirements will change.
 Build frequent alignment sessions into the project plan in order to quickly
capture and respond to changing requirements.
 Discourage excessive architecture documentation.
 Produce only the architecture views which deliver stakeholder value and better
policy outcomes.
 Keep architecture relevant and up-to-date in an agile manner (value-driven).
 Remember that capturing the details of every single transition state might not
be necessary (end-state-centric).
INSIGHTTO
Workable architecture
designs
Allow for changing
requirements
“Just enough
architecture”
Flexibility & adaption
 Always focus on delivering the transformation work, which delivers the highest
policy value to stakeholders in the shortest time possible.
 Identify and realise quick wins for every architecture sprint.
Deliver policy value
fast
Fully validated
architecture
requirements
Changing
requirements require
change requests
Comprehensive
detailed views
Top-down control &
rigour
Predict and sell long-
term value
FROM
 Reuse solution architectures from standard solutions and best practices.
 Focus architecture delivery on policy areas with high uncertainty, high risk, high
complexity, or of high political value.
Reuse architecture
from standard
solutions
Solution architecture
depth

Agile EA is no silver bullet and should only be applied to government transformation
projects with the right characteristics and needs
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AGILE VS WATERFALL FEASIBILITY MATRIX
StakeholderPriorities
ResponsivenessControl&RiskMgt
FluidWell-defined
Problem Space
Agile Execution
Waterfall Execution
Future Operating Model
Identity Mgt &
Security
Platforms & Apps
Government
Strategy
Reference
Architecture
Networks &
VoIP
Data Centre &
Infrastructure
Service Mgt
Business Case
INSIGHT
 Agile EA is primarily feasible for
engagements with fluid requirements
and a stakeholder need for
responsiveness and resilience.
 Agile EA fits unknown territory well. If
the solution domain is well understood
and has well-defined best practices,
then perhaps Agile EA is not required.
 Prioritise your architecture partitions
so that Agile EA is applied to the work
streams where it delivers the highest
possible value.
 Consider the costs: agile practices can
be more stakeholder-intensive in the
run.
 Agility requires continuous
stakeholder involvement. The higher
the stakeholder maturity, the better
results. Conversely, if your
stakeholders do not agree to the
premises of agile delivery, then Agile
EA may not be the right tool.

Transform the power of digital
Questions?
Anders Jensen-Waud
Managing Consultant & Enterprise Architect
Business & Technology Consulting
Level 7, 77 King St, Sydney Australia 2000 NSW
Phone: +61 478 320 664
E-Mail: anders.jensen-waud@capgemini.com
http://www.linkedin.com/in/aojensen

Capgemini is a global “full service” business transformation provider
Capgemini Overview
Group Workforce: 125,110+
Benelux: 10,391
Italy: 2,381
Asia Pacific: 43,370
Morocco: 431
Canada
United States
Mexico
Brazil
Argentina
Europe
Morocco
Australia
People’s Republic of China
India
Chile
Guatemala
Russia
Singapore
Hong Kong
North America: 9,505
UK & Ireland: 8,977
France: 21,307
Iberia & Latin America: 14,118
Nordic’s: 4,538
Central Europe: 8,962
“It is the quality of our people, and their capacity to deliver fitting solutions, with
you and for you, that drive real business results.”
Offshore workforce: 50,425+
Consulting
Services
Technology
Services
Outsourcing
Services
Industry
Domain
4Businesses
125,110
Team members
in
44 countries
at December 31, 2012
CONSULTING SERVICES
(CAPGEMINI CONSULTING)
TECHNOLOGY SERVICES
LOCAL PROFESSIONAL
SERVICES
(SOGETI)
OUTSOURCING
Revenues
10,264million euros (2012)
NET RESULT
370million euros (2012)
Across 44 countries, 100 languages

4.9%
40.4%
39.8%
14.9%
Revenue by business Revenue by industry
 Operating margin : €787 million
 Operating profit : €601 million
 Profit for the year attributable
to shareholders : €370 million
 Net cash and cash equivalents : €872 million
A strong Group (2012 full year)
Outsourcing
Services
Local Professional
Services
Consulting Services
Technology
Services
Revenue 2012: €10,264 million
Cap Gemini S.A.” is a member of the CAC40,
listed in Paris
ISIN code: FR0000125338
Note: Our brand name is “Capgemini” but the name
of our share on the stock exchange is
“Cap Gemini S.A.”
Energy, Utilities &
Chemicals
Financial
Services
Other
Public Sector
Telecom, Media
& Entertainment
Customer products,
retail, distribution &
transportation
Manufacturing
11.3%
19.8%
4.7%
23.2%
9.1%
17.8%
14.1%

Capgemini Australia & New Zealand
Capgemini Australia
Capgemini Australia has:
• Broad customer base in
chosen industry
segments
• 1,800 consultants
servicing Australia and
New Zealand clients
What we offer Who and Where we are
Our Clients
Business and Technology Consulting
Oracle
Practice
Business
Information
Management
Testing
Services
Application Lifecycle Services
Infrastructure Services
Business Process Outsourcing
SAP
Practice
Industry
Packages &
Integration
Australia Offices
• Sydney, Melbourne,
Canberra, Brisbane,
Adelaide
Who our clients are
NZ Offices
• Wellington,
AucklandConsulting
Services
Technology
Services
Outsourcing
Services
Industry
Domain
We offer integrated services with expertise ranging from strategy
development to IT systems maintenance
We deliver better business outcomes to our clients through the smarter use of
technology

Transform the power of digital
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The information contained herein is the proprietary and confidential
information of Capgemini Australia Pty Ltd, (“Capgemini”). This
presentation must not be reproduced (in whole or in part) by any
means or transmitted without the prior written permission of
Capgemini.
This information is not to be taken to be or relied upon as an offer
capable of acceptance by any person or as creating any form of
contractual (including a process contract), quasi contractual,
restitutionary or promissory estoppel rights, or rights based on similar
legal or equitable grounds, whether implied or otherwise. This
presentation has been prepared solely for information purposes, and is
not an offer to buy or sell or a solicitation of an offer to buy or sell any
products or services. All information and opinions expressed herein
are current as of the date of preparation and are subject to change
without notice. Capgemini makes no representations or warranties in
relation to the accuracy or completeness of any information or data
provided in the presentation.
The term "Capgemini" appearing elsewhere in this presentation may
refer to Capgemini Australia Pty Ltd, or to one or more of the
subsidiaries or affiliates of Cap Gemini SA.

Agile Enterprise Architecture in Government Business Transformations (Capgemini Open Group Sydney 2013)

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