Aviva General Insurance: Architecture as a key driver for Agile success. Oct 2012

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1 Aviva General Insurance: Architecture as a key driver for Agile success Oct 2012 Ben Isotta-Riches Benjamin.isotta-riches@aviva.co.uk Twitter:@benisotta Janet Randell janet.randell@aviva.co.uk

2 Aviva Overview Insurance, Savings and Investment 2011 IFRS Group operating profit of 2.5bn 21 countries UK s largest insurer 43m customers worldwide 14m customers in UK 37,000 employees Aviva.com UKGI Motor Home Travel Commercial Creditor Brokers Corporate Partners bn worldwide sales Countries in which Aviva operates 2

3 The key question Is there a need for Architecture in an Agile world? Enterprise scale In Aviva today the answer is a definitive yes To be published 2013 Agile Application Various books / papers on Agile at scale Small, discrete The Scrum Guide development 2001 Time Now. we have confirmed our view that architecture is a key driver for Agile success in the Corporate Financial services arena 3

4 Our Agile journey..a long journey for a large corporate with a complex and evolving IT estate 4

5 Summary of Architecture learning 3 areas of architecture that are key drivers for our Agile success Sufficient upfront Architecture and Design Layered Architecture Effective abstraction and separation of concerns Change-Time Architecture Enabling change agility These architecture drivers are interlinked, so must be addressed concurrently 5

6 Sufficient upfront Architecture and Design 6

7 Strategic Partnerships Director Ant Middle Intermediary & Partnerships Director Janice Deakin Claims Director Dominic Clayden CEO UK&I GI Robin Spencer MD Corporate & Speciality Risk David Hall Chief Underwriting Officer (& BCT GI) Axel Schmidt Retail Director Steve Treloar CEO Ireland Seán Egan CFO UK&I GI Clifford Abrahams UK&I GI HR Director Rob Briggs CRO UK&I GI Stephen Pond UK&I GI IT and Change Director Malcolm Simpkin Group CFO Group HRD Group CRO Group COO / CIO Chief Marketing and Communications Director Architecture as a key driver for Agile success Sufficient up-front architecture and design We are a large and complex organisation as a result of mergers and acquisitions Conway s Law In that environment Starting build without sufficient context would be reckless But going too far is equally a problem. what does that mean in our world? 7

8 Sufficient up-front architecture and design How much is sufficient is guided by a number of factors: Volume of significant unknowns Potential impact of uncertainty Time to resolve Architecture and design activity will then need to continue alongside the sprints - running just ahead of development Now Current sprint Next sprint 3 months / Next release 6 / 12 months Project Project Uncertainty Design Design Design Build Test IndigoBlue 8

9 Sufficient up-front architecture and design Our Agile framework (developed with IndigoBlue) Monitor design activity feed into uncertainty management Sufficient up-front architecture and design Initiation Sprint 0 Uncertainty Management Sprints Incremental delivery in sprints Deliverable Sprint at the end of each sprint may not be implementable Kick-off Look Value derived from feedback and validation Ahead and Daily scrum providing a stable, tested platform for further development Product Clear visibility Daily of Backlog progress supports governance and informed decisions Meetings provide scrum structure, discipline and aid communication Sprint Retrospective Sprint Review Very low level design within sprints Pre- Release Release UAT On-going architecture and design activity ahead of sprints Software Engineering Governance, Planning and Tracking 9

10 Layered Architecture Effective abstraction and separation of concerns 10

11 Layered architecture Our Aim IT Strategy is to apply Pace Layering (ref - Brand 1994, Morville 2005) Understand the characteristics of each system type Apply appropriate development and governance approaches Systems of Record Differentiation Innovation Characteristics Slow to change, static content, integrated Unique, configurable, more dynamic Rapid change, unique, dynamic content But The reality of a large financial corporate: - Complex architecture - Mix of legacy and modern applications - Tightly coupled Agile incremental change in business functionality typically requires changes across multiple layers Ref How to use Pace Layering to develop a modern application strategy Gartner 2010 Systems of Innovation Systems of Differentiation New channels Presentation Middleware Moble apps Web portals ESB Service gatewa y Social media Business change impact Web Services Call centre Workflow Speed of change varies significantly across layers Test environment requirements complex and expensive Strong and restrictive release governance required Agile teams larger than optimal Systems of Record Policy admin Finan ce Sales and Claims Agency admin BI DW HR 11

12 Layered architecture The solution Decouple the architecture layers as far as possible Enable Incremental change in business functionality by applying changes across only 1 or 2 layers Enable development by product, not project Maximise benefits by fully utilising the inherent agility of each layer Caveat Pace layering will NOT be used to drive Agile/Waterfall decisions. Systems of Innovation Systems of Differentiation New channels Presentation Mobile apps Web portals Business change impact Service gateway Social media Call centre Middleware ESB Web Services Workflow Agile feedback loops and collaboration are of benefit across all layers Systems of Record Policy admin Sales and admin Claims Agency Financ e BI DW HR 12

13 Change-Time Architecture Enabling change agility 13

14 Change time architecture Traditional approach: Software engineering tools and practices are an add-on to the architecture New approach: Software engineering tools and practices are a PART of the architecture. Need to evolve alongside the applications to avoid constraining agility IE. Change architectural attributes are as important as run attributes 14

15 Change time architecture Alongside the existing run time architecture attributes A new set of essential change time attributes: Resilience Performance Business configurable Widely supported technology Granular componentisation to support the use of TDD Flexible Configuration management Environment easily created on demand Clear functional alignment Automated testing frameworks Etc. Environment configured for continuous integration Environment supports virtualisation and mocking 15

16 Summary Agile in a large Financial Corporate Relies on Change time architecture - enabling change agility Sufficient up-front architecture and design Layered architecture effective abstraction and separation of concerns between architecture layers More detail in the book coming out Jan

17 Questions?

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