Agile EA - Cherry-picking Business Architecture & SCRUM. Eskil Swende Design to Align & Intersection in Berlin April 2015

Agile EA - Cherry-picking Business Architecture & SCRUM Eskil Swende Design to Align & Intersection in Berlin April 2015

Agile EA Cherry Picking find the best methods Fig. to choose something very carefully. (As if one were closely examining cherries on the tree, looking for the best.) Joining SCRUM and Business Architecture In Practice and Theory

The Agile EA approach in Summary SCRUM delivers speed and quality Business Architecture secures direction and a stable solution

Agile EA in Practice SBA Swedish Board of Agriculture Contributes to Competitive agriculture A living countryside A sustainable society

Current situation New rules is decided very late in Brussel An old IT System from the 90 ies is slow, difficult, risky and costly to change Deliver low customer value?

Future situation New rules even later New IT System in place easy to implement new rules Will deliver high customer values!

Traditional Approach Develop a new Business Architecture Develop or buy a new IT system Create a Big Bang installation

The SBA Approach Create a new Business Architecture Join SCRUM with the new BA Stepwise implementation PROCAP a big program started 2012 to be finished 2016 Involving 400 persons 530 000 hours, cost 30 billion Euros

Question Which problems do you see in the SBA approach joining SCRUM and Business Architecture?

CSF lucky circumstances at SBA A stable business Manageable size for shared architecture (1500 personnel) Placed in Jönköping a city 300 km outside Stockholm resulting in low turnover of personnel Top management believe in the benefits of Architecture The Chief Architecture became Program leader SCRUM was already in place

CSF lucky circumstances Can you please rank them. Which one is the most important CSF?

CSF lucky circumstances at SBA 1. A stable business 2. Manageable size for shared architecture (1500 personnel) 3. Placed in Jönköping a city 300 km outside Stockholm resulting in low turnover of personnel 4. Top management believe in the benefits of Architecture 5. The Chief Architecture became the Program leader 6. SCRUM was already in place

CSF based on hard work Good understanding already established for a shared architecture Professional Architecture team with good business knowledge Business Architects & IT Architects working together in the same team Agile methods supports the ongoing learning process Architects work closely with the projects and listening to their needs The courage to try new ways of doing things

SCRUM Agile Development Illustrations by Henrik Kniberg from Spotify/Crisp 2012 IRM AB All rights reserved

Consultant www.crisp.se Scrum =? KTH, 2 0 14-10- 0 1 Henrik Kniberg henrik.kniberg@ crisp.se @HenrikKniberg Father Agile & Lean coach Author by Henrik Kniberg

6 00 peopleintech/prod 70 teams Stockholm 350 Gothenburg 30 San Francisco 10 Boston 30 New York 15 0 by Henrik Kniberg

01:39 OK, so what is Agile then? by Henrik Kniberg

February 2001 (13.5 years ago) Agile Manifesto www.agilemanifesto.org We are uncovering better ways of developing s oftware by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over process es and tools Working s of t ware over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. by Henrik Kniberg

Agile is... Early delivery of bus iness value Less bureaucracy (Thanks Alistair Cockburn for this simplified definition of Agile) by Henrik Kniberg

Small, cross-functional, self-organizing team by Henrik Kniberg

Scrum overview structure Stakeholders Product Backlog Scrum Team Sprint Backlog Dev Team Cross functional, selforganizing Team - How much to pull in - How to build it - Quality - Sustainable pace Users Helpdesk Operations Management... etc... PO Direct communication Product owner - Vision: Where are we going & why? - Priorities & tradeoffs - Release planning SM Scrum Master - Process leader/coach - Impediment remover by Henrik Kniberg

2d 1d Typical sprint PO Product Backlog Potentially shippable product increment v1.3.2 Not checked out checked out Done! :o) Daily Scrum (Backlog refinement) 2d 8d 2d Week 1 Week 2 Week 3 Sprint backlog (Task board / Scrum board) Sprintplanning Demo/Review Retrospective Timeline by Henrik Kniberg

Not like this... 1 2 3 4 Like this! 1 2 3 4 5 by Henrik Kniberg

Cross-functional teams User Client Client team C C C Server team S S S Server DB Feature team 1 Feature team 2 DB team C C D D D C S S S Tes t tea m T T T D T T D T D Communities of interest by Henrik Kniberg

01:39 What about planning? by Henrik Kniberg

Face-2 -face communication by Henrik Kniberg

Don t go overboard with Agile! No plan Rough, adaptive plan Big up front plan No architecture Rough, adaptive architecture Big up front architecture Bad Agile Good Agile Many traditional projects by Henrik Kniberg

15,000 person-years of experience Communication User involvement Small steps by Henrik Kniberg

Agile is... Early delivery of bus iness value Less bureaucracy (Thanks Alistair Cockburn for this simplified definition of Agile) by Henrik Kniberg

IRM City Plan Business Architecture 2012 IRM AB All rights reserved

Business Architecture IRM City Plan Definition of EA Avoid spaghetti bring your architecture in good order! Be prepared for changes Establish a stable Architecture Foundation to reduce the impact of reorganizations, new processes or capabilities, new strategies or new products and services

Definition of EA The Enterprise Architecture ensures that the enterprise is always prepared of achieving its vision, mission and strategy Proposed by Len Fehskens at The Open Group and Eskil Swende at IRM

Turning Torso

CSF 1 a stable foundation The Information Architecture is the most stable artefact It is based on mathematics Our experience shows that the information foundation is stable after 10 years (Swedish Steel) and 20+ years (Statoil) and 30+ years (Mobil) Information change, but the information structure does not change but new structure may be added Learn more in Hamburg on the Data Modelling Zone (DMZ Europe) on 28th and 29th of September 2015. A two day conference. Read more on http://www.tdan.com/view articles/12655 on the information standard established by DAMA Chapter Scandinavia.

A stable and flexible foundation An Business Architecture based on a stable Information Architecture is flexible because it is easy to adjust to new circumstances when changes occurs in the organization in the Business Processes or Capabilities when new products or services are developed when outsourcing or insourcing is established when new strategies is decided

Important breakthroughs in BA 1970 1980 Data Model ~ Codd 1990 2000 Process Model ~ Hammer 2010 Business Model Canvas ~ Osterwalder

The main Artifacts of Business Architecture Business Model Process Information IT System/Components

IRM Experience City Plans (Business Architecture) since 1982 Our focus WHAT to do and HOW to do it 1568 Information Models 685 Process Models 159 City Plans Business Architecture 800+ Certified Business Architects, educated since 1994

Data Models related to Business Model Canvas http://www.irm.se/dm and zachman

Information Groups (O-BIM) From ITT W&WW 1. Supplier 25. Customer site 3. Customer 4. Personnel 5. Organisation 6. Supplier Agreement 29. Purchase order 7. Claim 28. Customer order 8. Customer agreement 10. Internal Project 11. Supplier invoice 12. Payment 13. Customer invoice 9. Workshop order 26. internal order (stock replenishment) 20. Accounting transaction 16. Geographical location (global address) 17. Shipment 18. Service delivery 19. Machine/Line/ routing 15. General account 21. Stock location 22. Stock balance 27. Assortment 23. Product 24. Product individual Where? Environment How? Business event Who? Business partner What? Product/service

BMC and Masterdata

Definition of Information Group Information Group A Business Information Group consists of a number of entities. One entity does only belong to one Information Group. An Information Group is either Master Data or Event Data. Master Data may be devided into Person Data, Product Data or Infrastructure Data. Entity An entity is the basic concepts in an organization. It may be an event, a person, a place or a thing of interest to keep information about. It has to be defined by an unique and stable identifier. A number of data elements or attributes belongs to one and only one entity (the normalization rule).

Overall Business Information Models (O-BiM) Examples IKEA Systembolaget Posten Nordic BUSINESS PARTNER INFRA- STRUC- TURE BUSINESS EVENT PRODUCT & SERVICE

Detailed Business Information Model (D-BIM) 28. Customer order CUSTOMER INVOICE 10 CUSTOMER AGREEMENT 21 CUSTOMER CLAIM 43 CUSTOMER CONTACT 13 CUSTOMER 1 PARTICIPANTS PARTIES PURCHASE ORDER 4 INTERNAL ORDER (REPLENISH- MENT) 8 refers to refers to CUSTOMER PROJECT 19 CUSTOMER RELATED ACTIVITY 15 STOCK TRANS- ACTION 36 CUSTOMER ORDER 5 QUOTATION 11 INQUIRY 49 SERVICE DELIVERY (EVENT) 59 CASE DESTINATIONS QUOTATION/INQURIY CONTENT 31 CUST.ORDER CONTENT PRODUCT ADDRESS SERVICE PART 41 65 17 3

Data Models related to Business Model Canvas http://www.irm.se/dm and zachman

The main Artifacts of Business Architecture Business Model Process Information IT System/Components

Overall Process Map Operational process Infrastructure process Innovation process

Information model of why, what and how based on Osterwalder, Hammer and Codd WHY HOW WHAT MASTER DATA BUSINESS INNOVATION CANVAS 1 BUSINESS PROCESS 3 PROCESS MATRIX INFORMATION GROUP 5 BUILDING BLOCK 2 KEY ACTIVITY ACTIVITY 4 ACTIVITY MATRIX ENTITY 6

2 nd principle Processoriented Data driven 8203 / 5122

Two main principles Capture data once and at source in your business processes Reuse of information build your reusable component based on the Overall Business Information Groups Data Service Component is becoming a Cherry Picking from SOA (the Service Oriented Approach)

EA Principle 2 Develop and manage the Overall Business Information Model Principle Base the Information Architecture on the Overall Business Information Model (O BIM) Rationale The Information Model is a very stable model of the business The Information Model is based on the mathematical normalization theory a scientific principle The stability of the data structure will give quality to the business process models using common definitions of entities in the enterprise Implications The Information Groups are divided into Master Data and Event Data. The Master Data may be divided into personnel, product and infrastructure related The Information Groups will be detailed when requirement specifications are developed for new IT Solutions Reference Read more about the Overall Business Information Model at http://www.tdan.com/view articles/12655 Data Modeling for the Business by Steve Hoberman / Donna Burbank / Chris Bradley Stories that moves Mountains by Martin Sykes / Nick Malik / Mark West Core Knowledge for EA by Eskil Swende at http://www.irm.se/core knowledge for ea

Agile EA at SBA Summary 2012 IRM AB All rights reserved

Arkitekturuppdraget Övergripande informationsmodell Process modell Matrisanalys: Information vs förmåga/funktion

The Agile EA Approach at SBA Joining BA and SCRUM Product Owner in SCRUM extended to a team with Program leader Business Architect team leader IT Architect team leader Business Architects participate in the SCRUM teams when needed

The Agile EA approach in Summary SCRUM delivers speed and quality Business Architecture secures direction and a stable solution prepared for changes

Zachman Framework

Cherry Picking Zachman Framework Why? How? What?