agile enterprise architecture management - entwicklertag · 1. turbulent times accelerating growth,...
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Software Engineering for Business Information Systems (sebis)
Department of Informatics
Technische Universität München, Germany
wwwmatthes.in.tum.de
Agile Enterprise Architecture ManagementStrategic IT Management in Turbulent TimesProf. Florian Matthes, Karlsruher Entwicklertag, 20.Mai 2015
1. Turbulent Times
Accelerating growth, heterogeneity, connectedness and change
2. Enterprise Architecture & Enterprise Architecture Management
Clarity, coherence and agility despite complexity
Business capability modeling
3. Agile Enterprise Architecture Management
Principles
Empirical results
Implementation using patterns and building blocks
Overview
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Accelerating adoption rates for new technologies
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Tablet, Sensors, …
Example of a disruptive technology
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Exponential growth starts inconspicuously, and humans are
not used to reasoning about non-linear processes.
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Source: 2012 Small and Medium Social Business Study, SMB Group
The legal complexity of international markets keeps
growing.
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Humans: Employees, Customers, Suppliers, Partners, Markets, Communities, …
Laws & Regulations
Resources: Energy, Matter, Information, Technology…
Enterprise
Enterprises have to adapt their business capabilities
to an increasingly turbulent environment.
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Business Capabilities
Information Management Capabilities
SCM
Vision, Goals, Strategy
Procurement SalesLogistics
Holistic
Optimization
ERP CRM
Coherent
Transformation
Accelerating
ChangesDisruptive
Changes
Research areas and ongoing projects
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SocialContent & Model
Management
SocioCortex
Spreadsheets 2.0
Knowledge-Intensive
Processes
(Eco-) System Robustness
Model-based UI
Visual ContentAnalytics
EnterpriseArchitectureManagement
EAM
Application LandscapeComplexity
Metrics
EAM Pattern Catalog 2015
Big DataArchitectures & Adoption
ArchitectureRecom-
mendation
ArchitectureSimulation
ApplicationPortfolio
Management
Next-Generation
Data Centers
Research areas and ongoing projects
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ServicePlatforms andEcosystems
TUM LLCM
Crowd Sourcing
and Innovation
PartnerOn- & Off-Boarding
Integrated Multi-Level Monitoring
Service Management
Control Station
TechnicalPlatform
Architecture
Modeling & Management of
Legal Norms
Lexalyze
Structural & Linguistic Law
Analysis
Accountability in Socio-Technical Systems
SemanticLaw Analysis /
Executable Contracts
Vertical Social Software
VSS
Collaborative Morphological Analysis
Collaborative Video
Annotation
Contextual Computing
InCoBate
1. Turbulent Times
Accelerating growth, heterogeneity, connectedness and change
2. Enterprise Architecture & Enterprise Architecture Management
Clarity, coherence and agility despite complexity
Business capability modeling
3. Agile Enterprise Architecture Management
Principles
Empirical results
Implementation using patterns and building blocks
Overview
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Application landscape complexity
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• 102 – 103 networked and highly diverse information systems
• Complexity ~ number of relationships between systems
• IT does not keep pace with accelerating speed of business
• Maintenance costs eat up IT budget and limit ability to transform
System complexity ~ number, variety and dynamicity
of elements and their dependencies
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Business Architecture Management
IT Architecture Management
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Business Architecture
The BEAMS Enterprise Architecture Framework
Common language for business and IT
Technical, social, economic and legal aspects
Layers and crosscutting concerns
Static and dynamic relationships more important than element details
Current, planned and target architecture
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Str
ate
gie
s &
Pro
jects
Princip
les &
Sta
ndard
s
Business Capabilities
Organization & Processes
Business Services
Applications & Databases
Infrastructure Services
Infrastructure Elements
Vis
ions &
Go
als
Questions &
KP
Is
13
Legal A
spects
Security
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BEAMS , EAM Pattern Catalog and EAM KPI Catalog
Most frequent EA challenges
0,00%
10,00%
20,00%
30,00%
40,00%
50,00%
60,00%
70,00%
80,00%
90,00%
100,00%
1. Ad hoc EAMdemands
2. Unclear businessgoals
3. Hard to findexperienced
enterprise architects
4. EA demandsunclear for EAM
team
5. Enterpriseenvironment
changes too quickly
Agree (%)
Neither (%)
Disagree (%)
n=102
14
Hauder, M., Roth, S., Schulz, C., Matthes, F.: Organizational Factors Influencing Enterprise Architecture Management Challenges, 21st European
Conference on Information Systems (ECIS 2013), Utrecht, Netherland, 2013.
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Agile EAM
Business
Capability
MapsAgile EAM
Business
Capability
Maps
Business capability
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A functional building block of the business architecture that supports the business model
and the business strategy. It defines the organization’s capacity to successfully perform
a unique business activity.
Definition
Characteristics
People Dimension: knowledge, skills, and experiences of the enterprise’s staff
Process Dimension: concepts, business processes, and information management
Material Dimension: underlying assets, such as infrastructure, IT, and equipment
Dimensions
Stability
independent from the organizational model, technologies, and vendor solutions
Abstraction
encapsulate and abstract from any explicit resource, business process, or IT
Horizontal Structure
a complete and non-overlapping functional decomposition of the enterprise
Vertical Structure
can be broken down into more granular business capabilities
Business capabilities in context
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Business Capability Map
Complete and non-
overlapping view on the
enterprise’s
business capabilities
Business Model
Complete view on
value creation
Key
PartnersKey
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Streams
Business Capability
View on one business
capability with its
dimensions and lifecycle
Business
Capability
People Processes Resources
Capability
Increments
Life cycle
Business
Capability
Business
Capability
Business
Capability
Business
Capability
Business
Capability
Business
CapabilityBusiness
Capability
Business
Capability
Using a business capability map to communicate
business goals.
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Sales and Service
Product and Service Processing
Bank Support
Business Management and
Planning
Savings and
Investment
Marketing and Intelligence
Corporate
CommunicationsHuman Resources SecurityICT Management Facility Management
Bank
Marketing
Partner
Intelligence
Product and Service
Procurement
Internal
Demand
Third-party
Products
Utility Services
Product and Services
Design and Marketing
Product/
Service Design
Third-party
Research
Product
Marketing
Strategic
Planning
Regulatory
Compliance
Bank
Governance
Cash and
Liquidity Mgmt.
Market
Intelligence
Customer
Intelligence
Utility Service DeliveryInternal Product
Processing
Third-party Product
Processing
Value-rich Service
Delivery
Customer Portfolio
Management
Customer Relationship
Management
Business Partner
Management
Customer Advice
(non-fee services)
Product and Service
Sales
ReportingCollaboration AccountingArchiving and
Document Mgmt.Risk Management
Financial
Management
Capability
Capability
Capability High strategic relevance
Medium strategic relevance
Low strategic relevance
Strategic
Relevance Map
SR-Map
Capability
Condition Map
CC-Map
Strategic
Gap Map
SG-Map
Using a business capability map to assess the current
capabilities.
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Sales and Service
Product and Service Processing
Bank Support
Business Management and
Planning
Savings and
Investment
Marketing and Intelligence
Corporate
CommunicationsHuman Resources SecurityICT Management Facility Management
Bank Marketing
Partner
Intelligence
Product and Service
Procurement
Internal
Demand
Third-party
Products
Utility Services
Product and Services
Design and Marketing
Product/
Service Design
Third-party
Research
Product
Marketing
Strategic
Planning
Regulatory
Compliance
Bank
Governance
Cash and
Liquidity Mgmt.
Market
Intelligence
Customer
Intelligence
Utility Service DeliveryInternal Product
Processing
Third-party Product
Processing
Value-rich Service
Delivery
Customer Portfolio
Management
Customer Relationship
Management
Business Partner
Management
Customer Advice
(non-fee services)
Product and Service
Sales
ReportingCollaboration AccountingArchiving and
Document Mgmt.Risk Management
Financial
Management
Capability
Capability
Capability Advanced condition
Medium condition
Poor condition
Strategic
Relevance Map
SR-Map
Capability
Condition Map
CC-Map
Strategic
Gap Map
SG-Map
Using a business capability map to identify
EA demands.
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Sales and Service
Product and Service Processing
Bank Support
Business Management and
Planning
Savings and
Investment
Marketing and Intelligence
Corporate
CommunicationsHuman Resources SecurityICT Management Facility Management
Bank Marketing
Partner
Intelligence
Product and Service
Procurement
Internal
Demand
Third-party
Products
Utility Services
Product and Services
Design and Marketing
Product/
Service Design
Third-party
Research
Product
Marketing
Strategic
Planning
Regulatory
Compliance
Bank
Governance
Cash and
Liquidity Mgmt.
Market
Intelligence
Customer
Intelligence
Utility Service DeliveryInternal Product
Processing
Third-party Product
Processing
Value-rich Service
Delivery
Customer Portfolio
Management
Customer Relationship
Management
Business Partner
Management
Customer Advice
(non-fee services)
Product and Service
Sales
ReportingCollaboration AccountingArchiving and
Document Mgmt.Risk Management
Financial
Management
Mobile
Banking
Offer
Options for
additional sales
channels
Online
Services
Online
ServicesCustomer
Database
Enhance Risk
Management
Enhance
Security
Customer
Database
Capability
Capability
Capability Strong gap
Medium gap
Small or no gap
Strategic
Relevance Map
SR-Map
Capability
Condition Map
CC-Map
Strategic
Gap Map
SG-Map
1. Turbulent Times
Accelerating growth, heterogeneity, connectedness and change
2. Enterprise Architecture & Enterprise Architecture Management
Clarity, coherence and agility despite complexity
Business capability modeling
3. Agile Enterprise Architecture Management
Principles
Empirical results
Implementation using patterns and building blocks
Overview
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mostly
stable
chaotic
dynamic turbulent
dynamicity of
the problem
complexity of the problem
high
low high
low
The management approach has to fit
the problem at hand.
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spezialize
& automate
(Taylorism)
experiment
& learn
(MVP)
manage
collaboratively
(emergent structure)
dynamicity of
the problem
complexity of the problem
high
low high
low
The management approach has to fit
the problem at hand.
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Agile EA management principles
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Individuals and interactions over formal processes and tools
IT Project 3IT Project 2
IT Project 1
Top management
Business
stakeholders
Software
development
IT operations
Project managers
Software architects
Software developers
Top management
Strategy office
Business owners
Application owners
IT operations
Purchasing
EA Team
• Ensure top management
support
• Maintain a good relationship to
people form other
management areas
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Agile EA management principles
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Focus on demands of top stakeholders and their language(s)
IT Project 3IT Project 2
IT Project 1
Architecture
blueprints
Top management
Business
stakeholders
Software
development
IT operations
Project managers
Software architects
Software developers
Top management
Strategy office
VisualizationsBusiness owners
Application owners
IT operations
Purchasing
EA Team
Stakeholder-specific
architecture views
Metrics
Reports
Architecture-
approval and
requirements
Architecture
changes
model
collect
motivate
Business
and IT
strategy
Individual
architecture
aspects
Business
and org.
constraints
• Spend 75% of your time on
communication
• Avoid waste, be lean
• A single number or a picture
may be more helpful than 10
reports
• Work towards a shared
language
• Clarify relationship to existing
modeling activities
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Agile EA management principles
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Reflect behavior and adapt to changes
IT Project 3IT Project 2
IT Project 1
Architecture
blueprints
Top management
Business
stakeholders
Software
development
IT operations
Project managers
Software architects
Software developers
analyze
evaluate
Top management
Strategy office
VisualizationsBusiness owners
Application owners
IT operations
Purchasing
EA Team
Stakeholder-specific
architecture views
Metrics
Reports
Architecture-
approval and
requirements
Architecture
changes
model
collect
motivate
Business
and IT
strategy
Individual
architecture
aspects
Business
and org.
constraints
• Design and deliver in short
cycles (~12 months)
• Continuous collaboration
• Use best practice building
blocks and patterns
• Request 360° feedback
• Adapt models and processes
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Example: DB Mobility Logistics
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Example: ABN AMRO
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Example: ABN AMRO
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A transformation unit
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A transformation network
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Example: Evonik
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Incorporating Lean, Agile, and Enterprise 2.0 in
Enterprise Architecture Management
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Bente, Stefan, Uwe Bombosch, and
Shailendra Langade. Collaborative
Enterprise Architecture: Enriching EA
with Lean, Agile, and Enterprise 2.0
Practices. Newnes, 2012.
…instead of overloading the stakeholders with bureaucratic
processes and unsolicited artifacts
Establish a lean set of processes and rules…Lean
…instead of blueprinting the whole future rigidly on a drawing
board
Adopt evolutionary problem solving…Agile
…instead of relying only on experts and top-down wisdom
Foster and moderate open participation… Enterprise 2.0
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Adoption of agile management principles
Survey among European enterprise architects (Q4 2013, n=105)
Agile Enterprise Architecture management: Empirical analysis on the application of agile principles [to appear 2014]
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1. Turbulent Times
Accelerating growth, heterogeneity, connectedness and change
2. Enterprise Architecture & Enterprise Architecture Management
Clarity, coherence and agility despite complexity
Business capability modeling
3. Agile Enterprise Architecture Management
Principles
Empirical results
Implementation using patterns and building blocks
Overview
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Architecture management has to be integrated with
other management functions.
Architectural changes are performed through a coherent set of projects.
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Architecture Management
Multi-Project Management
Project Portfolio ManagementStrategy Management
Project Management
Define
MeasurePlan
Measure
Prioritize
& Commit
Implement
Measure
Deploy
& Migrate
Requirements
ManagementIdentify
Measure
Application Lifecycle Management
Innovation Management
Example of a mature IT organization
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Influence factors for EAM
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EAM Questions
Organizational Context
EAM Goals
Maturity of other (IT) management functions
Enterprise Context
Influence factorschanging over time
More >
The idea behind the EAM pattern catalog 1.0
Tailor the EAM to the specific situation (pains) of the enterprise and follow an
incremental strategy based on EAM patterns representing proven practices.
Systematically document the dependencies between
Individual management concerns, Which concern is relevant for which stakeholder?
Methodology patterns (M-Pattern),Which activities are required to address a concern?
Viewpoint patterns (V-Pattern) andWhich viewpoints help stakeholders to collaboratively perform the activities?
Information model patterns (I-Pattern)Which information has to be available to generate a view?
Draw attention to the consequences implied by a pattern (labor, required
information, political resistance, …)
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Overview of the pattern catalog version 1.0
Basis: literature, experience from sebis research projects,
structured interviews of 25 enterprise architects
Selection based on relevance and adoption by an
extensive online questionnaire
43 concerns, 20 M-Patterns, 53 V-Patterns, and 47 I-Patterns
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Stakeholders
Viewpoint Patterns
Information Model
Patterns
Data Collection Patterns
Vie
ws /
Art
ifacts
DC1
C1
?
V2
123
V3
Report
V1
I1 I3
DC2
S3
I2
DC3
C2
?C3
?
S1 S2
Concerns
e.g. CIO
e.g. reduce functional
redundancy
e.g. Business Support Map
e.g. Business Capabilities,
Business Applications &
Business Support
e.g. import monthly from CMDB
M1
Method Patterns e.g. Management of
Homogeneity, Buy
before makeP1
!
EAM PC 2015: Conceptual overview
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Architecture Principles
Summary and conclusion
1. Increasing business complexity and environmental volatility create a demand for
holistic optimization and coherent transformation.
2. Business capabilities and business capability maps provide (black-box)
abstractions beneficial and accessible for many stakeholders and enterprises of
various sizes.
They provide a stable architectural reference for strategic modeling tasks in
turbulent environments.
3. Enterprise (business, domain, IT, software, …) architects should
adapt their management approach to the dynamicity and complexity of the
problems at hand
apply agile principles
utilize practice-proven patterns and building blocks
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Technische Universität München
Department of Informatics
Chair of Software Engineering for
Business Information Systems
Boltzmannstraße 3
85748 Garching bei München
Tel +49.89.289.
Fax +49.89.289.17136
wwwmatthes.in.tum.de
Florian Matthes
Prof.Dr.rer.nat.
17132
Thank you for your attention. Questions?
Enterprise architect education and certification
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Master Course Business Informatics
Strategic IT Management and EAM
Euro CIO Professional Programme
Business and Enterprise Architecture
EAMKON Conferences & Workshops
User Group Architekturmanagement
EAM Grundlagen für die Praxis
GI Arbeitskreis Unternehmensarchitektur
Leitung Fachgruppe Architekturen,
Enterprise architect should become a profession and not just a job title.