Copyright © 2014, Intellyx, LLC
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Does Agile EA = Agile + EA?
Jason Bloomberg
President
@theebizwizard
About Jason Bloomberg
• President of Intellyx
• Advise companies on their digital transformation initiatives & help vendors communicate their agility stories
• Write for Forbes, Wired, & DevX on Digital Transformation
• Buy my latest book, The Agile Architecture Revolution
Copyright © 2014, Intellyx, LLC2
The Agile Manifesto
Manifesto for Agile Software Development
We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:
– Individuals and interactions over processes and tools
– Working software over comprehensive documentation
– Customer collaboration over contract negotiation
– Responding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more.
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Context: Software Development
• Focus on small teams that crank out code
• Iterative, self-organizing, collaborative
• Focus on creating working software
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Well-run Agile development means producing a lot of good software
quickly
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What about Architecture on Agile Projects?
• We don’t need no stinkin’ architecture!
• Architecture lumped in with documentation (less is more)
• Architects slow down developers
• Architects produce artifacts that aren’t Agile
– Lead to extra work
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Widespread belief that Agile and Architecture don’t mix
But we Do Need Architecture!
• Software architecture
– Appropriate modularization of code
– Selection of appropriate components & libraries
– Integration strategy
• Systems architecture
– Scalability of distributed application
– Cloud deployment issues
– Availability, caching, etc.
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Create Minimum Viable Architecture
• All documentation, artifacts, diagrams, etc. are means to an end
• Don’t architect more than the stakeholders want
• Problems:
– Shortsighted
– Leads to legacy issues
– Limits agilityCopyright © 2014, Intellyx, LLC7 P
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Defer Commitment on Design Decisions
• Traditional architecture completed before development
• On Agile projects, tentative architecture good enough
• Commit to design decisions in appropriate iteration/sprint
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The Overbuilding Paradox
• How do stakeholders know what flexibility they will require?
• How generalized should code be?
• When to build capabilitiesvs. when to build affordances?
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Capabilities vs. Affordances
• Capability
– Ability to perform or achieve certain outcomes through features or functions
– Apps have capabilities
• Affordance
– A property of an object which allows an individual to perform an action
– Tools have affordances
– Depends upon how user wants to use tool
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Why Agile Software Architecture isn’t Agile
• Agile movement focuses on working software
– Focus on getting the software to meet its requirements
– Get all roadblocks out of the way
• Agile-built software is coded to be fit for purpose
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Instant Legacy
• Difficult to upgrade
• Systems are inflexible
• Impossible to replace
• Difficult to customize
• Challenge to integrate
• Expensive over time
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The Goal of Agile Software
• Requirement to build software that responds to changing requirements
• Inherent flexibility vs. rapid development & deployment
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Scaling Agile for the Enterprise
• Enterprise Architecture context
– Organization, process, technology, and information
• Legacy context
– Existing applications, middleware, systems of record
• Business focused, iterative, get stuff to work, iconoclastic
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Different Meanings of “Agile”
• “Agile-with-a-capital-A”
– Software development that follows the Agile Manifesto
• General meaning of “agile”
• Business agility as property of an organization
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Business Agility
• Responsiveness
– Tactical value
• Resilience
– Risk mitigation
• Innovativeness
– Strategic value
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Ability to respond to change in the business environment and leverage change for competitive advantage
Responsiveness
• The ability to respond quickly and efficiently to (potentially) positive change in the business environment
– Changing customer demand
– Changing marketplace environment
– Changing supply chain factors
• Tactical driver
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Resilience
• The ability to respond quickly and efficiently to negative change in the business environment
– Managing risk
– Bouncing back from adverse events
– Disaster recovery
– Security breach response
– Regulatory change response
• Tactical driverCopyright © 2014, Intellyx, LLC18
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Innovativeness
• The ability to introduce change into the business environment in order to achieve a strategicadvantage
– New products or services
– Expand market share
– Enter new markets
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Where’s Our Business Agility?
• Organizations must be responsive, resilient, and innovative
• Business agility is a property of the enterprise
• People and technology can be flexible as well, but we must architect our organizations to be agile
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Introducing Complex Adaptive Systems
• Systems of systems that exhibit emergent properties
– Properties of system as a whole
• Component systems can be human, technology, etc.
• Self-organizing
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Enterprise as Complex Adaptive System
• Business agility is property of organization as a whole, hence an emergent property of the organization
• Enterprise is system of systems that exhibits emergent properties
• System of people and technology
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Engineering a Complex System
• Architecture focuses on the overall design of a system
– How all components of the system must work together to achieve business goals
• Engineering focuses on the best way to build and run a system
– Lifecycle best practices (quality assurance, deployment, updates, etc.)
– Compliance with architecture
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Agile principle: respond to change over following a plan
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At the Heart of Agile Architecture
• Think of the enterprise as a system of systems
• Component systems are people and technology systems
• We must architect the organization so entire enterprise exhibits business agility
• We can only engineerbusiness agility via its component systems
• Change is constant & how changes to component systems affect the enterprise is unpredictable
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Complex vs. Traditional Systems
• Avoid emergent properties in traditional systems
• Traditional system: given requirements, build to requirements
• Complex system: establish initial conditions and rules for behavior of component systems, and emergence takes care of itself
• Feedback loops are common
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The Secret to Emergence
• Rules that affect behavior of component systems can be very simple
• Emergent behaviors often unpredictable
• Try something, see what happens, repeat
• Feedback loops & iterative approaches
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Sound Agile to You?
Attractors for Complex Systems
• Stable
– Emergent behaviors die out or never occur
– Not applicable to enterprise
• Cyclical
– System bounces between two or more well-defined states
– Also not applicable
• Chaotic
– Unpredictable, few discernable patterns
– “Normal” state for enterprise
• Agile
– Exhibiting desired emergent behaviorsCopyright © 2014, Intellyx, LLC27
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Architecting Complex Systems
• Coherence of system
– If emerging behavior strays from desired outcome, have pre-established means for bringing organization back in line
• Feedback loops
– Gather & analyze data on emergent behavior to correlate with initial constraints and determine next course of action
• Mimics natural selection
– Favor desired behavior and discourage undesirable behavior, and system will adapt to changed environment
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Agility vs. Flexibility
• Flexibility is the ability of a component system to deal with change within a specified set of parameters
– People can be flexible vs. rigid in their decision making
– Software can be flexible if it is configurable to behave differently given different requirements
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Does Flexibility Lead to Agility?
• If your people and your software are flexible, does that make your organization agile?
– Necessary, perhaps, but definitely not sufficient
• Being able to change inflexible software quickly doesn’t necessary make it flexible
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Architecting Enterprise as Complex System
• Architect people as well as technology
– Very different sets of activities
• Emergent behaviors often unpredictable
– Continual adjustment necessary
– Automation critical for ensuring agility
• Small changes to component system behavior may lead to significant emergent behaviors
– Butterfly effect
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Too slow and you’re not agile!
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Architecting People?
• Governance: creating, communicating, and enforcing policies
– Apply to both human & technology behavior
– Policy-related processes
• Automated & lightweight
• Focus on important policies
– Security
– Regulatory compliance
– Software interface standards
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Not a traditional approach to governance!
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Governance as Agility Enabler
• Simple rules & policies lead to complex emergent behavior
– Which ones lead to agility?
• Levels of governance
– Low-level rules & policies
– Departmental
– Organizational
• Governance has negative connotation
– Reputation for limiting productivity
– Governance, Risk, & Compliance tools integrated in traditional manner
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Bimodal IT: The Wrong Way
• Digital Team
– Self-organizing
– Fast-moving
– May follow Agile at least in spirit
– Little governance
• Traditional IT
– Hierarchical
– Slow-moving
– Waterfall-centric
– Formal, bureaucratic governance
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Ungoverned Shadow IT is Result
Rethinking Bimodal IT
• Business-driven transformation of traditional IT
– Iterative
– Opportunistic legacy modernization
– Cross-cutting reorganization to DevOps culture
– Increased collaboration with digital teams
– Move toward continuous development & integration
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Increased automation of governance
Shifting Role of Governance
• Old Way
– Paperwork-heavy
– Morale-killing policies & procedures
– Bureaucratic & slow
– “Scar tissue” that impedes innovation
• New Way
– Highly automated
– Focus on “edge cases” where governance is essential
– Depends on dynamic constraint satisfaction
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Governance & Agility?
• Do we get business agility?
• Agility doesn’t mean chaos
– If everybody in an organization did whatever they wanted to without any rules or policies
– Rules & policies inconsistently communicated or applied
• Secret to business agility is to empower people to innovate within constraints of organizational policy
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Introducing Bloomberg Agile Architecture
• Bloomberg Agile Architecture™ reinvents Enterprise Architecture (EA) to drive business agility across the organization
• New architecture paradigm
• EA technique focused on architecting agility
Copyright © 2014, Intellyx, LLC38
Extending the Agile Manifesto
• Individuals and interactions over processes and tools
– As a system of people & technology, the enterprise is more about people
• Working software over comprehensive documentation
– Technology must actually work to enable agility
• Customer collaboration over contract negotiation
– Slice across the silos
• Responding to change over following a plan
– Architect for change
Copyright © 2014, Intellyx, LLC39
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Bloomberg Agile ArchitectureMind Map
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Goal of Agile Architecture
• BAA is a technology-driven technique
– Specific approaches for leveraging modern technologies like Cloud Computing & Big Data Analytics to achieve business agility goals of the organization
• Goal of architecture
– Connect the dots between the enterprise agility drivers & necessary technology changes to achieve goals of business
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Agile EA & Architecture Frameworks
• Architecture frameworks (TOGAF, Zachman, DoDAF, etc.) do not adequately address business agility
– Difficult to use properly
– Can help achieve baseline or specific business outcomes
• Take subtractive approach
– You need to figure out which bits to use
• BAA Technique is additive
– Works within context of frameworksCopyright © 2014, Intellyx, LLC42
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BAA as Agile Technique
• BAA is itself an Agile technique
– Favors an iterative, problem-focused approach that seeks to achieve real progress in a practical, step-by-step manner
– Even the most intractable of legacy rats’ nests can benefit from the BAA Technique
• If your plan is to follow BAA, you must be willing to change the plan!
Copyright © 2014, Intellyx, LLC43
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Jason Bloomberg
President, Intellyx
@theebizwizard
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