EA @ INGA continuous evolution

Alain Heremans & Alain Garsoux

Solvay Brussels School

Brussels • 15 March 2016

222

Setting the agenda with a quiz

• A colour

• A profession

• A methodology

• A hall of fame

This session will be about …

3

• ING as Playground (the « WHY »)

• ING Architecture Community (the « WHO » & « WHAT »)

• BecomING #Agile (the « HOW »)

• WinnING Awards (… the « FUN »)

Alain HeremansValue Chain Architect

for Marketing and MDMMy work @ ING

EA @ ING, a continuous evolution

Alain GarsouxValue Chain Architect

for IT Services

44

ING as Playground

• ING Strategy

• Scope of architecture

by Alain Heremans

ING, the growing bank that is with you all day long.ING, rewarded several times by the banking market

5

ING Belgium occupies a relevant place in ING Group

Clients

Employees

~ 2.500.000

~ 34.000.000

~ 8.000

~ 52.000

6

7 Presentation Keep Moving Forward (28 octobre 2015)

ING has a global strategy, called Think Forward, being further deployed since 2014

8

Looking for architecture ?

9

Ralph Hamers, CEO ING Group

Business ambitions explicitly articulated using architecture terms

10

Could you make it without architects ?

Simplify & streamlineAnytime & AnywhereAnalytics skillsInnovationNew services & business modelsOperational ExcellenceCommon APIData LakeModularityCloud computing

11

Doing architecture is not done (only) for fun. It addresses expressed needs and ambitions set by the enterprise

Transformationor Acquisition

Cost-savings

ProcessEfficiency

New product& service

Enabling new technology

InnovationDOING ARCHITECTURE ?

WHAT FOR ?Size your architecture

to your ambition and maturity !

12

We can rely on a strong culture, driven by…

With …

ING as essential as air, composed of Oxygen and Nitrogen, being vital and everywhere

ING as essential as Germanium and Silicium, being used in all innovations in the digital era

ING as invasive as Radium, influencing and participating into your transformation

ThinkForward,

Think …

13

We can rely on a strong culture, driven by…

1414

ING Architecture Community

• Needed architect roles

• Needed organization

• Architects as partners

by Alain Heremans

Architecture is about developing, using, communicating about models, structuringand transforming chaos into order for taking correct decision

16

EA is developing views about ING, to support strategy articulation, increase maturity change portfolio process, advise decision taking & guide solution seletion

17

Evolution of architect roles is a long journey … that never ends

Architecture Maturity

18

STEP 1 Supporting the RUN

Ad hoc questions and support

Step 1: SUPPORTING THE RUN

2005 - 2010

+ DOMAIN ARCHITECT+ AREA ENTERPRISE ARCHITECT+ BASELINE ARCHITECTURE

19

STEP 2 Enabling the CHANGE

standard solution architecture process

2011 - 2012

+ SOLUTION ARCHITECT+ SOLUTION ARCHITECTURE & REVIEW BOARD+ PROCESSES, KNOWLEDGE & COMMUNITY

Step 2: ENABLING THE CHANGE

20

STEP 3 Planning the CHANGE

standard portfolio process

2013 - 2014

+ VALUE CHAIN ARCHITECT+ VALUE CHAIN & BANK ROADMAP+ VALUE CHAIN & BANK PROJECT PORTFOLIO

Step 3: PLANNING THE CHANGE

21

STEP 4 Guiding the CHANGE

Fully Modelled Enterprise

Step 4: GUIDING THE CHANGE

2015

+ INVESTMENT ROADMAP & ARCHITECTURE RUNWAYS+ INVOLVEMENT IN STRATEGY DECISIONS+ AGILE PROCESSES: FEATURE ARCHITECT

22

STEP 5 Leveraging to GROUP

Group collaboration and focus

2015 - 2016

+ SHARED INVESTMENTS+ GROUP PORTFOLIO+ GROUP DOMAIN & SOLUTION ARCHITECTURES

Step 5: LEVERAGING TO ING GROUP LEVEL

23

ALL STEPSModelling the whole bank

Extending the scope to the whole enterprise

2009 - 2016

+ INFRASTRUCTURE ARCHITECT+ BUSINESS ARCHITECT+ CHIEF ARCHITECT

AND ALL THE OTHER ARCHITECT ROLES

EA Maturity increases as scope of the system being architected extends. Real measure is not EA thinking in models but the stakeholders using them implicitly

SUPPORTING

THE RUNENABLING

THE CHANGE

PLANNING

THE CHANGEGUIDING

THE CHANGE

LEVERAGING

AT GROUP

Pure IT Value Pure Business Value

« Revolution »moments

2015 - 20162011 - 20142005 - 2010

25

EA is uniquely placed to see the long ranging implications of decisions.EA is only effective if it is present close to the processes it supports

Dilbert about Strategic Planning …

Wally,the lazy « Architect »

Dilbert,the « Development Engineer »

All needed skills within one individual is (almost) not possible. Solution is to have all the skills present in EA team

28

« Enterprise Architects will become storytellers »

By 2020

The physical organization of architecture practice follows the priorities set by the enterprise and gets optimized through centralization or distribution

• Setting up common processes & roles

• Building an architecture community

• Ensuring bank-wide alignment through hierarchical independency

• Easing application development

• Ensuring respect of policies & standards

Central

Architecture

Community

Distributed

Architecture

Community

Enterprise

Architecture

Community

CENTRAL

vs.

DISTRIBUTED

29

30

2016

Enabling global

roadmap

portfolio mgmt

Central

Architecture

Community

Distributed

Architecture

Community

Domain Architect

Infrastructure Architect

Business Architect

(Area) Enterprise Architect

Solution Architect

Value Chain Enterprise Architect

Solution Architect

Domain Architect

Infrastructure Architect

Business

Architect

Feature

Architect

Group EA

2015201420132012201120102009

Defining roles

& deliverables

Building

central

knowledge &

community

Easing supply

and architecture

processes

Focusing on VC

portfolio and

roadmap

Enabling bank

roadmap

portfolio mgmt

Bank investment

approach and agile

implementation

Supporting

local domain

Domain Architect

4

4

7

47

17

79

20%

80%

Enterprise

Architecture

Community

The organization of EA team evolves, as architecture challenges emerges, driven by ING strategy. Size your architecture to your ambition and maturity !

31

EA follows the speed of the organization. It should always be ahead, but not too much

3232

BecomING #Agile

• Architect role & Agile

• Agile processes

• Agile deliverables

by Alain Garsoux

EA reference framework evolves from home made to market standards.

TIME2009 2016 & more2012

33

The qualitydelivered by

our projects is not goodenough

34

SAFe to answer shared observations and to deliver a new organisation*.

… without being close for transformation

Our change processes are heavy with substantial

overhaead.

We are too expensive

Our Time to market is too long

Our decision taking takes toomuch time

We do not act enough as 1 team for our customers.

Market & customer behaviorchanges and it requires fast

resonse

The qualitydelivered by

our projects is not goodenough

Shorter change cycle

Cost Efficency

Increase value delivery

Reduce time to market

Empowered team

Customer feedback

Improved reliabiity

*…Without closing the organization for renovation.

Dilbert getting Agile …

The stupid « Boss »Wally Dilbert

36

Portfolio

Program

Team

•

•

Main focus areas of architects on this E2E delivery model

37

Enterprise Architects

During Set-up After Set-up

Portfolio

Program

Team

•

•

EA

Feature Architects(e.g. Solution Architect & Domain architect)

Portfolio

Program

Team

Key Concepts for Architecture Discussion

38

Investment Theme

Epic Epic

Feature Feature

Release Train

DevOps

High Level Feature HLF HLF HLF

PBB

DevOps

PBB

DevOps

PBB

Investment Theme

Epic Epic

HLF HLF HLF HLF

Feature Feature

Release Train

DevOps

PBB

DevOps

PBB

DevOps

PBB

Feature Feature

Release Train

DevOps

PBB

DevOps

PBB

DevOps

PBB

Demand

Supply

PBB: Physical Building Block

• A Release Train should satisfy the following criteria:

• Deliver business value

• Support strategic objectives

• Use optimally the capacity of all DevOps

teams in the train

• Be as independent as possible

• Portfolio wide analysis of the usage of assets vs change initiatives

• Clustering identifies candidates for Release

Train

• EA provides reference models for

structuring assets and change

39

Contribution of EA in construction of Release Trains

PBB 1 PBB2 PBB 3 PBB 4

Ch

an

ge

act

ivit

y c

lust

eri

ng

Asset Clustering

RT1

RT2

RT3

Project 1

Project 2

Project 3

Project 4

Project 5

Portfolio

IT Integrator: coordinates, with Program Manager and E2E Test Manager the E2E

delivery of Features in the Feature Backlog.

40

Feature Management Team

Feature Owner: business representative, defines and prioritizes the Feature backlog of the

Release Train.

Feature Architect: creates feature architecture, validates feature development, maintains

building block roadmap and baseline documentation, handles exceptions and waivers,

participates in epic architecture

E2E Test Manager: manages and

drives the E2E Tests

Blueprint Expert: domain expert

with knowledge of business and IT ,

translates between demand & supplyDevOps DevOps DevOps

Release Train

Feature Management

Team

Re

lea

se T

rain

leve

lT

ea

m le

vel

FeatureBacklog

Program

The Feature Architect acts on multiple fronts

• Develop the Feature architecture for the

upcoming PSI

• Attend PSI planning meeting where

architectural issues of upcoming PSI are

addressed

• Attend Scrum Ceremonies of DevOps team to

provide architecture support of current PSI

• Attend the Scrum of Scrum to ensure solution

consistency

• Attend the System Demo

• Attend the Retrospective where solution is

validated by the stakeholders

• Manage Waivers and Escalations

• Update architecture baseline of previous PSI

41

The challenging role of the Feature Architect

PSI

12 weeks

PSI = Potentially Shippable Increment

Feature Development

PSIPSIPSI

Feature Architecture

Update Baseline

SupportExecution

Definition of Ready

Definition of Done

Program

The Feature Architect faces multiple hurdles

• The Agile engineering style is bottom-up,

architect thinks top-down

• DevOps team feels mandated to take

autonomous decisions

• Natural inclination of architect for

completeness and detail

• Feature owner has business focus:

non functional requirements

• MBTI profile for architects is often INTP

(Introvert, iNtuitive, Thinking, Perceiving)

42

The challenging role of the Feature Architect

INTP (Myers-Briggs personality type)

INTPs are marked by a quiet, stoic, modest, and

aloof exterior that masks strong creativity and

enthusiasm for novel possibilities. Their

weaknesses include poor organization,

insensitivity to social niceties, and a tendency to

get lost in abstractions. Keirsey referred to INTPs

as Architects, one of the four types belonging to

the temperament he called the Rationals.

INTPs are relatively rare, accounting for

1–5% of the U.S. population

https://en.wikipedia.org/wiki/INTP

• Google searching

• Finding errors in someone’stheory

• Taking to someone who canactually keep up with a decent conversation

• Research about everything

• Start a shitload of projects thatwill never be done.

43

INTP in action means:

• Not do the work that is supposedto be doing.

• Solve problems and leave themhalfway done because they’re notinteresting anymore

• Just think without beinginterrupted.

• Hard skills remain the same

• Development of soft skills

• Architects do not work in isolation,

should be (physically) with DevOps

• Cadence also applies to architecture:

time boxing

• Change management !

44

Effective functioning in Agile@scale context requires maturity jump for most architects

Large number of Agile teams: need for structuring mechanism

• Choice for Asset based DevOps teams

• Physical Assets can be unambiguously

identified

• Knowledge related to asset at 1 place

• Dev + Ops in 1 team

• Non overlapping

• Physical Building Block = set of Physical Assets that are managed together and evolve as a whole.

• List of PBBs managed by EA to insure

alignment with architecture roadmap

45

Minimize Team interdependencies through asset based approach

DevOpsDevOps

DevOps

DevOps

DevOps

DevOps

DevOps

DevOps

DevOps

DevOps

Physical Building Block Library

PB

B

PB

B

PB

B

PB

B

PB

B

PB

B

PB

B

PB

B

PB

B

PB

B

PB

B

Team

• Empowered, self organizing teams

• Valuable, fully-tested software

• Continuous incremental delivery

• Short business feedback cycle

• Clear Team scoping

46

Team level @ ING BE is a self organized team.(No architecture role) Team

• DevOps teams: 7 - 8 people

• Multi-skilled, T-profile, self-organising

• Able to analyse, define, estimate, implement, test and deploy as far as Production (DTAP)

• Use the Scrum framework

• Aim to provide a continuous improvement ecosystem in which the DevOps teams can thrive

Realizing business value often requires multiple Release Trains to contribute.

• For each High Level Feature, one of the Release Trains is assigned is leading

• Proposal of lead is done by EA

47

Addressing dependencies - Release Train in the lead

Release Train in the lead

Contributing Release Train

Contributing Release Train

Feature Management

Team

IT IntegratorFeature ArchitectE2E Test Manager

Epic & HLF Backlog

Demand Supply

SAFe definition:A system that has architectural runway contains existing or planned infrastructure sufficient to allow incorporation of current and anticipated requirements without excessive refactoring.

48

Making sure the trains never stops: Architecture Runways

Some preparation work… for later use.

Make explicit the (High Level) Features that are part of the Architecture Runways

• Under budget pressure, foundational features are more likely to be descopedbecause they do not generate immediate business value

49

Making sure the delivery never stops: Architecture Runways

Feature

Feature

Feature R

Feature

Feature

Feature R

Architecture Runway features

Conclusion : reshaping IT guided by EA

Starting principle: organise IT and the software delivery around a cluster of

application assets, with a stable and fixed supply capacity (DevOps-teams).

Application assets and the clustering in Physical Building Blocks are architectural

concepts, so …. EA’s know how is a key asset to structure the agile IT

organisation.

Level Reshape IT EA Guidance

At team-level Composition of DevOps-teams Architecture concept of Physical Building Block

At program-level Composition of the “Release Trains”, as a group of collaborating DevOps-teams

Release Trains delivering features with business value

At portfolio-level Definition of Epics and (High-level) features

At organisational level

Composition of the full IT organisation in collaboration with bank and IT portfolio management

Mapping budgets to Physical Building Blocks and Release Trains

50

5151

WinnING Awards

• Transformation in 2013

• Agile in 2015

by Alain Garsoux

iCMG is a leading full service Enterprise & IT Architecture Firm, which organizes annually a worldwide best architecture contest in several categories

In the last six years, iCMG Global Architecture Excellence Award Competition, driven by independent jury has become a global benchmark of excellence as the leading companies from USA, Europe, Asia, Middle East, Africa, South America have participated in this competition.

The idea is to honor architects & enterprises whose work demonstrates a combination of talent, vision & workmanship, which are creating successful and enduring systems & enterprises.

A key mission of Enterprise Architecture is to reveal the hidden landscapes of complex organizations so that decisions are made within a visible enterprise context. If you pay the price for good architecture up front, you'll always come out ahead!

Tom Mowbray

52

The “ING 2013-2015 Transformation” case was about defining the investment roadmap for the years to come to enable new ING strategy

An Enterprise Architecture approach with a set of reference models was used to define the investment roadmap for the years to come

• deliver a comprehensive enterprise wide roadmap,

• enable ING Belgium to plan and execute the transformation needed to realize ING’s One Bank Vision 2015 to be ‘the’ direct universal bank in the Belgian market: “Direct when possible, Advice when needed”.

2013-20152010

A major strategic planning exercise at ING Belgium during 2010, with a 2013-2015 time horizon, called “ING 2013-2015”.

GOAL

SCOPE• Enterprise wide impact and supported by a

sound and elaborated enterprise architectural approach.

53

The “Agile Architecting” case was about enabling and guiding the reshaping of IT into a new agile organisation

The reshaping of IT was guided by EA models and clear approach linked with a bank value roadmap and architecture impact methodology

• enable ING Belgium to plan and execute the transformation needed to reduce IT change and run costs, build and deliver faster, and cope with fast customer behavior and market changes.

A major transformation of IT took place in 2014 –2015 by adopting agile delivery processes and using SAFe as standard.

GOAL

SCOPE • IT wide impact and supported by a sound and elaborated enterprise architectural approach.

• Business transformation also facilited.

54

Rudy WOUTERSChief ArchitectING Belgium

What should youremember ?

5656by Alain Garsoux

A few architecture takeaways …

• Size your EA department to embrace your strategy.

• Specialize EA in architecture roles and skills to

cover end-to-end and domain challenges.

• Use market standards to define and position EA activities in your

company.

• Describe your EA processes to make them repeatable and have them fully

embedded in the existing company process.

• iCMG contest and external (re-)presentations, like today, are facilitating the

EA recognition within your company.57

Alain Garsoux, alain.garsoux@ing.beAlain Heremans, alain.heremans@ing.be