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Business Agility requires an Enterprise Architecture Business agility [1] is the ability of a business to adapt rapidly and cost efficiently in response to changes in the business environment. It includes : maintaining & adapting goods and services to meet customer demands, adjusting them coherently to changes in a business environment taking advantage of assets at all production dimensions of an enterprise architecture : business, data, application, technology The alignment of organizations with such changing needs requires an enterprise architecture [2] to enable effective execution of the enterprise strategy to achieve change (until the IT level) EA [2] is defined as : A conceptual blueprint that defines the structure and operation of an organization. The intent of an enterprise architecture is to determine how an organization can most effectively achieve its current and future objectives. [1] Adapted from "On the Measurement of Enterprise Agility” - Nikos C. Tsourveloudi , Kimon P. Valavanis (2002) [2] SearchCIO.com 2
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Governing Agile on the basis of Business Values
Governing Agile on the basis of Business Values Birol Berkem, Ph.D
Open Group Member and CertifiedEnterprise Architect (TOGAF 9,
ArchiMate 2) GooBiz.com This presentation does not have to be
considered as a Bridging TOGAF with Agile training class. It only
aims at showing how to make connections between TOGAFADM and Scrum
in order to : establish the project vision on the basis of business
values, synchronize features of the product backlog / sprints with
functions of the capability increments, provide walking skeletons
with consolidated architecture gaps, while maintaining governance
with changing strategies and supporting business agility Note :
TOGAF 9 (The Open Group Architecture Framework) and ArchiMate 2 are
trademarks of the Open Group This work by Birol Berkem (GooBiz.com)
is licensed under a Creative Commons
Attribution-Noncommercial-Share Alike 3.0 Unported License.
Permissions beyond the scope of this license may be available byto
Business Agility requires an Enterprise Architecture
Business agility [1] is the ability of a business to adapt rapidly
and cost efficiently in response to changes in the business
environment. It includes : maintaining & adapting goods and
services to meet customer demands, adjusting them coherently to
changes in a business environment taking advantage of assets at all
production dimensions of an enterprise architecture : business,
data, application, technology The alignment of organizations with
such changing needs requires an enterprise architecture [2] to
enable effective execution of the enterprise strategy to achieve
change (until the IT level) EA [2] is defined as :A conceptual
blueprint that defines the structure and operation of an
organization. The intent of an enterprise architecture is to
determine how an organization can most effectively achieve its
current and future objectives. [1] Adapted from "On the Measurement
of Enterprise Agility -Nikos C. Tsourveloudi , Kimon P. Valavanis
(2002) [2] SearchCIO.com 2 Enterprise Architecture needs to be
Governed
TOGAF : An Enterprise Architecture Framework to align Enterprise
Ressources, IT Systems and Technologies with the changing Business
Strategies by : Identifying gaps between current and target
architectures, Providing roadmap to achieve goals and coordinate
current and future projects of the organisation Howcan ADM realize
Business Strategies on a Capability basis ? Phases in TOGAFs ADM A
Summary
Drivers, Goals, Principles, Business Values Capabilities, Concerns
of Stakeholders, Requirements, Business Transformation Readiness
Assessments, Risks Governance of implementation and Architecture
Change Management Development of the Enterprise Architecture, Views
of the Architecture across domains, Gaps, Risk Mitigation ,
Detailed Implementation, Migration Plan, Work Packaged Actions to
Coordinate Projects Consolidating architecture descriptions Risks
Assessments, Definition of the Roadmap Identifying opportunities
for re-use and potential solution components 4 How Governance
applies on the ADM to realize Business Strategies ? Birol Berkem
GooBiz.comParis, 2015 Main Parts of the Governance Process
Governance is the practice by which enterprise architectures are
managed and controlled at an enterprise-wide level This includes:
controls on the creation and monitoring of activities and
components ensuring introduction, implementation, and evolution of
architectures, ensuring compliance with internal and external
standards and regulatory obligations supporting management of the
above (components and activities, their compliance,) ensuring
accountability to external and internal stakeholders What are
current needs about GOVERNANCE on Agile Development ? 5 Birol
Berkem GooBiz.comParis, 2015 Needs about Governance on Agile
Development
Important tension between teams desire to be agile, the workgroups
narrow business objectives and the organizational interest in
standards, structure, visibility and security ! Companies that use
Agile Software Development Methodologies are currently searching
ways to : Align agile development to best practices, Gain
centralized control and visibility of the progress across the
company, While adhering to governance and regulatory requirements,
Leveraging any internal/ external solutions with any process and
methodology for development And despite the fact that they may be
geographically dispersed How such Governance needs may frame
elements of Scrum life cycle ? 6 Birol Berkem GooBiz.comParis, 2015
Scrum Life Cycle (Summary)
The development is based on a series of capabilities : From the
vision statement until the final product 1: Craft a Product Vision
& Identify Users and their Needs 2: Identify User Goals and the
Activities to meet them 3: Identify the Important Tasks for
performing the Most Important Activities 4: Build a Walking
Skeleton for the Highest Needs as part of the First Iteration 5:
Allow other DetailedArchitecture and Additional Features to Emerge
Over time Sprint Retrospective Inspect and adapt in an effort to
improve Vision Statement How the previous Governance needs may be
used as inputs for Scrum touch-points ? 7 Birol Berkem
GooBiz.comParis, 2015 Governance Inputs on the Touch-Points of
Scrum Life Cycle
How to carry on BusinessValues on the basis ofRisks and Capability
Increments ? How to create & update Features based on
Consolidated Gaps & Dependencies ? How to provide Consolidated
INPUTS for the Walking Skeleton (end-to-end architecture
structures) on the basis ofarchitecture gaps ? How to Monitor Risks
& Ensure Conformance to the Architecture Constraints ? Vision
Statement This necessitates to Govern Value Streams (from Features
to Deployment) using TOGAF ADM & Capability Based Planning 8
Birol Berkem GooBiz.comParis, 2015 Governing Agile on the basis of
Business Values
Vision Statement Product Backlog Sprint Planning Retrospective 1-4
Week Sprints Daily Scrum Adaptation Potentially Shippable Product
Increment Risk Monitoring & Conformance Review BusinessValues
carried by Capability Increments Features based on Consolidated
Gaps & Dependencies Birol Berkem GooBiz.comParis, 2015 Inputs
for Walking Skeletonsbased onConsolidated Architecture Gaps 9 How
to support such connections what artifacts might be used as a
vehicle to establish the bridge ? Governing Scrum using TOGAFs
ADM
BusinessValues carried by Capability Increments Risk Monitoring
& Conformance Review Inputs for Walking Skeletonsbased
onConsolidated Architecture Gaps Features based on Consolidated
Gaps & Dependencies Potentially Shippable Product Increment
Tasks (To Do) EPIC Name : Visitor Registration Process Phases : B
to D : User Story 1: Enter Visitor Create Bonus DB Table & link
to Visitor Tb Create UI 1 and link it to the UC Ctrl ImplementUser
/ System interact. Activities User Story 2 : Fill Poll to capture
Prod. of Interest- Create Poll DB Table &link it to Visitor Tb
Create UI 2 and link it to the UC Ctrl User Story 3 : Notify
Related Units Link Poll DB Table to Sales & Marketing DB Tb
Send Visitor Info. to Salesand Marketing Mail boxes Daily Scrum 1-4
Week Sprints Vision Statement Sprint Planning Product Backlog 10
Sprint Backlog Sprint Retrospective Birol Berkem GooBiz.comParis,
2015 Adaptation Steps of the Capability Based Development
TOGAF offers the Capability-Based Planning that focuses on the
planning, engineering and delivery of strategic business
capabilities to the enterprise Drivers, Goals,Objectives and
Capabilitiesare initialy confirmed in the Preliminary and
Architecture Vision Phases Capability Based Planning from the Open
GroupsTOGAF 9.1 Capabilities are structured to mitigate Risks using
business functions, and to make impactanalysis of their evolution
throughoutIT layers Incremental RoadMap to reach the Target
Architectureby reusing existing capabilities Work Packaged Actions
to implement these Increments and coordinate Implementation
Projects on capabilityincrement basis Capability-Based SOA Backbone
where solution components plugged intothe architecture are
orchestrated to realize related functions Capabilities are
abilities of an Organization, People, Processes and Technology
(From TOGAF 9.1 Definition) How to enable this Goal-Driven &
Capability-Based Development to Govern Scrum from Vision Statement
until theArchitecture Walking Skeleton ? Birol Berkem
GooBiz.comParis, 2015 ArchiMate Layers for the Architecture Gap
Analysis
ArchiMate 2 is a Modelling Language that brings : consistency (well
established notation with unambiguous relationship types),
completeness (explicit modelling notations for requirements,
principles, constraints,work packages, transition architectures),
traceability (relationships to architecture componentsusing
viewpoints across multiple-domains). BIZ.FUNCTION Example of
theArchiMate Layered Viewpoint will be used to serve as a support
from the Vision Statementuntil the Architecture Walking Skeleton
Simplified ArchiMate Elements adapted fromEA Modeling with
ArchiMate & Sparx - A. Sikandar Cap Gemini Canada WebSale
Company Extending its Digital Transformation to Turn Internet
Visitors into Buyers and Incite clients to buy complementary
products A WebSale Company offers on-line products to its internet
visitors and customers. Faced to a crucial competition in its
sector, the CEO decided to gain loyalty of their visitors and
customers by turning visitors into buyers also inciting them to buy
complementary products related to their particular interest and
previoustransactions (attractive products,) bbonus...) To suggest
such complementary products, a comparative analysis should be done
between products that are consulted or purchased over the web and
products that might potentially be purchased as complementary items
to them (eventually using tools for Predictive Analytics) However,
information provided by the products portfolio is not always
accurate to ensure a full compatibility due to ambiguous links. To
mitigate risks of high volume returned products due to such an
issue, the CFO with the Principal EA decide to"Refine the Product
Portfolio" by maintaining there only precisely linked complementary
products then integrate other products after receiving from their
providers "trusty data for conformance. In the Preliminary Phase,
we look at the current and target states of the organisation : to
enable its Architecture Practice Birol Berkem GooBiz.comParis, 2015
should evolve to reach them ?
In the Vision Phase : We start by looking at the existing
BaselineCapabilities What are Target Business Values &
Capabilities and how these current capabilities should evolve to
reach them ? Birol Berkem GooBiz.comParis, 2015 Target Capabilities
will be outlined with Business Values to be delivered
The High level Business Values must be assigned to Capabilities of
the Target Architecture Values need to be decomposed in order to be
supported by Sub-Capabilities and Functions till interactions with
Stakeholders Value Propositions: The collection of products and
services a business offers to meet the needs of its customers. A
company's value proposition is what distinguishes itself from its
competitors. The value proposition provides value through various
elements such as newness, performance, customization, "getting the
job done", design, brand/status, price, cost reduction, risk
reduction, accessibility, and convenience/usability.
Osterwald/Pigneur 15 How to configure these target capabilities to
deliver targeted business values? Birol Berkem GooBiz.comParis,
2015 Use the Capability Based Planning of TOGAF
Lets start byconsideringDrivers, Goals andObjectives within the ADM
Preliminary & Architecture Vision Phases Birol Berkem
GooBiz.comParis, 2015 From the Open GroupsTOGAF 9.1 Specifications
to ensure coherent deployment of its Target Architecture ?
In the Preliminary & Vision Phases : We know about Drivers,
Goals and Baselines Capabilities upon which we have to apply
changing Strategies How to make impact analysis of changing
strategies assignedto each capability over the organization to
ensure coherent deployment of its Target Architecture ? How to
manage theperformance level of target capabilitiesand adapt them to
changes ? How to dynamically adapt the enterprise to changes by
focusing on design and delivery of its targeted capabilities using
TOGAF& Scrum ? 17 Birol Berkem GooBiz.comParis, 2015 In Phase
A: Functions and Requirements can be more precisely determined
using ArchiMate Viewpoints like the Goal Realization Lets populate
these sub-capabilities usinginternal functionson the basis of risks
to mitigate &and prepareinitial features of the ScrumsVision
& Product backlog Birol Berkem GooBiz.comParis, 2015 in phase B
and execute their impact analysis in phases C and D
Phase A: Excerpt from the Risk Identification and Mitigation
Assessment WorkSheet (summarized) ID Risk Factors per
Sub-Capability MANAGE VISITOR REGISTRATION BY MINIMIZING ABANDON
IMPACT Severity Likelihood MITIGATION ACTIONS Owner 4 Unable to
accurately identify products that correspond to particular interest
of Visitors Risk of Suggesting wrong products to Visitors(Initiated
Phase A) reassessed Phase E & H Major Capture the target
product profile of the visitor using a Poll Questionnaire via
Visitor Profilingfunction- Fill Questionnaire Process (the Poll
Questionnaire should be configured dynamically on the basis of
products consulted by visitors in order to suggest them online
complementary products as well as for future mailings once
registered). Marketing 5 Uncontrolled abandon rate during
Registrationof visitors Risk of non Attained Objectives for the
Visitor Registration process (Initiated Phase A) reassessed Phase E
& H Motivate Visitor to complete his registration by
suggestingappropriate Bonus Assignment on future purchase, Review
the questionnaire-dynamically configured to include potential
emerging products of interest for visitors, Make them measurable
functions ! 6 Untargeted Mailing to Visitors Risk to lose potential
customers by non targeted mailing(Initiated Phase A) reassessed
Phase E & H Develop Targeted mailing : Determine the correct
family of existing and emerging products that could be
interestingfor the visitor on the basis of his/her product profile.
A Risk and Mitigation table is provided here as we started to
confirm targeted business capabilities for completion in Phase A.
In this phase, Business Transformation Risks and Mitigation
Activities are determined as part of the initial Business
Transformation Readiness Assessment. These activities are included
in the SAW (Statement of Architecture Work) deliverable that is
propagated through a complete ADM cycle until the phase H. Also, on
the basis of the Capability Assessment deliverable of the Phase A,
we will configure capability components to mitigate risks. The
Future Performance Aspiration(future state aspiration for the
performance level of each capability)and the Future Capability
Aspiration(future state aspiration for how each capability should
be realized) paragraphs of the Business Capability Assessment may
also help to drive such a capability component configuration.
Actions that we have indicated to mitigate risks in this table will
help us to focus on business functions that can mitigate them. For
instance, in order to avoid risk related to the factor entitled
Uncontolled abandon rate during the Visitor Registration process,we
decided to support the Registration Sub-Capability using
complementary functions such as Bonus Assignment, Questionnaire
Review, etc (cf. next slide). The same configuration process
applies to mitigate risks related to factors provided in lines 5
and 6. The Risk Identification and Mitigation Assessment Worksheets
initiated in this phase are maintained as "governance artifacts"
and kept up-to-date through phases E and F until the phase G where
a 'risk monitoring' is conducted. In this latter phase, critical
risks that are 'not mitigated' are identified. This may require
another partial or full ADM cycle. On the basis of these risk
mitigation actions, we will have to configure related functions in
phase B and execute their impact analysis in phases C and D 19
Birol Berkem GooBiz.comParis, 2015 Structure capabilities &
align until the Technology carry outBusiness Values by function
& prepare the Working Skeleton Lets Structure Capabilities in
order to: Mitigate risks upon functions that compose them , adapt
them to changing strategies, Also Analyze Impacts throughout
Application andTechnology layers 20 Birol Berkem GooBiz.comParis,
2015 BUSINESS CAPABILITY ORCHESTRATOR
In Phase B : Capabilities are structured to mitigate risks and
easily adapted to changes BUSINESSCAPABILITY ORCHESTRATOR [Abandon
rate > 50 %] SLAs should also be provided for these functions in
order to align SOA backbone and guide implementation projects for
conformance with these architecture constraints Birol Berkem
GooBiz.comParis, 2015 In Phase B : Business Values carried out by
Capabilities and their Business Functions will help to clarify the
Vision Statement & populate Product Backlog So we have to
proceed with the value decomposition process throughthe
Architecture Layers Business :: IS etc..to discover Epics, User
Stories, other features Business values Business Functions Vision
Statement Orchestration of Service Point activities may be
precisely
described using UML or BPMN Process Descriptions Changes on
expected performance levels are expressed using {constraints}
applied to Business Capabilities BUSINESSCAPABILITY ORCHESTRATOR
Goal-Value =200 Registrants / week Process Actions are to be
reconfigured by considering theseresulting contraints (SLE) to
apply How to Realize this Register Visitor Process using Available
Baseline Services ? Birol Berkem GooBiz 2015 Phases C, D : We have
to perform Impact Analysis to Realize Capabilities The resulting
architecture will be used as part of the Walking Skeleton Lets
Structure Capabilities in order to: Mitigate risks upon functions
that compose them , adapt them to changing strategies, Also Analyze
Impacts throughout Application andTechnology layers 24 Birol Berkem
GooBiz.comParis, 2015 In Phases B and C : The Layered Viewpoint
supports the Impact Analysisfor Implementing the Managing Visitor
Registration Sub-Capability TARGET CAPABILITY SERVICES TARGET
CAPABILITY PROCESSand ROLES Development of the Architecture Views
across Business and IS domains I Customer [Registration] I Customer
[Data Mgmt] I Customer [Notification] BASELINE CAPABILITY
APPLICATION SERVICES AND COMPONENTS This impact analysis must be
performed until the Technical Infrastructure layer (phase D) to
describe complete implementation of the new capability -cf. next
slide In Phases C, D : The ArchiMate Layered Viewpoint supports the
Impact Analysis for Implementing Visitor Registration
Sub-Capability TARGET CAPABILITY PROCESSand ROLES I Customer
[Registration] I Customer [Data Mgmt] I Customer [Notification]
BASELINE CAPABILITY APPLICATION SERVICES AND COMPONENTS Development
of the Architecture Views across IS and Technical domains 26 We
will consolidate this B, C, D layers gap analysis in phase E then
design the roadmap and provide a Walking Skeleton to enable
realization of User Stories Birol Berkem GooBiz 2015 BUSINESS
CAPABILITY ORCHESTRATOR
In Phase D : A High-level view of theSOA Backbone may beoutlined
according to functions, requirements and expected service levels to
deliver Capabilities BUSINESS CAPABILITY ORCHESTRATOR
BUSINESSCAPABILITY ORCHESTRATOR Sub-Capability and Functions
previously described USE CASE (UC) Business Sub-Capability
Component Service Point (User Story) BUSINESSCAPABILITY
ORCHESTRATOR BUSINESSCAPABILITY ORCHESTRATOR Service Point (User
Story) B.C.O B.C.O 27 We now have to focus on the realization of
each function using available baseline services and interfaces and
doing impact analysis until the Technology Layer in order to obtain
a Walking Skeleton to realize their activities Birol Berkem GooBiz
2015 Consolidate the Roadmap, Transition Architectures andWork
Packages to coordinate ImplementationProjects In this third step,
we consider the consolidated RoadMap to reach the Target
Architecture. Capability Increments for Transition Architectures
will extend the existing business capabilities (starting by the
Baseline Architecture) Work Packages of Actions will implement
these Increments by coordinating Implementation Projects Lets start
by drawing the Roadmap and its underlying capability components for
transition architectures 28 Birol Berkem GooBiz 2015 In Phase E :
For the Vision Statement of ScrumThe Roadmap and Transition
Architecture capabilities are finalized on a Risk basis &
Business Values of underlying capabilities are determined !
Consolidating architecture descriptions Definition of the Roadmap
Identifying opportunities for re-use and potential solution
components Now how to deliver these transition architecture
capabilities with their business values using Capability Increments
and implementation projects ? 29 Birol Berkem GooBiz 2015 by Target
States (themes) according to Strategic Objectives
Architecture Definition Increments Table sets target states for
implementation projects as part of the Architecture Releases
TRANSITION ARCHITECTURES PROJECTS TRANSITION ARCHITECTURE 1
PREPARATION PHASE Websale System {VISITOR REGISTRATION [MANAGED] ;
CATALOG [REFINED] } TRANSITION ARCHITECTURE 2 INITIAL OPERATIONAL
CAPABILITY [TURNING VISITORS INTO BUYER] {Registrant Rate > 200
per week & Buyer Rate > 20 % of Registered Visitors} ;
Unsubsciption Request Rate < 5 % per month; {Purchase Rate>20
% of Recommended Products} Rate of Linked new Complementary
Products > 10% per month ; TRANSITION ARCH ITECTURE 3 BENEFITS
[TURNING VISITORS INTO BUYER] {TARGETED MAILING USING PRODUCT
TRACKING; REPORTED SUCCESS MEASURES} COMMENTS VisitorMarketing
Management Project Visitor.Registration [MANAGED] [MANAGED] KPIs
{Registrant Rate > 200 per week } Visitor.Mailing [TARGETED]
KPIs : {Unsubsciption Request Rate < 5 % each month}
Visitor.Mailing [TARGETED] KPIs {Rate of Browsed Products > 60 %
of Recommended Products} Catalog Refinement Project Catalog
[REFINED] {Unprecisely linked products cleaned} Catalog [REFINED]
KPIs : {Rate of Linked Complementary Products > 10 % each month}
Integration Project - Visitor [Turning into Buyer] KPIs : {Purchase
Rate>20 % of Recommended Products} Visitor [Turning into Buyer ]
KPIs : { Purchase Rate>60 % of Recommended Products} As part of
each Architecture Release Implementation Projects are constrained
by Target States (themes) according to Strategic Objectives In
Phase F :These constraintswill be used to determine sequences of
the Implementation Projects using theArchiMate Project Viewpoint
Birol Berkem GooBiz.comParis, 2015 In Phase E : Deliverables and
Work Package Actions aredetermined for the Transition
Architecture
Consolidating architecture descriptions Definition of the Roadmap
Identifying opportunities for re-use and potential solution
components 31 And they are finally determined for the target
architecture (next slide) Birol Berkem GooBiz 2015 Consolidate the
Roadmap, Transition Architectures andWork Packages to coordinate
ImplementationProjects In this third step, we consider the
consolidated RoadMap to reach the Target Architecture. Capability
Increments for Transition Architectures will extend the existing
business capabilities (starting by the Baseline Architecture) Work
Packages of Actions will implement these Increments by coordinating
Implementation Projects 32 How the Consolidated Gaps &
DependenciesMatrix may help for the Product Backlog ? Birol Berkem
GooBiz 2015 Governing Scrum using TOGAFs ADM
Capability Radar Diagram BusinessValues carried by Capability
Increments Risk Monitoring & Conformance Review Inputs for
Walking Skeletonsbased onConsolidated Architecture Gaps Features
based on Consolidated Gaps & Dependencies Potentially Shippable
Product Increment Tasks (To Do) EPIC Name : Visitor Registration
Process Phases : B to D : User Story 1: Enter Visitor Create Bonus
DB Table & link to Visitor Tb Create UI 1 and link it to the UC
Ctrl ImplementUser / System interact. Activities User Story 2 :
Fill Poll to capture Prod. of Interest- Create Poll DB Table
&link it to Visitor Tb Create UI 2 and link it to the UC Ctrl
User Story 3 : Notify Related Units Link Poll DB Table to Sales
& Marketing DB Tb Send Visitor Info. to Salesand Marketing Mail
boxes Daily Scrum 1-4 Week Sprints Vision Statement Sprint Planning
Product Backlog 11 Sprint Backlog Sprint Retrospective Birol Berkem
GooBiz.comParis, 2015 Adaptation Example of a Consolidated Gaps,
Solutions and Dependencies Matrix
TOGAF Standard Courseware V9.1 Edition Example of a Consolidated
Gaps, Solutions and Dependencies Matrix This matrix can be used as
a planning tool when creating work packages. The identified
dependencies will drive the creation of projects and migration
planning in Phases E and F. An example matrix is shown. This
enables identification of SBBs which could potentially address one
or more gaps and their associated ABBs. Excerpt from TOGAF 9.1
Consolidated Gaps, Solutions and Dependencies Matrix ofthe Open
Group 1- This Matrix may help for understandingwhatareautomated
processes - Application level Epics and user stories for the
Product Backlog ? 2- The Walking Skeleton necessary to realize
activities of user stories In Phase E: Consolidated Gaps from
Phases B, C and D help to discover tasks to enable the
WalkingSkeleton of User Stories BusinessGAP: Visitor Registration
Process Activity 1 : Enter Visitor Activity 2 : Profile Visitor
Interest Activity 3 : Notify Related Units I Bonus [Assignment] I
Customer [Registration] I Customer [Data Mgmt] I Poll [Processing]
I Poll [ PollData to Review] I Customer [Notification] Appli GAP:
Visitor Registration Process Activity 1 : Enter Visitor Create
Bonus AssignmentAppli Service Interface & Implementation
Activity 2 : Profile Visitor Interest- Cr. Poll Process Appli
Service Intf& Imp. Activity 3 : Notify Related Units -Cr.Poll
to Review Appli Service Intf&Imp Precise Consolidation of BCD
Layer Gaps for elaborating the Consolidated Gap, Solution &
Dependency Matrix I Visitor Bonus [DB Assignmt] I Visitor Poll [DB
Assignmt] I Poll [DB Notification] Information(Data) GAP: Visitor
Registration Application & Techno Activity 1 : Enter Visitor
Create Bonus DB Table & link it to Visitor DB Tb Activity 2 :
Profile Visitor Interest- Poll DB Table linked to Visitor Tb
Activity 3 : Notify Related Units Poll DB Table linked to Sales
& Marketing DB Tb Visitor Info. sent to Salesand Marketing
Dependencies discovered for each layer will identify deliverables
& work packages 35 Birol Berkem GooBiz 2015 In Phase F :
Coordinate Implementation Projects using Work Packages
In this third step, we consider the consolidated RoadMap to reach
the Target Architecture. Capability Increments for Transition
Architectures will extend the existing business capabilities
(starting by the Baseline Architecture) Work Packages of Actions
will implement these Increments by coordinating Implementation
Projects 36 How the Consolidated Gaps & DependenciesMatrix may
help for the Product Backlog ? Birol Berkem GooBiz 2015 BUSINESS
CAPABILITY ORCHESTRATOR
Phase F : Coordinate the Implementation Projects usingan End-to-End
Traceability BUSINESSCAPABILITY ORCHESTRATOR B.C. MODEL FRAGMENT
Implementation Projects will be coordinated in Phase G on the basis
of business, IS and technology constraints imposed to the
Architecture from phases B to E 37 Birol Berkem GooBiz 2015
Structuring the Capability Based SOA Backbone
Monitor Risks and Conformance of Implementation Projects
Structuring the Capability Based SOA Backbone In this last step
(Phase G), we focus on how to realize Constraints imposed to
Business Functions by Implementation Projects Upon the
Capability-Based SOABackbone 38 Birol Berkem GooBiz 2015 TOGAF
Standard Courseware V9.1 Edition
Phase G Objectives In Phase G we define architecture constraints on
the implementation projects and ensure their conformance through
the Architecture Contract This includes : Governing the
architecture through implementation by compliance reviews and by
risk monitoring (cf. example of risks already defined by function
cf. Phases A & B) Performing appropriate functions of the
Architecture Governance for the solution Structuring the Product
Backlog on the basis of Business Functions to automate from Phases
B and C and the Architecture Walking Skeleton consolidatedin Phases
E&F (Syllabus Reference: Unit 6, Learning Outcome G.1: You
should be able to describe the main objectives of Phase G.) The
objectives of this phase are as shown. Architecture Governance The
Architecture Contract produced in this phase features prominently
in the area of architecture governance. It is often used as the
means to driving change. In order to ensure that the Architecture
Contract is effective and efficient, the following aspects of the
governance framework should be introduced in this phase: Simple
process People-centered authority Strong communication Timely
responses and effective escalation process Supporting organization
structures Copyright , The Open Group BUSINESS CAPABILITY
ORCHESTRATOR
Reminder from Phase B : Capabilities were structured to mitigate
risks and being easily adapted to changes BUSINESSCAPABILITY
ORCHESTRATOR Also seen that in Phase D : SOA Backbone has to
bedesigned according to these functions, requirementsand expected
service levels Birol Berkem GooBiz.comParis, 2015 WHAT Activities
and Values to deliver per interaction ?
Structure the Product Backlog on the basis ofBusiness Functions to
automate from Phases B&C EPICS USERSTORIES (steps of Epic)
Value FOR each UserStory WHAT Activities and Values to deliver per
interaction ? How to determine the Walking Skeletonand tasks to
realize for each user story ? BUSINESS CAPABILITY
ORCHESTRATOR
In Phase D : We have already outlined a high-level view of the
Architecture Backbone according to functions, requirements and
expected service levels as part ofCapabilities to deliver BUSINESS
CAPABILITY ORCHESTRATOR BUSINESSCAPABILITY ORCHESTRATOR
Sub-Capability and Functions previously described USE CASE (UC)
Business Capability Component Service Point (User Story)
BUSINESSCAPABILITY ORCHESTRATOR BUSINESSCAPABILITY ORCHESTRATOR
Service Point (User Story) B.C.O B.C.O Birol Berkem
GooBiz.comParis, 2015 42 We now have to focus on the realization of
each function using available baseline services and interfaces and
doing impact analysis until the Technology Layer in order to obtain
a Walking Skeleton to realize their activities Birol Berkem GooBiz
2015 Constraints imposed to Business Functions are to be
realized
Architecture Definition Increments Table sets target states
requested from implementation projects on the basis of Strategic
Objectives TRANSITION ARCHITECTURES PROJECTS TRANSITION
ARCHITECTURE 1 PREPARATION PHASE Websale System {VISITOR
REGISTRATION [MANAGED] ; CATALOG [REFINED] } TRANSITION
ARCHITECTURE 2 INITIAL OPERATIONAL CAPABILITY [TURNING VISITORS
INTO BUYER] {Rate of Linked new Complementary Products > 10% per
month ; Registrant Rate > 200 per week & Buyer Rate > 20
% of Registered Visitors} ; Unsubsciption Request Rate < 5 % per
month; {Purchase Rate>20 % of Recommended Products} TRANSITION
ARCH ITECTURE 3 BENEFITS [TURNING VISITORS INTO BUYER] {TARGETED
MAILING USING PRODUCT TRACKING; REPORTED SUCCESS MEASURES} COMMENTS
VisitorMarketing Management Project Visitor.Registration [MANAGED]
KPIs {Questionnaire to re-customize ifAbandon Rate > 50 %} KPIs
: {Registrant Rate > 200 per week & Registrant Buyer Rate
> 20 % of Registered Visitors} Visitor [Entry] : If abandon
& abandon rate > 50% thensendto Mktg.Suggested Products [to
adapt] Questionnaire [Filling] : If abandon & abandon rate >
50% then Questionnaire [to review] Visitor.Mailing [TARGETED] KPIs
: {Unsubsciption Request Rate < 5 % each month} Visitor.Mailing
[TARGETED] KPIs {Rate of Browsed Products > 60 % of Recommended
Products} Catalog Refinement Project Catalog [REFINED] {Unprecisely
linked products cleaned} Catalog [REFINED] KPIs : {Rate of Linked
Complementary Products > 10 % each month} Integration Project -
Visitor [Turning into Buyer] KPIs : {Purchase Rate>20 % of
Recommended Products} Visitor [Turning into Buyer ] KPIs : {
Purchase Rate>60 % of Recommended Products} Constraints imposed
to Business Functions are to be realized bythe Implementation
Projects Birol Berkem GooBiz.comParis, 2015 Implementation Projects
Constrained on the basis of Target States using the ArchiMate
Project Viewpoint Birol Berkem GooBiz.comParis, 2015 Values have to
be decomposed until being delivered to stakeholders
BUSINESSLAYER VISITOR [REGISTRATION] I_Entry Visitor [Registration]
GOAL-DRIVEN SERVICE B.C.O Visitor [Entry] Visitor [Notification]
FUNCTIONAL LAYER UI Visitor [Entry] BUSINESS & DATALAYER
Question naire Visitor DATA SERVICES Form FUNCTIONAL LAYER Example
of choreography to specify values to deliver to stakeholders that
interact with automated business functions Birol Berkem
GooBiz.comParis, 2015 In Phase G : Solution Components(SBBs) are
plugged into the ABBs of the Architecture Skeletonto implement
business functions BUSINESS CAPABILITY ORCHESTRATOR Service/Request
Point (UC Comp) Service/Request Point (SRV Comp) Business
Capability Component BUSINESSCAPABILITY ORCHESTRATOR
BUSINESSCAPABILITY ORCHESTRATOR UC_Comp Visitor_Registration::
Visitor_Entry - complete_fields:boolean form_incomplete:boolean
visitor_entered:boolean + enter_visitor() : void complete_fields()
: void fill_form() : void {pre : form_found} thanks_for_entry() :
void GdS_Comp Visitor_Registration:: Visitor_Entry -
entry_processed:boolean entry_requested:boolean
form_registered:boolean form_validated:boolean + enter_visitor() :
void process_entry() : void {pre: entry_requested} register_form()
: void validate_form() : void UC-Cmp SRV-Cmp B.C.O B.C.O 45 Birol
Berkem GooBiz.comParis, 2015 Governing Agile on the basis of
Business Values
Compliance Review Architecture RelatedCompliance Issues
Architecture functions Insufficiently aligned with business
objectives Complianceissuesfor implementation projects: some appli.
system functionsdo not respect Archi. Constraints Not respectedBADT
standards- (Ex events processing do not
usePublish/Subscribepatterns ) Implementation Related
ComplianceIssues (Sprint Retrospective ) Value-Delivery Tests
Insufficiently defined for design & development Missing Tasks
in the Scrum Task board Incorrect task estimates Capability Radar
Diagram BusinessValues carried out by Capability Increments Risk
Monitoring & Conformance Review Inputs for Walking
Skeletonsbased onConsolidated Architecture Gaps Features based on
Consolidated Gaps & Dependencies Potentially Shippable Product
Increment Daily Scrum 1-4 Week Sprints Vision Statement Sprint
Planning Product Backlog 10 Sprint Backlog Sprint Retrospective
Birol Berkem GooBiz.comParis, 2015 Adaptation TOGAFs ADM Phases and
ArchiMate to Connect with Scrum
In Phases Prelim. & A : Capabilities are assessed on the basis
of Goals, Principles,Requirements, In Phases G & H : Capability
Driven SOA Backbone Components are Implemented to realize
expectedfunctions and Changes are Managed In Phase B : Capabilities
are first structured depending on the risks and requirement basis
In Phases E & F : Implementation Projects are planned to
realize Capabilities In Phase B,C,D : Impact Analysis of new
Capabilities is performed across Architecture Layers In Phase E :
The Roadmap and capabilitiesare consolidated to drive Epics &
User Stories Birol Berkem GooBiz.comParis, 2015 Summary The "Goal
& Value-Driven EA Development" process using TOGAF :
The alignment of organizations with the changing needs of their
customers and environment requires: Architecting business and IT
resources of the extended enterprise to ensure a value-driven
solution to these needs and capitalize on these capabilities in
face of changes, Communicating key requirements, principles and
models of the future state of the enterprise (vision, goals,
strategies, ) until the IT level to ensure a coherent evolution,
The "Goal & Value-Driven EA Development" process using TOGAF :
ensures alignment of IT with changing strategies, supports the
overall "organizational agility and sustainability" of the evolving
enterprise ArchiMate supports such an alignment process by
precisely consolidating Business, IS and Technology Architecture
Capabilities to increase business agility in coherence 48 Birol
Berkem GooBiz.comParis, 2015 Some ComplementaryTraining &
MentoringModules about Business& IT Alignment using
Standards
GooBiz.com TRANSITION ARCHITECTURES [TURNING VISITORS INTO
BUYER]
Architecture Definition Increments table forMANAGING WEBSALE
SYSTEMBY TURNING VISITORS INTO BUYERS TRANSITION ARCHITECTURES
PROJECTS TRANSITION ARCHITECTURE 1 PREPARATION PHASE Websale System
{VISITOR REGISTRATION [MANAGED] ; CATALOG [REFINED] } RELEASE 1
TRANSITION ARCHITECTURE 2 INITIAL OPERATIONAL CAPABILITY [TURNING
VISITORS INTO BUYER] RELEASE 2 TRANSITION ARCH ITECTURE 3 BENEFITS
{TARGETED MAILING USING PRODUCT TRACKING; REPORTED SUCCESS
MEASURES} RELEASE 3 COMMENTS VisitorMarketing Management Project
Visitor.Registration [MANAGED] Scaling for Performance KPIs {Poll
Questionnaire to re-customize ifAbandon Rate > 50 %} Scaling for
Performance KPIs : {New Registrant Rate > 200 per week &
Registrant Buyer Rate > 20 % of Registered Visitors}
Visitor.Mailing [TARGETED] Scaling for Performance KPIs :
{Unsubsciption Request Rate < 5 % each month} Scaling for
Performance KPIs {Rate of Browsed Products > 60 % of Recommended
Products} Catalog Refinement Project Catalog [REFINED] {Unprecisely
linked products cleaned} Catalog [REFINED] Scalingfor Performance
KPIs : {Rate of Linked Complementary Products > 10 % each month}
Transition Architecture Integration Project - Visitor [Turning into
Buyer] Scaling for Performance KPIs : {Purchase Rate>20 % of
Recommended Products} Visitor [Turning into Buyer ] Scaling for
Performance KPIs { Purchase Rate>60 % of Recommended Products} A
Risk and Mitigation table is provided here as we started to confirm
targeted business capabilities for completion in Phase A. In this
phase, Business Transformation Risks and Mitigation Activities are
determined as part of the initial Business Transformation Readiness
Assessment. These activities are included in the SAW (Statement of
Architecture Work) deliverable that is propagated through a
complete ADM cycle until the phase H. The Risk Identification and
Mitigation Assessment Worksheets initiated in this phase are
maintained as "governance artifacts" and kept up-to-date through
phases E and F until the phase G where a 'risk monitoring' is
conducted. In this latter phase, critical risks that are 'not
mitigated' are identified. This may require another partial or full
ADM cycle. Also, on the basis of the Capability Assessment
deliverable of the Phase A, we will configure capability components
to mitigate risks. The Future Performance Aspiration(future state
aspiration for the performance level of each capability)and the
Future Capability Aspiration(future state aspiration for how each
capability should be realized) paragraphs of the Business
Capability Assessment may also help to drive such a capability
component configuration. Actions that we have indicated to mitigate
risks in this table will help us to focus on business functions
that can mitigate them. For instance, in order to avoid risk
related to the factor entitled Uncontolled abandon rate during the
Visitor Registration process,we decided to support the Registration
Function using complementary functions such as Bonus Assignment,
Questionnaire Review, etc (cf. next slide). The same configuration
process applies to mitigate risks related to factors provided in
lines 5 and 6. Project sequences are finally determined using the
ArchiMate Project Viewpoint (next slide) Birol Berkem
GooBiz.comParis, 2015