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