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© 2011 IBM Corporation
Service Systems Analysis:Plan-oriented and agility-oriented practicesDiscussion Guide
Solution Architecture – IBM Client Technical ProfessionalsApril 2011
2 © 2011 IBM Corporation
Is the responsiveness of the business improved through people using technology, or is their progress inhibited by the technology?
Why a service system analysis?
work product guidance
tool mentor
produces
template
practice
reusable asset
has
work product description
service provider
is
service beneficiary
receivesexpects
business sponsor
wants and needs
business direction
industry environment
has
sets
refers to
guided by
responds to
Sociotechnical system → plan orientation
Socioecological system → agility orientation
3 © 2011 IBM Corporation
AgendaService Systems Analysis
A. Analysis Approach
B. Frameworks Service Systems Methods: Open Unified Process
C. Agility (Service Component) Development Business (Process) Architecture
D. Roles and practicesAppendix Background references
4 © 2011 IBM Corporation
IBM leads a Service Systems Analysis with selected customers at no charge, for insight into how people can use technology better
Overview
Premise● Challenges with
technology should be viewed as challenges of people with technology
Symptoms● (New)
technologies available, but not in widespread use
● Expected productivity with tools not attained
● Agility in intent, but not in practice
Approach● Centre on roles and practices
● Using, modeling, developing, architecting, assembling, and/or deploying technologies
● Lightweight/agile cycle of analysis and debriefing● One day at a time● Repeat cycle as needed
● Plan of action for follow-through
Open industry standards● Open source method framework
● Open Unified Process from the Eclipse Foundation● Eclipse Process Framework
Composer licensed as free● Extended into Rational Method
Composer as commercial
Benefits● Assessment of
strengths and deficiencies of current practices with technologies and tools
● Review of technology portfolio overlaps and gaps
● Diagnosis of proficiency needs for skill development
First steps● Get executive sponsor● Set up interviews
● One-on-one 60 minutes● Groups as 90 minutes
5 © 2011 IBM Corporation
A Service Systems Analysis approaches discovery and envisioning through a rapid cycle style of agility
Approach
Scope● Roles experiencing challenges, and motivated to
improve● (New) technologies and tools not fully applied● Targeted leading practices and/or industry standards
1. Context●Executive sponsor
●Drivers●Constraints
Roles● Executive sponsor● Interviewees● Solution architect (IBM)● Client rep (IBM)
2. Interviews (1 day)● Clients / target
audience reps, analysts, architects, developers
● 60m each / 90m group
3. Analysis● Offline (a
few days)● Questions
via e-mail
4. Debriefing (60-90 min.)
● Review current state
● Weigh future state options
5. Action● Followups
to experts● Towards
roadmap
Business drivers and constraints
Business drivers and constraints Future state options Roadmap
Work products -- Vision
Activities
Learn and rescope
6 © 2011 IBM Corporation
AgendaService Systems Analysis
A. Analysis Approach
B. Frameworks Service Systems Methods: Open Unified Process
C. Agility (Service Component) Development Business (Process) Architecture
D. Roles and practicesAppendix Background references
7 © 2011 IBM Corporation
The drive to create and deliver value in enterprises has led to an emerging science of service systems
Why service systems?
A service system can be defined as a dynamic configuration of resources (people, technology, organisations
and shared information) that creates and delivers value
between the provider and the customer through service.
In many cases, a service system is a complex system in that
configurations of resources interact in a non-linear way.
Primary interactions take place at the interfacebetween the provider and the customer.
However, with the advent of ICT, customer-to-customer and supplier-to-supplier
interactions have also become prevalent. These complex interactions create
a system whose behaviour is difficult to explain and predict.
(IfM and IBM, 2008, p. 6)
complex system
resourcesis a
dynamic configuration
of
people
technology
shared information
organisationsare
valueprovider
customer
creates and
deliversbetween
service
through
service system
can be a
interactions
provider - customer
customer - customer
supplier - supplier
has
at the interface between
Source: IfM, and IBM. 2008. Succeeding through Service Innovation: A Service Perspective for Education, Research, Business and Government. Cambridge, UK: University of Cambridge Institute for Manufacturing. http://www.ifm.eng.cam.ac.uk/ssme/ .
8 © 2011 IBM Corporation
Roles provide an entry into appreciating work content and coordination
Open Unified Process – Methods Content and Process Content
role
work product
activity
guidance tool mentor
task
responsible for
in outchecklisttemplate
deliverableartifact outcome
estimation consideration practice
roadmap term definition
white paper
reusable asset
is
has
work breakdown
is
performs
task description
process
phase
iterationmilestone
capability pattern
delivery process
role description
work product description
hashas
has
is
is
is
is
is
Work content
Work coordination
Reference: EPF Composer Architecture, http://www.eclipse.org/epf/composer_architecture/
9 © 2011 IBM Corporation
Business-driven activities in BPM are prescribed in four phases
A Prescriptive Guide to Business Process Management
Collaborate, Iterate, Refine & Validate
Business Leader
Business Analyst
Business Analyst
Process Owner
Business Users
Business Analyst
Process Owner
Business Users
Business Leader
Source: John Bergland, Luc Maquil, Kiet Nguyen, and Chunmo Son. 2010. BPM Solution Implementation Guide. IBM Redpaper. http://www.redbooks.ibm.com/abstracts/redp4543.html .
1. Discover your business intent
● Capture business intent● Map business capabilities● Create high level process
maps● Identify options / prioritization
2. Story board the user interaction
● Capture/refine current state process; Examine alternate ROI to determine approach
● Define future state process
● Define inputs and outputs and mock up forms
3. Experience / visualize the solution
● Elaboration of business measures and KPIs
● Add operational characteristics to future state process
● Refine forms● Interactively validate
elaborated process in IT sandbox
4. Manage and optimize performance
● Empower business users to customize user experience
● Assign access rights; Optimize work assignments; Govern change
● Manage real time business performance, KPIs, and alerts based on changing business conditions
● Take corrective actions against process instances
10 © 2011 IBM Corporation
AgendaService Systems Analysis
A. Analysis Approach
B. Frameworks Service Systems Methods: Open Unified Process
C. Agility (Service Component) Development Business (Process) Architecture
D. Roles and practicesAppendix Background references
11 © 2011 IBM Corporation
Where is strategic agility needed most?
Strategic agility
Source: Yves L.Doz and Mikko Kosonen. 2008. Fast strategy: how strategic agility will help you stay ahead of the game. Pearson/Longman, p. xiii
-
Fast
Slow
Speed of change
Simple / linear Complex / systematicNature of change
Strategically agile companies
Operations-driven companies
Entrepreneurial companies
Companies driven by strategic planning
12 © 2011 IBM Corporation
We define agility as the ability to respond to risks rapidly; changing requirements or stakeholders needs, or other changes impacting the application we are building[1]
Agility and ceremony
[1] Per Kroll and Bruce MacIsaac. 2006. Agility and discipline made easy: practices from OpenUP and RUP. Addison-Wesley. p.6
Process Map
WaterfallFew risks, sequential
Late integration and testing
Low CeremonyLight documentation
Light process
High CeremonyWell documented
TraceabilityChange Control Boards
IterativeRisk-driven
Continuous integration and testing
Agility translates to being in the lower-left quadrant in our process map.
Iterative development provides us with the rapid and timely feedback we need to understand when and
what to change, and the low ceremony provides us with the ability
to execute changes rapidly.
13 © 2011 IBM Corporation
Work is organized at personal, team and stakeholder levels of micro-increments in iteration lifecycles in project lifecycles
OpenUP Content
Source: Introduction to OpenUP (Open Unified Process), http://www.eclipse.org/epf/general/getting_started.php
14 © 2011 IBM Corporation
Agility-oriented practices emerging in strategy and development are influencing views on deployment and delivery
Practices: Plan-oriented → Agility-oriented
Plan-Oriented Practices Agility-Oriented PracticesStrategy[1] Strategic Management Strategic Agility
● Foresight-driven strategic planning ● Insight-based strategic sensitivity● Corporate-subunit planning process
and one-to-one CEO decisions● Collective commitments by the top
management team● Resource allocation, delegated
subunit execution, staff control● Resource fluidity in redeployment and
sharingDevelopment[2] Plan-Oriented Values Agility-Oriented Values
● Processes and tools ● Individuals and interactions● Comprehensive documentation ● Working implementations● Contract negotiation ● Customer collaboration● Following a plan ● Responding to change
Deployment and Delivery[3][4]
BPM + SOA: Business Process Management + Service Oriented Architecture
EA: Enterprise Architecture
Business (Process) Agility[3]
Actionable Architecture[4]
New! (see next slide)
[1] Yves L.Doz and Mikko Kosonen. 2008. Fast strategy: how strategic agility will help you stay ahead of the game. Pearson/Longman, p. 34.[2] Adapted from Scott W. Ambler, Examining the Agile Manifesto. http://www.ambysoft.com/essays/agileManifesto.html.[3] Luc Chamberland, Lee Gavin, et al. 2010. IBM Business Process Management Reviewer’s Guide. IBM Redpaper.
http://www.redbooks.ibm.com/abstracts/redp4433.html .[4] Claus T. Jensen, Owen Cline, and Martin Owen. 2011. Combining Business Process Management and Enterprise Architecture for Better Business
Outcomes. IBM Redbooks. http://www.redbooks.ibm.com/abstracts/sg247947.html .
15 © 2011 IBM Corporation
Business (Process) Agility is coevolving with Actionable Architecture towards achieving enterprise-level impacts
Deployment and delivery
Plan-Oriented Practices Agility-Oriented PracticesDeploy-ment and Delivery[3][4]
BPM + SOA EA Business (Process) Agility[3]
Actionable Architecture[4]
● Collaboration to predict and optimize process outcomes and operational efficiency
● Rapid deployment of new solutions from reusable building blocks
● Rapid customization of flexible processes
● Real-time sensing and response to business events providing end-to-end visibility and actionable insight
● Creating a blueprint of enterprise information to make faster, better informed decisions
● Using EA blueprints as a communication platform between business and IT to ensure that IT investments are in line with business needs
● Gaining insight into the impact that changes will have on all aspects of the business to better manage transformation initiatives
● Converting business strategy and enterprise-wide processes into effective supporting IT technologies
● Validating IT investments to assure alignment with business value + expectations
● Flexibility: Choices made today should not limit the choices that need to be made in the future
● Agility: Decisions beyond if-then-else statements, managed on the fly as policies change
● Collaboration: Sharing information across departments, revealing efficiencies and insights
● Speed: Assembling solutions based on reusable assets, minimal coding, integrated test, and straightforward deployment
● Business-IT Alignment: Active role by Line of Business in defining and testing processes, and seeing results in real time
● Continuous Process Improvement: Production-time insights, refactoring into process models
● Contextual with a clearly defined purpose, motivation, priority, scope, and time horizon
● Collaborative with availability to and accessibility by all stakeholders to get participation and commitment, often even collaboratively evolved
● Connected with traceable links across purposes and domains, including appropriate levels of change and configuration management.
● Consumable that can be understood from (different) stakeholder perspectives and viewpoints as required for understanding + buy-in
[3] Luc Chamberland, Lee Gavin, et al. 2010. IBM Business Process Management Reviewer’s Guide. IBM Redpaper. http://www.redbooks.ibm.com/abstracts/redp4433.html .
[4] Claus T. Jensen, Owen Cline, and Martin Owen. 2011. Combining Business Process Management and Enterprise Architecture for Better Business Outcomes. IBM Redbooks. http://www.redbooks.ibm.com/abstracts/sg247947.html .
16 © 2011 IBM Corporation
Agility Maturity Model
Agility
Focus is on constructionGoal is to develop a high-quality system in an evolutionary, collaborative, and self-organizing mannerValue-driven lifecycle with regular production of working software
Extends agile development to address full system lifecycleRisk and value-driven lifecycleSelf organization within an appropriate governance framework
Addresses one or more scaling factors:
● Team size● Geographical
distribution● Organizational
distribution ● Regulatory
compliance● Environmental
complexity● Enterprise
discipline
Reference: See http://www.ibm.com/developerworks/blogs/page/ambler?tag=APMM
1 Core Agile Development
DisciplinedAgile Delivery2
Agility at Scale3
17 © 2011 IBM Corporation
Business process agility can be improved through six enablers for dynamically response to changing conditions and innovation
Points of agility
Monitoring● Real-time
visibility of dynamic process execution and detection of business events for intelligence
Events● Alerts
triggered by non-sequential internal or external occurences as risks or opportunities
Active Content
● Documents logically filed, automatically changed or personalized, initiating procedures or updates as needed
Collaboration● Contextual
consolidation of content coordinated with colleagues and subject matter experts
Rules● Combined
procedural logic applied to general purpose decisions, assignments or routings
Predictive Analytics
● Non-obvious patterns or associations uncovered, enabling anticipatory plans
18 © 2011 IBM Corporation
Architecture maturity correlate with shifts in IT investment and business process redesign
Enterprise architecture maturity
Source: Jeanne W. Ross, Peter Weill, and David Robertson. 2006. Enterprise architecture as strategy: creating a foundation for business execution. Harvard Business Press, p. 72 (Figure 4-1, from 2005 MIT Sloan Center for Information Systems Research).
12% 48% 34% 6%
11% 14% 17% 18%
35%40% 35% 33%
18%21% 32% 34%
36%25% 16% 15%
Local applicationsEnterprise systemsShared infrastructureShared Data
Architecture maturityBusiness
SilosStandardized Technology
OptimizedCore
BusinessModularity
100% Local applications
Enterprise systems
Shared infrastructure
0%Shared data
Firms in stage Looking to
maximize individual business unit needs or functional needs
Providing IT efficiencies through technology standardization + centralization of technology management
Providing companywide data and process standardization as appropriate for the operating model
Manage and reuse loosely coupled IT-enabled business process components to preserve global standards while enabling local differences
19 © 2011 IBM Corporation
In the second and third stages, local flexibility is exchanged for global flexibility
Changes in organizational flexibility through the architecture stages
Source: Jeanne W. Ross, Peter Weill, and David Robertson. 2006. Enterprise architecture as strategy: creating a foundation for business execution. Harvard Business Press, p. 80 (Figure 4-2, from 2005 IMD and MIT Sloan Center for Information Systems Research).
12% 48% 34% 6%
Local applicationsEnterprise systemsShared infrastructureShared Data
Architecture maturityBusiness
SilosStandardized Technology
OptimizedCore
BusinessModularity
High flexibility
Global flexibility
Local flexibility
Low flexibility
Business unit managers control local business and IT decisions
Global change requires simultaneous agreement
Business units give up discretion on technical, settle for 80% solutions
Standardization reduces complexity, speeds implementation
Companywide data and process standards disrupt local decision-making patterns.
Transparency ↑ comparable + predictable processes
Platform of core processes, data, technology
Plug and play business modules
Modular interfaces simplify changing implementations
20 © 2011 IBM Corporation
AgendaService Systems Analysis
A. Analysis Approach
B. Frameworks Service Systems Methods: Open Unified Process
C. Agility (Service Component) Development Business (Process) Architecture
D. Roles and practicesAppendix Background references
21 © 2011 IBM Corporation
Roles
Roles in development, deployment and delivery
Open Unified Process [1]
Core Agile Development[2] Business (Process)[3]
● Stakeholder● Analyst● Architect● Developer● Tester● Project manager● Any Role (for general
tasks)
● Stakeholders● Team lead/coach● Developers● Product owner● Independent tester● Technical expert● Domain experts
● BPM analyst● BPM developer● BPM integration developer● BPM project manager● BPM solution architect● Infrastructure specialist● Interface developer● Monitor specialist● Rule analystAgility@Scale[3] adds ..
● Architecture owner● Integrator
[1] Richard Balduino. 2007. Introduction to OpenUP (Open Unified Process). Eclipse Foundation. http://www.eclipse.org/epf/general/OpenUP.pdf .[2] IBM Software Group 2011. Introduction to Agile Delivery Workshop[3] Claus T. Jensen, Owen Cline, and Martin Owen. 2011. Combining Business Process Management and Enterprise Architecture for Better Business
Outcomes. IBM Redbooks. http://www.redbooks.ibm.com/abstracts/sg247947.html .
-
22 © 2011 IBM Corporation
Practices
Agility@Scale
Agile Core● Iterative Development● Two-Level Project
Planning● Whole Team● User Story Driven
Development● Continuous Integration● Test Driven Development
Change & Release Management● Team Change
Management● Formal Change
Management
Governance & Compliance● Risk-Value Lifecycle● Practice Authoring &
Tailoring● Setting up a Performance
Management System● Managing Performance
Requirements Management● Shared Vision● Business Process
Sketching● User Case Driven
Development● Requirements
Management
Architecture Management● Evolutionary
Architecture● Evolutionary Design● Component-Based
Software Architecture● Design Driven
Implementation
Quality Management● Concurrent Testing● Test Maangement● Independent Testing● Application
Vulnerability Assessment
● Performance Testing Source: IBM Software Group 2011. Introduction to Agile Delivery Workshop
Practices include:● Explanation of the
problem it helps solve● The tasks and steps to
execute it● Concepts to thoroughly
understand it● Work products created or
consumed by it● Instructions on how to
adopt it● Additional pieces of
guidance● How to measure its
effect and effectiveness● Tool mentors to show
how to use tools with it● Roles describing
responsibilities
23 © 2011 IBM Corporation
New management processes formalize organizational learning on how to leverage IT capabilities and adopt business process changes
How architecture management practices evolve
Source: Jeanne W. Ross, Peter Weill, and David Robertson. 2006. Enterprise architecture as strategy: creating a foundation for business execution. Harvard Business Press, p. 103 (Figure 5-4, from 2005 MIT Sloan Center for Information Systems Research).
Business Silos Standardized Technology Optimized Core Business Modularity Business cases Project methodology
Architects on project teams IT steering committee Architecture exception process Formal compliance process Infrastructure renewal process Centralized funding of
enterprise applications Centralized standards team
Process owners Enterprise architecture
guiding principles Business leadership of
project teams Senior executive oversight IT program managers
Enterprise architecture core diagram
Post-implementation assessment
Technology research and adoption processes
Full-time enterprise architecture team
24 © 2011 IBM Corporation
AgendaService Systems Analysis
A. Analysis Approach
B. Frameworks Service Systems Methods: Open Unified Process
C. Agility (Service Component) Development Business (Process) Architecture
D. Roles and practicesAppendix Background references
25 © 2011 IBM Corporation
OpenUP principles create the foundations for interpreting roles and work products and performing tasks, capturing general intentions
Open Unified Process supports the Agile Manifesto
OpenUP principle Agile Manifesto statement
● Collaborate to align interests and share understanding
● Individuals and interactions over process and tools
● Balance competing priorities to maximize shareholder value
● Customer collaboration over contract negotiation
● Focus on the architecture early to minimize risks and organize development
● Working software over comprehensive documentation
● Evolve to continuously obtain feedback and improve
● Responding to change over following a plan
Source: Introduction to OpenUP (Open Unified Process), http://www.eclipse.org/epf/general/getting_started.php
26 © 2011 IBM Corporation
Attaining agility in development teams is hampered by about half not conducting in self-organizing practices
How agile are teams claiming/trying to be agile?
Source: Scott W. Ambler, How Agile Are You? (2010 survey results), http://agilemodeling.com/surveys/
All 5 criteria
All but self organizing
Improvement
Self organizing
Stakeholders
Validation
Value
53%
72%
88%
56%
95%
87%
94%
39%
63%
75%
40%
75%
86%
78%
How agile are teams claiming to be agile?
How agile are teams trying to become agile?Criteria for scoring agility
1. Value Produce a consumable solution on a regular basis which provides value to stakeholders.
2. Validation Do continuous regression testing, and better yet take a Test-Driven Development (TDD) approach.
3. Stakeholders Work closely with their stakeholders, or a stakeholder proxy, ideally on a daily basis.
4. Self-organization
Are self-organizing and work within an appropriate governance framework.
5. Improvement Regularly reflect on, and measure, how they work together and then act to improve on their findings in a timely manner.
27 © 2011 IBM Corporation
AgendaService Systems Analysis
A. Analysis Approach
B. Frameworks Service Systems Methods: Open Unified Process
C. Agility (Service Component) Development Business (Process) Architecture
D. Roles and practicesAppendix Background references