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Copyright © 2014, Intellyx, LLC 1 Does Agile EA = Agile + EA? Jason Bloomberg President [email protected] @theebizwizard

Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

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Does Agile EA Equal Agile Plus EA? Confusion over the word “agile” is actually one of the challenges with Enterprise Architecture (EA) today. So, what does "agile" -- or in some quarters, "Agile" -- mean today, and how do we apply Agile to architecture? Most people use the phrase "Agile Architecture" to refer to software architecture appropriate for Agile software development projects -- not EA at all. Nevertheless, there is a growing Agile EA movement that extends the core principles of the Agile manifesto to EA more broadly. This approach deemphasizes the role of frameworks and other artifacts, and instead treats the enterprise as a complex adaptive system. Agile EA thus leverages complex systems theory, including the role of emergent properties, to rethink how organizations innovate and otherwise deal with change within the context of market and regulatory constraints. Attendees of this session will: * Gain clear differentiators between Agile software architecture and Agile EA * Understand the role of complex systems theory to the practice of Agile EA * Learn how Bloomberg Agile Architecture(tm) can support organizations' agility requirements in the future

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Page 1: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Copyright © 2014, Intellyx, LLC

1

Does Agile EA = Agile + EA?

Jason Bloomberg

President

[email protected]

@theebizwizard

Page 2: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

About Jason Bloomberg

• President of Intellyx

• Advise companies on their digital transformation initiatives & help vendors communicate their agility stories

• Write for Forbes, Wired, & DevX on Digital Transformation

• Buy my latest book, The Agile Architecture Revolution

Copyright © 2014, Intellyx, LLC2

Page 3: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

The Agile Manifesto

Manifesto for Agile Software Development

We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:

– Individuals and interactions over processes and tools

– Working software over comprehensive documentation

– Customer collaboration over contract negotiation

– Responding to change over following a plan

That is, while there is value in the items onthe right, we value the items on the left more.

Copyright © 2014, Intellyx, LLC3

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Context: Software Development

• Focus on small teams that crank out code

• Iterative, self-organizing, collaborative

• Focus on creating working software

Copyright © 2014, Intellyx, LLC4

Well-run Agile development means producing a lot of good software

quickly

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What about Architecture on Agile Projects?

• We don’t need no stinkin’ architecture!

• Architecture lumped in with documentation (less is more)

• Architects slow down developers

• Architects produce artifacts that aren’t Agile

– Lead to extra work

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Widespread belief that Agile and Architecture don’t mix

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But we Do Need Architecture!

• Software architecture

– Appropriate modularization of code

– Selection of appropriate components & libraries

– Integration strategy

• Systems architecture

– Scalability of distributed application

– Cloud deployment issues

– Availability, caching, etc.

Copyright © 2014, Intellyx, LLC6

Page 7: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Create Minimum Viable Architecture

• All documentation, artifacts, diagrams, etc. are means to an end

• Don’t architect more than the stakeholders want

• Problems:

– Shortsighted

– Leads to legacy issues

– Limits agilityCopyright © 2014, Intellyx, LLC7 P

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Defer Commitment on Design Decisions

• Traditional architecture completed before development

• On Agile projects, tentative architecture good enough

• Commit to design decisions in appropriate iteration/sprint

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Page 9: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

The Overbuilding Paradox

• How do stakeholders know what flexibility they will require?

• How generalized should code be?

• When to build capabilitiesvs. when to build affordances?

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Capabilities vs. Affordances

• Capability

– Ability to perform or achieve certain outcomes through features or functions

– Apps have capabilities

• Affordance

– A property of an object which allows an individual to perform an action

– Tools have affordances

– Depends upon how user wants to use tool

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Page 11: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Why Agile Software Architecture isn’t Agile

• Agile movement focuses on working software

– Focus on getting the software to meet its requirements

– Get all roadblocks out of the way

• Agile-built software is coded to be fit for purpose

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Instant Legacy

• Difficult to upgrade

• Systems are inflexible

• Impossible to replace

• Difficult to customize

• Challenge to integrate

• Expensive over time

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The Goal of Agile Software

• Requirement to build software that responds to changing requirements

• Inherent flexibility vs. rapid development & deployment

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Scaling Agile for the Enterprise

• Enterprise Architecture context

– Organization, process, technology, and information

• Legacy context

– Existing applications, middleware, systems of record

• Business focused, iterative, get stuff to work, iconoclastic

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Different Meanings of “Agile”

• “Agile-with-a-capital-A”

– Software development that follows the Agile Manifesto

• General meaning of “agile”

• Business agility as property of an organization

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Page 16: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Business Agility

• Responsiveness

– Tactical value

• Resilience

– Risk mitigation

• Innovativeness

– Strategic value

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Ability to respond to change in the business environment and leverage change for competitive advantage

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Responsiveness

• The ability to respond quickly and efficiently to (potentially) positive change in the business environment

– Changing customer demand

– Changing marketplace environment

– Changing supply chain factors

• Tactical driver

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Resilience

• The ability to respond quickly and efficiently to negative change in the business environment

– Managing risk

– Bouncing back from adverse events

– Disaster recovery

– Security breach response

– Regulatory change response

• Tactical driverCopyright © 2014, Intellyx, LLC18

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Innovativeness

• The ability to introduce change into the business environment in order to achieve a strategicadvantage

– New products or services

– Expand market share

– Enter new markets

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Page 20: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Where’s Our Business Agility?

• Organizations must be responsive, resilient, and innovative

• Business agility is a property of the enterprise

• People and technology can be flexible as well, but we must architect our organizations to be agile

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Page 21: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Introducing Complex Adaptive Systems

• Systems of systems that exhibit emergent properties

– Properties of system as a whole

• Component systems can be human, technology, etc.

• Self-organizing

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Page 22: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Enterprise as Complex Adaptive System

• Business agility is property of organization as a whole, hence an emergent property of the organization

• Enterprise is system of systems that exhibits emergent properties

• System of people and technology

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Page 23: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Engineering a Complex System

• Architecture focuses on the overall design of a system

– How all components of the system must work together to achieve business goals

• Engineering focuses on the best way to build and run a system

– Lifecycle best practices (quality assurance, deployment, updates, etc.)

– Compliance with architecture

Copyright © 2014, Intellyx, LLC23

Agile principle: respond to change over following a plan

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Page 24: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

At the Heart of Agile Architecture

• Think of the enterprise as a system of systems

• Component systems are people and technology systems

• We must architect the organization so entire enterprise exhibits business agility

• We can only engineerbusiness agility via its component systems

• Change is constant & how changes to component systems affect the enterprise is unpredictable

Copyright © 2014, Intellyx, LLC24

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Page 25: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Complex vs. Traditional Systems

• Avoid emergent properties in traditional systems

• Traditional system: given requirements, build to requirements

• Complex system: establish initial conditions and rules for behavior of component systems, and emergence takes care of itself

• Feedback loops are common

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Page 26: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

The Secret to Emergence

• Rules that affect behavior of component systems can be very simple

• Emergent behaviors often unpredictable

• Try something, see what happens, repeat

• Feedback loops & iterative approaches

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Sound Agile to You?

Page 27: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Attractors for Complex Systems

• Stable

– Emergent behaviors die out or never occur

– Not applicable to enterprise

• Cyclical

– System bounces between two or more well-defined states

– Also not applicable

• Chaotic

– Unpredictable, few discernable patterns

– “Normal” state for enterprise

• Agile

– Exhibiting desired emergent behaviorsCopyright © 2014, Intellyx, LLC27

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Page 28: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Architecting Complex Systems

• Coherence of system

– If emerging behavior strays from desired outcome, have pre-established means for bringing organization back in line

• Feedback loops

– Gather & analyze data on emergent behavior to correlate with initial constraints and determine next course of action

• Mimics natural selection

– Favor desired behavior and discourage undesirable behavior, and system will adapt to changed environment

Copyright © 2014, Intellyx, LLC28

Page 29: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Agility vs. Flexibility

• Flexibility is the ability of a component system to deal with change within a specified set of parameters

– People can be flexible vs. rigid in their decision making

– Software can be flexible if it is configurable to behave differently given different requirements

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Page 30: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Does Flexibility Lead to Agility?

• If your people and your software are flexible, does that make your organization agile?

– Necessary, perhaps, but definitely not sufficient

• Being able to change inflexible software quickly doesn’t necessary make it flexible

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Page 31: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Architecting Enterprise as Complex System

• Architect people as well as technology

– Very different sets of activities

• Emergent behaviors often unpredictable

– Continual adjustment necessary

– Automation critical for ensuring agility

• Small changes to component system behavior may lead to significant emergent behaviors

– Butterfly effect

Copyright © 2014, Intellyx, LLC31

Too slow and you’re not agile!

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Page 32: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Architecting People?

• Governance: creating, communicating, and enforcing policies

– Apply to both human & technology behavior

– Policy-related processes

• Automated & lightweight

• Focus on important policies

– Security

– Regulatory compliance

– Software interface standards

Copyright © 2014, Intellyx, LLC32

Not a traditional approach to governance!

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Governance as Agility Enabler

• Simple rules & policies lead to complex emergent behavior

– Which ones lead to agility?

• Levels of governance

– Low-level rules & policies

– Departmental

– Organizational

• Governance has negative connotation

– Reputation for limiting productivity

– Governance, Risk, & Compliance tools integrated in traditional manner

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Bimodal IT: The Wrong Way

• Digital Team

– Self-organizing

– Fast-moving

– May follow Agile at least in spirit

– Little governance

• Traditional IT

– Hierarchical

– Slow-moving

– Waterfall-centric

– Formal, bureaucratic governance

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Ungoverned Shadow IT is Result

Page 35: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Rethinking Bimodal IT

• Business-driven transformation of traditional IT

– Iterative

– Opportunistic legacy modernization

– Cross-cutting reorganization to DevOps culture

– Increased collaboration with digital teams

– Move toward continuous development & integration

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Increased automation of governance

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Shifting Role of Governance

• Old Way

– Paperwork-heavy

– Morale-killing policies & procedures

– Bureaucratic & slow

– “Scar tissue” that impedes innovation

• New Way

– Highly automated

– Focus on “edge cases” where governance is essential

– Depends on dynamic constraint satisfaction

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Governance & Agility?

• Do we get business agility?

• Agility doesn’t mean chaos

– If everybody in an organization did whatever they wanted to without any rules or policies

– Rules & policies inconsistently communicated or applied

• Secret to business agility is to empower people to innovate within constraints of organizational policy

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Introducing Bloomberg Agile Architecture

• Bloomberg Agile Architecture™ reinvents Enterprise Architecture (EA) to drive business agility across the organization

• New architecture paradigm

• EA technique focused on architecting agility

Copyright © 2014, Intellyx, LLC38

Page 39: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Extending the Agile Manifesto

• Individuals and interactions over processes and tools

– As a system of people & technology, the enterprise is more about people

• Working software over comprehensive documentation

– Technology must actually work to enable agility

• Customer collaboration over contract negotiation

– Slice across the silos

• Responding to change over following a plan

– Architect for change

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Bloomberg Agile ArchitectureMind Map

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Page 41: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Goal of Agile Architecture

• BAA is a technology-driven technique

– Specific approaches for leveraging modern technologies like Cloud Computing & Big Data Analytics to achieve business agility goals of the organization

• Goal of architecture

– Connect the dots between the enterprise agility drivers & necessary technology changes to achieve goals of business

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Agile EA & Architecture Frameworks

• Architecture frameworks (TOGAF, Zachman, DoDAF, etc.) do not adequately address business agility

– Difficult to use properly

– Can help achieve baseline or specific business outcomes

• Take subtractive approach

– You need to figure out which bits to use

• BAA Technique is additive

– Works within context of frameworksCopyright © 2014, Intellyx, LLC42

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BAA as Agile Technique

• BAA is itself an Agile technique

– Favors an iterative, problem-focused approach that seeks to achieve real progress in a practical, step-by-step manner

– Even the most intractable of legacy rats’ nests can benefit from the BAA Technique

• If your plan is to follow BAA, you must be willing to change the plan!

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Page 44: Does Agile Enterprise Architecture = Agile + Enterprise Architecture?

Jason Bloomberg

President, Intellyx

[email protected]

@theebizwizard

Send email NOW to [email protected] to download this presentation

Thank You!