Driving Business Agility & Innovation with Enterprise Architecture
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How can Enterprise Architecture take the driving seat to deliver increased business agility and uncover new opportunities for innovation? This presentation, first given at the Gartner Enterprise Architecture Summit 2015 in Grapevine, Texas, explains how it can be done.
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Driving Business Agility & Innovation with Enterprise Architecture
- 1. © Corso 2015 Software for delivering your best ideas Innovation Management, Enterprise Architecture and Strategic Planning Martin Owen CEO, Corso Driving Business Agility & IT Innovation with Enterprise Architecture
- 2. Martin Owen Martin Owen is CEO of Corso. He previously held executive and senior management positions at IBM, Telelogic and Popkin where he was instrumental in driving the product management of enterprise architecture, portfolio management and asset management tools. Martin was the driver behind the first BPMN standard, and is currently leading the ArchiMate and UML mapping initiatives at the Open Group.
- 3. © Corso 2015 Free 21 day trial - www.corso3.com/software-trial Gartner EA Summit 2015 This presentation was first given at the Gartner Enterprise Architecture Summit 2015 in Grapevine, Texas.
- 4. © Corso 2015 Free 21 day trial - www.corso3.com/software-trial Innovation Management and EA • EA is a perennial tool for innovation • For any qualified idea – Need to ensure EA is leveraged – Understand how it is delivered • Investment is not made until there is a degree of confidence that an idea will be successful • IT requires traceability back to the idea that drives it to show value
- 5. © Corso 2015 Free 21 day trial - www.corso3.com/software-trial Innovation Management • Drive business growth and maintain a competitive advantage • Implementing organizational goals – Innovative ideas – Products – Processes – Business models • The process of innovation needs to be managed and governed in the organization
- 6. Area of Innovation Strategize Discover and Harvest Triage and Prioritize Shortlist and Propose Execute Pilots and POCs Implement Identify Innovation Challenges Propose criteria for evaluation Define Scorecards Innovation Management Delivery Managed Innovation Process Launch Campaign Capture Ideas and Metrics Promote Discussion around Ideas Reviews and Ratings of Ideas Crowd rating and depth and breadth evaluation Shortlist Ideas based on criteria Propose business case Determine next steps Execute Proof of Concept(s) Gather pilot feedback Review outcomes Define portfolio for implementation Assign timescales Implement
- 7. © Corso 2015 Free 21 day trial - www.corso3.com/software-trial Campaigns • Organized for a goal • Ran over a period of time • Focuses stakeholders on an outcome • Displayed as an ‘advertisement’ • Gamification • Examples: – Ideas to improve a process – Application portfolio assessment – Capability measurement • Addresses – “just enough, just in time”
- 8. © Corso 2015 Free 21 day trial - www.corso3.com/software-trial Campaigns
- 9. © Corso 2015 Free 21 day trial - www.corso3.com/software-trial Campaign
- 10. © Corso 2015 Free 21 day trial - www.corso3.com/software-trial Agile Enterprise Architecture • Just in time EA – Seen in many agile practices especially DevOps – User stories and sprints are created when needed • Just enough EA – Campaigns – Collaboration – Architecture – Planning • Consistency vs Just enough
- 11. © Corso 2015 Free 21 day trial - www.corso3.com/software-trial Collaboration • Organize work load with kanban boards • Task management across stakeholders (Communities) • Comments and gamification
- 12. © Corso 2015 Free 21 day trial - www.corso3.com/software-trial Kanban • Kanban – introduced by Toyota in the 1940s • Organize stages to represent gates or steps in a process • Manage throughput through a focused process Kanban is Japanese for “visual signal” or “card.”
- 13. © Corso 2015 Free 21 day trial - www.corso3.com/software-trial Kanban Examples • Innovation Management - Provides a Kanban of a journey through innovation management. • Ideas Roadmap - Provides a roadmap by quarter of where ideas are likely to be released. • Ideas Management - Provides a journey of the status of ideas on a simple task board. • Requirements Management - Visualizes requirements over a development Kanban. • Feature Management - Shows where a set of features are in the development process. • APM Management - Provides a view of where applications are in an application rationalization effort
- 16. Ideas and Initiatives Vision, Strategy, Goal, Objective etc. Enterprise Architecture Project Prioritization & Planning Work packages, programs & projects Campaigns Work to be done Projects we should do Projects we will do Strategic Delivery Do things right Do the right things
- 17. © Corso 2015 Free 21 day trial - www.corso3.com/software-trial Stakeholder Views • Single platform for innovation and EA • Stakeholders should not be passive participants – they expect to be interactive • Expectations – Consistency – Ease of use/adoption – Mobile – Spreadsheets – Documents – Presentations/PDFs
- 18. © Corso 2015 Free 21 day trial - www.corso3.com/software-trial Many views from one model
- 19. © Corso 2015 Free 21 day trial - www.corso3.com/software-trial The new era of tools Spreadsheets Presentation tools Traditional tools Complexity Rate of adoption High purchase cost High implementation cost Desktop client with a web front end Niche Functionally rich Inexpensive Flexible No model or standards Hard to change No single source of truth Easy Hard
Notas del editor
- Enterprise architecture (EA) is a perennial tool for innovation. This is because once you develop a good idea; you need to ensure that EA is leveraged and to begin to understand how to implement it successfully. Investment in a particular idea requires a degree of confidence that a product, service, IT component or business process is going to make it to market or change the business positively. Conversely, IT requires traceability back to the innovation that has driven it. Not having this traceability means that it’s difficult to see the value of IT and how it drives the business. Additionally, there is a need to leverage the limited interaction between those who innovate and those who manage EA.
- In a corporate sense, innovation management is about quickly and effectively implementing your organization goals through the adoption of innovative ideas, products, processes and business models. Most organizations are beginning to realize that to drive business growth and maintain a competitive advantage, innovation needs to be discovered and implemented quickly and with care to ensure maximum value. The process of innovation needs to be managed and governed in the organization and
- We’ve all heard the terms “just in time”, “just enough”, “agile development and delivery” - but how do these affect EA? What’s missing in EA is the delivery of ‘just in time’ and doing ‘just enough’ architecture to achieve results. It’s time the EA team met the desires of stakeholders by only doing enough of what is required to meet those expectations. Sometimes, a deeper EA initiative is required such as in defence projects or on large complex programs, and ‘just enough’ may not have the rigour or depth that you require. Just in time EA Agile is based on “just in time”. You can see this in many of the agile practices, especially in DevOps. User stories are created when they are needed and not before and releases happen when there is appropriate value in releasing, not before and not after. Additionally, each iteration has a commitment that is met on time by the EA team. Just enough EA EA is missing the answer to the question; what exactly is getting delivered? This is where we introduce the phrase “just enough, just in time” because stakeholders don’t just simply want it in time, they also want just enough of it – regardless of what it is! This is especially important when communicating with non-EA professionals. In the past, enterprise architects have focussed on delivering all of the EA assets to stakeholders and demonstrating the technical wizardry required to build the actual architecture. Does this contribute to the demise of EA in the stakeholders’ eyes? Let’s look at a few examples of techniques that help provide just enough enterprise architecture: Campaigns - create a marketing style campaign to focus on EA initiatives. Focus on gathering and describing only what is required to satisfy the goal of the campaign. Architecture- at the start of the project it doesn’t make sense to build out a fancy EA, which is going to change anyway. Teams should be striving to build just enough architecture to support the campaigns in the pipeline. Collaboration – agile teams certainly have high levels of collaboration, and that’s because that level is just enough to help them be successful. Planning – at iteration planning we don’t look at things outside the iteration. We do just enough planning to make sure we can accomplish our goal for the iteration. Work packages and tasks play a large role in both planning and collaboration. Consistency vs. Just Enough Doing just enough doesn’t mean that we should do this at the expense of consistency. After all, a big benefit of enterprise architecture is the ability to slice across the architecture for decision-making and ‘what if’ analysis. The underlying model should still be consistent and it should be described to a level of detail and consistency that makes it meaningful. This is the skill of the agile enterprise architect.
- In the late 1940s, Toyota found a better engineering process from an unlikely source: the supermarket. They noticed that store clerks restocked a grocery item by their store’s inventory, not their vendor’s supply. Only when an item was near sellout did the clerks order more. The grocers’ “just-in-time” delivery process sparked Toyota engineers to rethink their methods and pioneer a new approach—a Kanban system—that would match inventory with demand and achieve higher levels of quality and throughput. So how’d they do all that? In simplest terms, by better communication through visual management. Kanban is Japanese for “visual signal” or “card.” Toyota line-workers used a kanban (i.e., an actual card) to signal steps in their manufacturing process. The system’s highly visual nature allowed teams to communicate more easily on what work needed to be done and when. It also standardized cues and refined processes, which helped to reduce waste and maximize value. A new application of Kanban emerged for knowledge work as early as 2005, and an inquisitive community formed in 2007 around the leadership of David J. Anderson, Jim Benson, Corey Ladas and others. Their resulting body of knowledge was influenced not only by the Toyota Production System but also by the work of W. Edwards Deming, Eliyahu Goldratt, Donald Reinertsen and other thought leaders.
- Stakeholders should not be passive participants – they expect to be interactive Expectations Mobile Spreadsheets Documents Presentations/PDFs An underlying model and meta-model are key to managing an ‘ideas to delivery’ process Many of our customers use ArchiMate Standard visual notation Pre-defined meta-model Built to be extended A single model helps keep consistency