**Watch the live recording of this presentation at http://headspring.com/re-agile ** Software has become critical to business change but as platforms grow obsolete, internal and external customer needs more complex, and multifaceted reporting an expectation, implementing software changes without considering implications to re-architecture initiatives will only lead to costly rebuilds. In this presentation, guest presenter, Randy Heffner, Vice President and Principal Analyst of Forrester Research, walks through his latest research on how application delivery (as opposed to business change delivery) kills business responsiveness. He focuses on how leading IT organizations combine digital business design models, agile delivery, and architecture governance to drive continuous business transformation. Following Randy, Headspring’s Executive Vice President of Operations, Glenn Burnside, details three business enterprise case studies in which the “business transformation catalyst” delivery model has taken theory into practice.

1. Making Leaders Successful
Every Day

2. Re-Architecting with Agile Delivery
Randy Heffner, VP and Principal Analyst
April 29, 2015

3. © 2015 Forrester Research, Inc. Reproduction Prohibited 3
Why is agility hard? Every business is a digital business
Business
Which means:
§ Your business can change only so fast as your technology.
Which means:
§ The structure of today’s solutions determines tomorrow’s speed of change.
Which means:
§ Architecture is critical for the future of your business.
From: It’s two things
+ Technology Digital business
To: It’s one thing

4. © 2015 Forrester Research, Inc. Reproduction Prohibited 4
What application delivery leads to. . .
Here’s your
customer.
Here’s your
fulfillment process.
Here’s your insight into product profitability.
You lose track of your business

5. © 2015 Forrester Research, Inc. Reproduction Prohibited 5
Source: March 2011, “The Future Of Solution Architecture: Six Business Design Focal Points” Forrester report
Use business design as technology design
Role-based workspaces
BPM process flows
SOA and API services
Virtualized data views
Policies, events, rules, collaborations,
analytics
Business connections built as one of the
other business design points
becomes Tech-based implementationBusiness design concept
User roles
Business processes
Business transactions
Business/role views of data
Insight, control, optimization
B2B relationships

6. © 2015 Forrester Research, Inc. Reproduction Prohibited 6
Source: August 2012 “Architect For The Next Digital Decade” Forrester report
Sustainable business agility
› Continually making one business change after another,
large or small . . .
• in ways that make future changes easier,
• or at least in ways that do not adversely affect the ability to
make future changes.

7. © 2015 Forrester Research, Inc. Reproduction Prohibited 7
12+
months
total
6.5
months
total
Source: February 2015 “Agile-Plus-Architecture: Embrace The Oxymoron” Forrester report
FAIL: Agile
› First time around the track . . .
› Second time around the track . . .
› What should have been:
6 months rapid delivery
6 months architecture + re-delivery
6 months rapid delivery
2 weeks
planning
Architecture in parallel

8. © 2015 Forrester Research, Inc. Reproduction Prohibited 8
Source: February 2015 “Agile-Plus-Architecture: Embrace The Oxymoron” Forrester report
FAIL: Architecture
› Year 0: Build a foundation for rapid enterprise change
› Year 1: Keep modeling current state
› Year 2: Keep modeling – and remodeling – current state
Evaluate EA tools Select EA tool Start modeling current state
Keep modeling applications Keep filling the tech repository
Try to keep up with tech changes Try to answer “Why are we doing this?” FAIL:
EA canceled

9. © 2015 Forrester Research, Inc. Reproduction Prohibited 9
Source: August 2012 “Architect For The Next Digital Decade” Forrester report
Place business design in a business change cycle
Business planning and change managementBusiness change delivery
Business model,
strategy, and
objectives
High-level
business design
Proposals for
business change
Portfolio of
business change
plans
Business
implementation
Detailed business
design
Funded business
change initiatives
Business
operation and
monitoring
Combine together:
• Business architecture
• Solution architecture
• Infrastructure architecture
• Agile and continuous delivery

10. © 2015 Forrester Research, Inc. Reproduction Prohibited 10
Source: February 2015 “Best Practices For Agile-Plus-Architecture” Forrester report
Four categories of Agile+Architecture best practices
Organization
and culture
Business
architecture
and project
context
Project
delivery
guidance and
governance
Architecture
management
and
technology
selection

11. © 2015 Forrester Research, Inc. Reproduction Prohibited 11
Source: February2015 “Agile-Plus-Architecture: Embrace The Oxymoron” Forrester report
Architecture wraps and infuses Agile
Program
C
incep.on
Program
increment
1
Program
increment
2
Program
increment
n
.
.
.
Program
B
incep.on
Program
increment
1
Program
increment
2
Program
increment
n
.
.
.
Program
A
incep.on
Program
increment
1
Program
increment
2
Program
increment
n
.
.
.
Sprint
zero
Architecture
planning
Sprint
1:
Feature
dev
Sprint
2:
Feature
dev
Sprint
n:
Feature
dev
.
.
.
Architecture
sprint
Architecture
sprint
Sprint
zero
Architecture
planning
Sprint
1:
Feature
dev
Sprint
2:
Feature
dev
Sprint
n:
Feature
dev
.
.
.
Architecture
sprint
Sprint
team
1
Sprint
team
n
.
.
.
Program
increment
Architecture
direc3on
set
and
updated
Enterprise
architecture
• High-­‐level
direc.on
• Broad
context
se@ng
• Agility
planning
• Architecture
debt
monitoring
• Business
architecture
• Informa.on
architecture
• Applica.on
architecture
• Infrastructure
architecture
• Cross-­‐cu@ng
architectures
(security,
integra.on,
etc.)

12. © 2015 Forrester Research, Inc. Reproduction Prohibited 12
Forrester recommendations
• Don’t let mobile, big data, and the rest add to your silos
• Use business architecture as an entry point to business design
• Create business building blocks, not technical building blocks
• Use integration for coherent business operations, not fixing silos
• Developers must include “future” as a quality of service
• Architects must bring their directions down to earth
Recenter on your business
Recraft solution architecture for business design
Bring developers and architects into deep collaboration

13. © 2015 Forrester Research, Inc. Reproduction Prohibited 13
Agile+Architecture = world-class billiards
Great billiards
Make the crazy four-bank shot
into the side pocket – and drop
an extra ball in the corner
World-class billiards
Do that and leave the cue ball
setup for the next shot
Developers Architects

14. Thank you
Randy Heffner
@BizTech21
rheffner@forrester.com

15. Enabling Business Agility Across the Enterprise
Re-Architecting with Agile Delivery
From Theory to Practice
Glenn Burnside
Executive Vice President, Operations
April 29, 2015

16. Enabling Business Agility Across the Enterprise
Who is Headspring?
A business transformation catalyst with a
unique and accelerated planning and
delivery model that aligns application
portfolios to enterprise business goals –
providing the best ROI in the industry, via:
• A 98.2% project success rate
• 100% onshore technical collaboration
• Rapid delivery model
• Value-based, fixed-cost bids
• 3 Texas offices; Austin, Dallas & Houston
Objectives
Data Collection
Analysis
Value Case
Roadmap
Portfolio
Rationalization
Strategy
Development
Optimization
Mobile
Strategy
Development
Re-platform
Cloud
Modernization
Consolidation
Retirement
Greenfield
Application
Development
16

17. Enabling Business Agility Across the Enterprise
Headspring and Agile Delivery
Just like Randy explained…
Business transformation delivery (digital business delivery) takes the best from Agile
methodology and builds in adaptability creating multiple and functional delivery milestones.
This allows for:
• Each iteration and deliverable to reference the charter of goals and project mission
• Constant functionality and interface Q&A
• Regular executive, stakeholder, champion, and super-user feedback
• Accelerated delivery, acceptance, and launch
• Regular go-lives allow for the project to be self-funding sooner
• A go-to for larger, imperative, transformative projects
17

18. Enabling Business Agility Across the Enterprise
Case Study: Jabil
Business Challenge:
The $22B global chip and electronics manufacturing company needed a modern
manufacturing system that would integrate with the SCM/ERP capabilities. The
company’s legacy manufacturing execution system (“MES”) that ran the production
lines for 60 plants worldwide was custom-built and locally deployed. Not only was the
application unable to integrate with other business-critical systems, updating or
upgrading it required significant manufacturing downtime, translating into millions of
dollars in lost revenue.
18

19. Enabling Business Agility Across the Enterprise
Case Study: Jabil
Adaptive – Agile Solution: A re-architected and
modernized MES incorporating legacy production
information with
• Streamlined workflow operations
• Highly configurable web-based management system
• Strategic and profitable go-live deployments
• SAP integrations
19
Replacing Custom, Legacy Systems to Vitalize Production

20. Enabling Business Agility Across the Enterprise
Case Study: Jabil
Results: A highly modifiable web-based management system that allowed
Jabil real-time visibility and new capabilities to ensure
• Eliminated downtime on the line for software upgrades (previously costing, on
average, $1 million per minute)
• Configurability via the plugin-based solution presenting a superior upgrade and
update process from both HQ and IT locations
• Cross-functional SCM/ERP data delivery for total business insight
20
Replacing Custom, Legacy Systems to Vitalize Production

21. Enabling Business Agility Across the Enterprise
Case Study: Bench Tree
Business Challenge:
An industry leader in innovative solutions for horizontal and directional drilling
equipment, the company’s sensor-enabled drill bits provides data about the earth
material that is being penetrated to avoid burning out the drill bit and creating costly
rig downtime. The company needed a system of record that would allow them to
aggregate data from multiple drilling rigs for performance monitoring. While they had
developed two application prototypes internally, they were unable to bring either into
production.
21

22. Enabling Business Agility Across the Enterprise
Case Study: Bench Tree
Adaptive – Agile Solution: A cloud-based,
data monitoring application that allowed the
client real-time visibility and monitoring of
• Remote and on-site aggregate drilling data from
multiple rigs
• Monitoring and alert scenarios of possible issues
that could cause drilling downtime
• Live, graphical representation of drill and drill bit
activity
• Satellite upload support of data for global sharing
22
Transforming Field Ops with a “Single Source of Truth”

23. Enabling Business Agility Across the Enterprise
Case Study: Bench Tree
Results: An interactive, visual aggregation of real-time data reducing
project, downtime, and operational costs via
• A “single source of truth” of graphical and data aggregates of rig-specific and
organization-wide drilling status
• Constant and real-time rig monitoring so sites no longer require onsite specialists
• Improved data-driven visibility into field operations
• Greater predictive ability to identify potential field failures saving costly downtime
23
Transforming Field Ops with a “Single Source of Truth”

24. Enabling Business Agility Across the Enterprise
Case Study: David Weekley Homes
Business Challenge:
The largest privately held home builder in America had customized their primary
business systems so much over the last 20 years, that IT modernization projects were
put on indefinite hold. Three major business stakeholders had crucial business needs
that required a modernized approach to workflow and scalability: Land & Legal;
Construction; and Warranty Services. All three groups had modified improper tools to
be able to create workflows that, over time, became inefficient and error prone.
24

25. Enabling Business Agility Across the Enterprise
Case Study: David Weekley Homes
Adaptive – Agile Solution: A new, modular architecture with
independently deployed role-based systems that relied on the same system-
of-record (SoR) data, but had totally different experiential (SoE)
requirements, including, but not limited to
• A Land & Legal contract and compliance management system and dashboard
• The Construction quote-to-cash builder and vendor management system
• Warranty customer service fulfillment and recordkeeping interface
25
The New Re-architecture: 1 SoR for 3 Business-Critical SoEs

26. Enabling Business Agility Across the Enterprise
Results: Not being confined to legacy output requirements allowed each
business group to identify unique delivery goals and success factors
• For Land & Legal
o 100% accurate accounting
o Aggregate contract management
o Instant risk reporting
o Substantial time savings (report generation
improved from 2-weeks to on-demand)
Case Study: David Weekley Homes
26
The New Re-architecture: 1 SoR for 3 Business-Critical SoEs

27. Enabling Business Agility Across the Enterprise
Case Study: David Weekley Homes
Results: Not being confined to legacy output requirements allowed each
business group to identify unique delivery goals and success factors
• For Construction
o Individually customized construction
project dashboards
o Vendor management and evaluation systems
o Vendor portal
o Payment systems resulting in at least a 33%
improvement in administrative productivity
27
The New Re-architecture: 1 SoR for 3 Business-Critical SoEs

28. Enabling Business Agility Across the Enterprise
Case Study: David Weekley Homes
Results: Not being confined to legacy output requirements allowed each
business group to identify unique delivery goals and success factors
• For Warranty Services
o From paper to digital
o Complete digital history of service
calls and outcomes
o Consolidation of warranty contracts
o A completely-new customer experience
via service-call interface with historical
data and scheduling features
28
The New Re-architecture: 1 SoR for 3 Business-Critical SoEs

29. Enabling Business Agility Across the Enterprise
Commonalities of the Case Studies
• Business-critical projects
• Could not be
handled internally
• Could not be
outsourced offshore
• Incremental go-lives ensured
project buy-in and self-funding
before end of project
• Fixed-cost
29

30. Enabling Business Agility Across the Enterprise
Re-Architecting with Agile Delivery
From Theory to Practice
insights@headspring.com
@headspring
www.headspring.com