Contenu connexe Similaire à Can we make Agile Architecture SAFe® ? - The Open Group London Conference 2018 (20) 1. Can we make Agile Architecture SAFe®?
Aleksander Wyka - ATE Enterprises
Łukasz Wrześniewski - 4IT Group
2. Copyrights notice
2© 2018 Aleksander Wyka and Łukasz Wrześniewski
• All graphical elements used in this presentation that are covered by Scaled Agile
Framework®( SAFe®) are property of Scaled Agile, Inc.
• All graphical elements used in this presentation that are covered by TOGAF® Framework are
property of The Open Group®
• SAFe® is a trademark of the Scaled Agile, Inc. All rights reserved
• TOGAF® is a trademark of The Open Group®
3. About Us
Łukasz has over 10 years of experience in guiding Enterprise Architecture teams in several industries. He is also an active trainer.
He provide the TOGAF®, ArchiMate®, IT4IT™, Enterprise Architecture, and Scaled Agile® training courses. He trained over 500
TOGAF® 9 Certified Architects.
Łukasz is also actively involved into the Open Group Community where he is invited as an expert in Agile Enterprise Architecture
Workstream and TOGAF®-IT4IT™-ArchiMate® Harmonisation Project.
Łukasz Wrześniewski
Enterprise Architect
Aleksander Wyka
Principal Enterprise Architect
Aleksander has extensive experience in managing IT Organisations, PMO and Enterprise Architecture teams in several industries. He
is also an active trainer and consultant. He provides the TOGAF®, ArchiMate®, Enterprise Architecture and veriSM training courses.
Aleksander is also actively involved into the Open Group Community and is participating in Agile Enterprise Architecture Workstream.
His current interests are Agile Contracting, Agile Organisational Change Management or Operating Model for Digital Age.
3© 2018 Aleksander Wyka and Łukasz Wrześniewski
4. Agile is not an invention of 21st century
• Built a great wall around Paris
• Provided stability
• Focused on doing things right
• Used heavy cavalry
• Efficient at collecting taxes
vikipedia.org
1206 1279
Philip II of France Genghis Khan’s empire
• Focused on doing the right thing
• The army extremely agile
• New speedy messaging systems
• New communication methods
• New technologies
• Promotion on merit
• Adaptive and effective
4© 2018 Aleksander Wyka and Łukasz Wrześniewski
5. Speed, Autonomy, Adaptability, Agility & Power
• Ensure unity of tribes (scrum of scrums)
• Do more with less
• Reuse building blocks (Pony Express,
ecosystem effect for silk road safety)
• Use the skills of others
• Communication is essential to power
• Embrace technology
• Never stop learning
• Cherish diversity
• Swallow your pridepining.com
vikipedia.org
Units Men
Arban Ten(s)
Zuun Hundreds
Mingghan Thousands
Tumen Tens of Thousands
Genghis Khan „playbook”:
5© 2018 Aleksander Wyka and Łukasz Wrześniewski
6. French Kingdom adopting Mongolian operating model ?
• King
• Feudal society
• Society structure
• Land ownership
• Vested interests
• Level of education
• Culture and communication
• Elected Khan
• Nomadic society
vikipedia.org
The Winner was taking all ...
Kandahar or Moscow
Genghis Khan has died in 1227
The Great
divide
6© 2018 Aleksander Wyka and Łukasz Wrześniewski
7. General Stanley McChrystal as Chief Architect
„New rules of engagement for complex world”
• Colocation (scrum of scrums)
• Formal & Informal communication
• Trust & common purpose
• Purpose over Procedure
• Sharing information
• Interconnected teams
• Decisions pushed to lower levels
• Leadership principles
• Transparency
• Adaptability
• Focus on team work
pining.com
Agile
Seals
Squad
7© 2018 Aleksander Wyka and Łukasz Wrześniewski
8. 21st century headlines – acceleration of the rate of change
• The Law of the Customer
• The Law of the Small team
• The Law of the Network
Software is eating
the world ! AI
Cyber
threats
GDPR
Smart
Cities Geopolitics
Block
Chain
Industry 4.0
PSD2 -
Fintechs
Trade
War
Automation
Social Business
Collaboration
Drones
8© 2018 Aleksander Wyka and Łukasz Wrześniewski
9. We are living in VUCA World
+
HBR.COM
-
+
How much can you know about your context
when industry after industry is being disrupted ?
Complexity Volatility
Ambiguity Uncertainty
CNRS
Can you predict the
results of your actions in
that world ?
Bitcoin volatility
9© 2018 Aleksander Wyka and Łukasz Wrześniewski
10. Agile organisations command in the marketplace
Initially started by Jeff Bezos on July 5,
1994, as Cadabra, Inc.
• Which one was the champion in 20th century ?
• Which one is the champion of 21st century ?
• Which one demonstrate more agility and dominates now ?
Edison General Electric
Company incorporated on April 24, 1889
Fast Works 2 Pizzas Team
Product Management
Last 5 years
10© 2018 Aleksander Wyka and Łukasz Wrześniewski
11. Enterprises need to become more agile in VUCA World
Enterprise Agility
• A characteristic of an enterprise
and its operating model
• Mindset
Agility Factors
• Ability to adapt and to learn
• Ability to manage change
• Ability to innovate
• Ability to move at speed faster
than the rate of change ...
• Resiliance
Resources
The Management Mesh
veriSM
Referential Operating Model
for digital age
11© 2018 Aleksander Wyka and Łukasz Wrześniewski
12. How to transform the operating model ?
• Vision required for future:
• Organisational structure
• Business and IT relationship
• Roles and responsibilities
• Budgeting and planning
• Motivation framework
• Digitalisation ...
• Business Transformation readiness
assessment
• Number of transition stages before
reaching target state
• Culture can eat your strategy for
breakfast !
Bottom Up („lab approach”)
Top Down („increase the pressure”)
Top Down & Bottom Up („coalition”)
12© 2018 Aleksander Wyka and Łukasz Wrześniewski
13. John Kotter’s approach for organisational change management
XLR8 - Eight accelerators that should be in place
• Create a sense of urgency around a Big Opportunity
• Build and evolve a Guiding Coalition
• Form a change vision and strategic initiatives
• Enlist a volunteer army
• Enable action by removing barriers
• Generate & celebrate short term wins
• Sustain acceleration
• Institute change
13© 2018 Aleksander Wyka and Łukasz Wrześniewski
14. Agile Sweet Spot in any industry
• Small, stable and well trained team
• Adaptable and Agile
• Numbers limited to 7 ... 9
• Communication complexity - Ec
• Team members & team dynamics
• I-shape;
• A-shape;
• T-shape
• Everyone can be a leader ... at some
point in time
14© 2018 Aleksander Wyka and Łukasz Wrześniewski
15. Agility waves – watch the wind and sharks
• Team, Program, Portfolio levels to reach Strategic Agility with Agile Mindset
Vikipedia.org
15© 2018 Aleksander Wyka and Łukasz Wrześniewski
16. How to convince management and staff to embrace the change ?
• Product-oriented organisational
structure
• Customer experience focus
• Improve interactions of Business and IT
• Redefine managerial roles and
responsibilities
• Fund value streams instead of projects
• Agile Contracting, Agile Procurement
• Agile Governance
• Faster access to value
• Cascade decision making process to people
close to what is happening on the ground !
The Management Mesh
veriSM
Baseline Break Silos Target
What is a gap?
16© 2018 Aleksander Wyka and Łukasz Wrześniewski
17. Moving from Taylor’s industrial paradigm to Dynamic Design
Organise
Collaboratively
Organise
Serially
Precision Work Ambiguous Work
„Factory”
„Design Studio”
17
© 2018 Aleksander Wyka and Łukasz Wrześniewski
18. Red button as Dynamic Design to stop process in case of incident
Collaboration
Do as told !
Assumptions, Ambiguity
„Factory”
„Design Studio”
Is the problem solved ?
escalation
Lost in translation ...
Overload or Reset ?
Risk
Uncertainty
Story Telling ...
Re-construction
Context
Various perspectives
Construction
Problem solving
18© 2018 Aleksander Wyka and Łukasz Wrześniewski
19. Waterfall Development as Dynamic Design
Engineers
ManagersTeam
Weekly
check-in
Phase Gate Review
Team
Review Meeting
Work faster
Progress to date
Phase criteria
Go/No Go
Every
Phase
„PUSH” World
19© 2018 Aleksander Wyka and Łukasz Wrześniewski
20. Agile Development as Dynamic Design
Engineers
Stakeholders
Team
Daily
check-in
Customers
„Design Studio”
Daily Stand
Up Meeting
Tomorrow’s
activity
Problems
encountered
Current
State of
project
Targets
for next
sprint
Every
Sprint
„PULL” World
Product
20© 2018 Aleksander Wyka and Łukasz Wrześniewski
21. Four Waves of Agility
21© 2018 Aleksander Wyka and Łukasz Wrześniewski
22. Do the Enterprise Architecture need adaptation ?
TOGAF
ArchiMate IT4IT
O-BA
Architectures
Scrum
SAFe
DAD
LeSS
Products
We need a common language!
Agile Enterprise Architecture
22© 2018 Aleksander Wyka and Łukasz Wrześniewski
23. Agile Enterprise Architecture = TOGAF® and SAFe® ?
Can we mesh it up?
23© 2018 Aleksander Wyka and Łukasz Wrześniewski
Copyright © 2010-2017 Scaled Agile, Inc.
24. Agile Enterprise Architecture Capability
Agile Leadership
Agile Mindset
Culture of Collaboration
Agile Governance
Agile Skillset
Agile Procurement
and Contracting
24© 2018 Aleksander Wyka and Łukasz Wrześniewski
25. Agile Enterprise Architecture Principles
Agile Principles - Agile Manifesto
Lean Principles
SAFe®, DAD® Principles
“Do as I say not as I do”
25© 2018 Aleksander Wyka and Łukasz Wrześniewski
27. New artefacts and concepts
Architecture
Kanban
Stories
Architecture
Release Plan
Architecture
Backlog
Enablers
Enablers
Epics
Epics
Features
Features
27© 2018 Aleksander Wyka and Łukasz Wrześniewski
29. Key Actors
Product
Manager
Chief Product Owner
Executive
Management
Lean Portfolio
Management
Solution
Architect
RTEs
Chief Scrum Master
Enterprise
Architecture
CUSTOMER CUSTOMER CUSTOMER CUSTOMER
29© 2018 Aleksander Wyka and Łukasz Wrześniewski
30. Actors in SAFe Framework
Roleof
EnterpriseArchitect
Program
Portfolio
Team
Enterprise Agility 30
© 2018 Aleksander Wyka and Łukasz Wrześniewski
Copyright © 2010-2017 Scaled Agile, Inc.
31. Enterprise Architect Role at Portfolio Level
Portfolio
Backlog and Kanban
Enable
Enable
Synchronisation
Capability
Maps
Architecture
Backlog and Kanban
Goals, objectives,
courses of actions
Traceability
31© 2018 Aleksander Wyka and Łukasz Wrześniewski
Copyright © 2010-2017 Scaled Agile, Inc.
Copyright © 2010-2017 Scaled Agile, Inc.
Copyright © 2010-2017 Scaled Agile, Inc.
33. Portfolio context - How to slice the Elephant?
33© 2018 Aleksander Wyka and Łukasz Wrześniewski
Copyright © 2010-2017 Scaled Agile, Inc.
Copyright © 2010-2017 Scaled Agile, Inc.
34. But… don’t mess up with the elephant …
Complexity eats Agility!
Complexity destroys the Value
34© 2018 Aleksander Wyka and Łukasz Wrześniewski
35. From Portfolio to Program Level
Portfolio Backlog
Program Backlog
Team Backlog
We could have concurrent development on different level
Strategic EA
Segment Architecture
Solution Architecture
Coordination
Coordination
Capability Architecture
35© 2018 Aleksander Wyka and Łukasz Wrześniewski
Copyright © 2010-2017 Scaled Agile, Inc.
36. Portfolio Level -> Program Level -> Vision Phase
Program Kanban and Backlog
Synchronisation
Architecture
Backlog
Architecture
Kanban
Architecture
Release Plan
Lean
Architecture
Vision
Hypothesis !
Traceability
Tracebility
Enablers
Epics
Portfolio Backlog
Capability
Map
Architecture
Scope
Lean
business case
BUFD
X
36© 2018 Aleksander Wyka and Łukasz Wrześniewski
Copyright © 2010-2017 Scaled Agile, Inc.
Copyright © 2010-2017 Scaled Agile, Inc.
Copyright © 2010-2017 Scaled Agile, Inc.
37. Architect role at the Program Level – Don’t make them waiting !
cadence cadence
synchronisation synchronisation
feedback feedback
Whiteboard
program increment program increment
Architecture for
PI Planning
Inspect & AdaptInspect & Adapt
Architecture for
PI Planning
Architecture for
PI Planning
BUFD
X
ROME
37© 2018 Aleksander Wyka and Łukasz Wrześniewski
Copyright © 2010-2017 Scaled Agile, Inc.
38. Zipper Model - Don’t forget to zip up … your products
Architecture Building Blocks
Solution Building blocks
Product
Concerns /Requirements
38© 2018 Aleksander Wyka and Łukasz Wrześniewski
39. Are you ready to align your EA Practice with Agile Methods ?
39© 2018 Aleksander Wyka and Łukasz Wrześniewski
