Agile at The Open Group Conference

in collaboration with

Agile TOGAF
Mats Gejnevall, Enterprise Architect

Bio

 Mats Gejnevall is a certified global architect with Capgemini in Sweden. He
has been working with organizations in Scandinavia setting up their EA
Capabilities and mentoring them in usage of TOGAF and other architecture
framework.
 Mats has been the co-chair of the Open Group SOA Work Group for the last 6
years and participates in the development of TOGAF and Capgemini’s
Integrated Architecture Framework (IAF).

Presentation Title | Date
Copyright © Capgemini 2012. All Rights Reserved 2

The agility definition from different viewpoints

 Agility is more formally defined as the ability of an enterprise to operate
profitably in a rapidly changing and continuously fragmenting global market
environment by producing high-quality, high-performance, customer-configured
goods and services.
 It is the outcome of technological achievement, advanced organizational
and managerial structure and practice, but also a product of human
abilities, skills, and motivations
Source: Kidd, T. P.: Agile Manufacturing: Forging New Frontiers, Addison-Wesley, Reading, MA, 1994.

 Individuals and interactions over processes and tools
 Working software over comprehensive documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan
Source: Agile manifesto


The agility chain

Agile EA Agile Agile project Agile
process architecture development Enterprise


The end game – Agile Enterprise

 Responsiveness to Change
• A flexible approach which anticipates and explicitly plans for change. Typically involving short
iterations and frequent reprioritisation of activities.
 Value Driven
• Activity is driven by delivering value. Priorities are continually reassessed to deliver high-value
items first. Work on intermediate products and documentation is minimised.
 Practical Experimentation
• A preference for trying things out and learning from experience, as opposed to extensive
theoretical analysis. Sometimes characterised as “fail fast”..
 Empowered, Self-Managing Teams
• Skilled, multi-disciplinary teams work closely together, taking responsibility for their own
decisions and outputs.
 Customer communication and collaboration
• Working closely with the customer and adapting to their needs. Valuing collaboration and
feedback over formalised documentation and contracts.

From the World Class EA: The Agile Enterprise

The next step in the agility chain

Agile project Agile
development Enterprise


Does agile project development make us agile?

Source: The Essence of Agile: Henrik Kniberg


Another step in the agility chain

Agile Agile project Agile
architecture development Enterprise


Agility areas of the architecture

Agile architecture is more than an
agile IT architecture

But you do not need have the same agility in all parts of your organisation

Possible agile patterns

 Architecture policy/rule based to be able to change the way the solution is
used i.e. people and processes
 Service Oriented Architecture enable flexible processes and IT
 Cloud enable rapid provisioning of new elastic solutions
 Lean, Kanban, ….
 ….

Opportunity for new white paper

The final step of the agility chain



Can agile project development methods
be used for EA?

SCRUM 
√
Pair programming 
Refactoring  √
Lean  √
Kanban  √
Test Driven Development  √
√



Agile TOGAF Approaches

Subset Reuse
Enough Standard
Just in time Reuse
granularity solutions

Slice/Spike

Parallel Iterative
Top down – Meta-model
Parallel Iterations
Bottom up driven

Hypothesis
driven

These approaches are derived from agile methods and best practices

Subset

Enough
Just in time Granularity Slice
 Define what part of  Do ABCDEF on  One team working
your scope is most high level and top-down (BCD)
urgent (e.g. highest then prioritize and on a slice
business value) then iterate back  Create Reusable
 Do BCDEF with pattern
high value area  One or more
and then re-iterate teams working
to next top-down
(BCDEF)
remaining parts
High value fast Implementation can Risk mitigation
start early
Sub optimization Not relevant Many slices needed
architectures ready
for implementation


Reuse

Standard
Just in time Solutions
Reuse internal or external Reuse architecture from
reference models standard solution and focus on
competitive areas
Alignment with standards Reuse of best practice
architecture
Not finding competitive areas Enough architecture to steer
solution


Parallel

Top Down Hypothesis
Bottom Up Parallel Driven
 Define a vision  Define a vision  Define a
 One team working  Parallel teams hypothesis
top-down (BCD) working on phase  Parallel teams
 One team working BCD on different working on phase
bottom-up (DCB) parts BCD
 Merge when they  Merge when they  Merge when they
meet meet in E meet in E
Use different Use different Fast delivery
competencies competencies
Re-work during Re-work during Wrong hypothesis
merge merge



Iterations

Manage change as it appears Only produce what is needed
Focus on meta-model instead of
Frequent iterations causes late delivery
customer needs

The full agility chain



Summary

 Agile methods help you create better solutions and give you results more
rapidly
 But agile methods does not give you an agile solution, you need other methods
for that

Enterprise

EA Process

Dev process Architecture


Detailed slides on Agile EA process

Just in time

What part of your scope is most
urgent (e.g. highest business value)

Go all the way to end of F with that
and then re-iterate

High value fast Sub optimization


Enough granularity

Do ABCDEF on high level and then
prioritize and then iterate back

Not relevant architectures ready for
Implementation can start early
implementation

Spike/Slice

Define a vision

One team
working top-
down (BCD) on
a slice
One team
working top-
down (BCDEF)
remaining parts

Risk mitigation Many slices needed


Re use

Re use internal or external
reference models

Alignment with standards Not finding competitive areas


Standard solutions

Re use architecture from standard
solution and focus on competitive areas

Re use of best practice architecture Enough architecture to steer solution


Top down – Bottom up

Define a vision

One team
working top-
down (BCDE)
One team
working bottom-
up (EDCB)

Merge when they meet

Use different competencies Re-work during merge


Parallel

Define a vision

Parallel teams
working on
phase B, C & D

Merge when they meet in E and correct

Use different competencies Re-work during merge


Hypothesis driven

Define a hypothesis

Parallel teams
working on
phase B, C & D

Merge when they meet in E and correct

Fast delivery Wrong hypothesis


Iterations

Frequent iterations causes late
Manage change as it appears
delivery

Pilot project

Define a vision

One team
working top-
down (BCDE)

One team doing
a pilot
Merge when they meet

Risk minimization Expensive


Meta – model approach

Focus on meta-model instead of
Only produce what is needed
customer needs

Contact information

Mats
Gejnevall
Enterprise Architect
mats.gejnevall@capgemini.com


About Capgemini
With around 120,000 people in 40 countries, Capgemini is one of
the world's foremost providers of consulting, technology and
outsourcing services. The Group reported 2011 global revenues
of EUR 9.7 billion.
Together with its clients, Capgemini creates and delivers
business and technology solutions that fit their needs and drive
the results they want. A deeply multicultural organization,
Capgemini has developed its own way of working, the
Collaborative Business Experience™, and draws on Rightshore®,
its worldwide delivery model.

www.capgemini.com

The information contained in this presentation is proprietary.
© 2012 Capgemini. All rights reserved.
Rightshore® is a trademark belonging to Capgemini.

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