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Business of Architecture to make
      IT Business Value Driven:
                     Case Study

                      Dave Guevara
                      April 20, 2009

                   Principal Architect
                   P i i l A hit t




                          IASA Denver Chapter
Today’s Agenda


     Background & Problem Statement
     What are We Aligning?
     How do We Align Simply & Quickly?
     Agile SOA Alignment Example
     Discussion



Note: Some materials are copyrighted
and IASA Denver Chapter is authorized
to redistribute. Other materials are not
and so the author’s contact info is provided
for those wanting to request that info.
                                               IASA Denver Chapter                2
Business of Architecture Problem Statement

Even when architectures and design standards have been well
defined it seems that to the design and development teams they
are:
–   Too abstract
–   Irrelevant
–   Ignored
–   Unknown
New adopters of Agile development often have the misperception
that Agile minimizes or eliminates the need for good design and
architecture practices
How do we build enterprise class solutions, which require best
practices,
practices good architecture and standards and assure their
                                standards,
adoption and use by software and EDW/BI teams into operations?




                         IASA Denver Chapter                      3
Background

Researching “Making EA Relevant to SW & EDW/BI project teams”
– Purpose is to assure that strategic/business intent persist through deployment
June 2008 IASA Denver Chapter we discussed the Business of
Architecture
Summer 2008 applied the Agile SOA Alignment to a project:
– Anu Ramaswamy, business analyst & business architect (in-training)
– Agile SOA examples are from her application and use
Nov 2008 to Mar 2009 applied the Strategic Alignment to scoping a
                        pp             g      g            p g
multi-year, multi-$10M’s project
– Dave Guevara, program business architect
– Company is confidential due to competition sensitive info
April 2009 adapted Business Alignment to a 2-week rapid
assessment of a whether a strategic Agile enterprise SOA project
was aligned with the CEO’s strategic intent.
       g                         g


                               IASA Denver Chapter                                 4
What Do We Do With This?


Provides “how to” guidance in support of TOGAF 9.0
This research is providing the materials and testing
ground for curriculum for IASA courses:
– Denver Chapter?
– IASA certification courses
Should be a book or couple of practical “how to” books
that:
– Pull the concepts together in a way that we can use just what
  we need
– Are written at two levels of the project teams and their
  management



                         IASA Denver Chapter                      5
"Nothing is particularly hard if you
    divide it into small jobs.“
                         jobs.“


                  Henry Ford



   This is how you help many minds understand
           their part of a complex solution

                                                6
Our reality in IT project teams


We get less time than we need
– So there is no time to be a purist or altruistic
Our business world and rules are more complex
– But our brains want simpler (they are too full)
Stuff happens and things change “dynamically”
– M h says at all th wrong ti
  Murphy    t ll the       times, no matter when
                                       tt    h
We have to use Agile, Waterfall, Standards…
– But no guidance on how to assure business value
More for less and faster
– General mandate from business to create more value

                        IASA Denver Chapter            7
THE Critical Outcomes of Business Alignment


Business & IT Speed
– Time to market
– Adaptability
– Agile development team’s velocity
                    team s
Reduce Friction
– What makes change hard?
– Where are there constraints (why we can’t do something)?


Two Primary Speed/Friction Determinants
– Technology
– People
     p


                        IASA Denver Chapter                  8
Why Increase Speed?
                                                 Speed?


     Speed: SSC Ultimate Aero
      – G i
        Guinness f t t car in the world f 2007
                  fastest   i th     ld for
      – 0-60 2.7 sec, 257 mph+, Twin Turbo V8 1183 hp
      – $654,400 base price (yes base, you can buy options)


• Speed: Your business
    p
  is growing fast & you
  did it all right…




                                                              9
Why Reduce      Friction?
      Friction: SSC Ultimate Aero
      – C you accelerate t 60 on j t th rims, or t
        Can           l t to        just the i      two ti ?
                                                         tires?
      – Can you get to 257 mph when you can’t close the
        doors?
      – How long will the Twin Turbo V8 run without oil?


• Friction: Core parts of
  your business haven’t
  been built for speed…




                                                              10
How do we get Speed and Low           Friction?
1.   Simplify your Business Model
2.   Modularize the Blocks
3.   Standardize the Interfaces
4.   Look at points that change fast
5.                                       g p
     Know the overall economics & throughput
6.   Focus on constraints to value throughput
7.   Manage to the Vital Signs (
          g                g (3-5 KPIs)  )



                     IASA Denver Chapter          11
How Do We Align Simply & Quickly?
             Business Alignment Framework


           Aligning IT to Business
          Applied t Project Level
          A li d at a P j t L   l




                                        Page 12
Business Alignment Framework Provides a COMMON Set of
                         Business Requirements Across All Programs



                                         Enterprise Programs and Initiatives
                                                     Business & IT




                                         Business Alignment Framework




                                                   Application
                 Infrastructure                   Development            EDW/BI
                   Programs                            or               Programs
                                                 Rationalization


©2009 David R Guevara Jr All Rights Reserved                                       13
Business Alignment Framework

                                      Strategic Goals                                                                    Tonight’s Chat
      Strategic                                Operational Goals (business unit)
     Capabilities
                                               Operational Capabilities
                                                p            p
     Alignment                                                                                                                        Business
                                                    Business Capabilities & Drivers                                                   Functional
                                                                                                                                     Components
                                                          High Level Business Requirements
                                                                 - Domains (eg analytics, governance)
                                                                 - Environments (around lifecycles)
                                                                 - Service Level Expectations
                                                                 - Business Processes

                                                                                    Focus Biz/Org Capabilities Analysis on the Gap

                                         Business      Organizational
                                        Capabilities    Capabilities           Detailed Business Requirements                           Map
    Capabilities                                                               & A ti iti
                                                                                 Activities                                          Components
                                                                                                                                       & Gap
    Alignment                            Technical       Integration
                                                                                                                                      Analysis
                                                                               Software Functions & Features
                                        Capabilities     Capabilities
                                                                              Focus Tech/Integ Capabilities Analysis on the Gap




                                                                                                                                      Software
                                                                                                                                       Design
     Technical                        Solution Architecture                                                                          Components
    Capabilities
                                               Software Design Components
    Alignment
                                                    Software Implementation/Construction


©2009 David R Guevara Jr All Rights Reserved                                                                                                       14
Business Alignment of IT – the Puzzle Pieces


           At a project level may or may not:
              –    Have clear business strategies in the business case.
              –    Clear context for the capabilities that are needed.
              –    Enterprise or design standards g
                        p             g              guidance or a design concept
                                                                         g       p
              –    Context of the project within the portfolio of other projects
              –    Resource contention with efficient means of reprioritization
           Business C
           B i        Cases often h
                              ft have goals th t are di tl
                                           l that      directly
           related to the outcomes of the project in terms of:
              –    Process improvements
              –    FTE or contractor reductions
              –    IT efficiencies – quicker & easier troubleshooting, upstream QA
              –    Dependencies of business and operating goals on specific
                   capabilities
©2009 David R Guevara Jr All Rights Reserved                                         15
Puzzle Master Basics

           Define Dimensions and Service Level Expectations (SLE)
              – Captures all the stuff that people are supposed to think of
           Use Top-Down in combination with Bottoms-Up
              – Like building the border of the puzzle then working the area where
                the pieces clearly fit together
                                       together.
           Adapt Use Case Outline to manage User Story Inventories
              – Connect User Stories together in context of the business value
              – Carve up the problem into bite size pieces
           Map Business Architecture to Solution Design Architecture
           components
              – This structure is used to assign capabilities to requirements to
                designs


©2009 David R Guevara Jr All Rights Reserved                                         16
What are the Dimensions of Alignment?

                                                           3 Dimensions
                                                            – Business Processes
                                                               • Hierarchy from value chain
                                                                 components
                                                            – Domains
                                                               • Non-process or Environment
                                                            – Environments
                                                               • Supports artifact life cycles
                                                               • Examples are Software,
                                                                 Product, Customer, Work
                                                                 Artifacts (bill, invoice)
                                                                           ( ,           )
                                                           Color of a Dimension
                                                            – Measure of Goodness
                                                            – S i L
                                                              Service Level E
                                                                          l Expectations
                                                                                 t ti

©2009 David R Guevara Jr All Rights Reserved                                                     17
High-
                                     High-level business requirements within the
                                                 Business Alignment Framework
                                                             g

       Business Processes:
           Define these completely from external business interfaces through all workflows

       Business Domains:
           Not process or environment core competencies
           Examples are analytics, governance, business economics

       Business Environments:
           Environments are the assets and resources that are required to support a life
           cycle
           Things that have life cycles: clients, products, projects, software, data

       Service Level Expectations:
           These are measures of “goodness”; how many, how fast, how well

©2009 David R Guevara Jr All Rights Reserved                                           18
Use Business Alignment Framework to Connect
                                                       Top Down with Bottoms Up Analysis


Structure that aligns enterprise strategies with tactical execution…
                                                        Strategies                  Initiatives
  Business Architecture                                                                              Enterprise Architecture
                                                     Business Value                Governance
     Value Management
                                                    Risk Management                 Roadmaps

                                                       Investments                FSA Blueprints

                                                  Communication Plans             Business Models


  Business Alignment                              Business            Biz & IT       Environments     Business Alignment
      Framework                                   Processes           Domains                             Framework
                                                                                         SLEs

                                                 Activity / Event                      Technical
                                                                     Composition
                                                  Management                          Governance
                                                                      Lifecycle
                                                  Budgets            Management       Repositories
 Technical, Information &                                                                            Solution Architecture
  Software Architectures                          Messaging           Metadata
                                                                                       Services             Projects
  Solution Management                                                                 Architecture
                                                 Infrastructure        Security


  ©2009 David R Guevara Jr All Rights Reserved
Managing User Story Inventories for Completeness

         How do you prove that the User Story inventory, for a given
         release , will provide end-to-end process functionality?
                                          Business Processes------>>>                                  1. Capture Application Information

                                                                           1.1                         1.2                      1.3                       1.4                         1.5                               1.6                                    1.7




                                                                                                                                                                                                                              Associate application with rep
                                                                                                                                                          Get policy attribute from
                                                                                              mation




                                                                                                                                                                                                              ributes
                                                                                                                          ote


                                                                                                                                      Search for policy




                                                                                                                                                                                                                                                                                  ess
                                                                             Capture Opp inform




                                                                                                                                                                             es
                                                                                                             Search for quo




                                                                                                                                                                                                                                                  n
                                                                                                                                                                                            Capture policy attr




                                                                                                                                                                                                                                                                     Validate addre
                                                                                                                                                                Choicepoint
                                        Activities / Functions




                                      Requirements Tracking
                                        Precedence                                                                                                                                                                                                                                      Using a spreadsheet or
                                        Basic Flow
                                        Alternate Flows
                                                                                                                                                                                                                                                                                        tool like Rally, track User
Use Case Outline                                                                                                                                                                                                                                                                        Stories to business
                                        Exceptions Flows
reminds                                 Data validations                                                                                                                                                                                                                                processes and the Use
Business Analyst,                       Business Rules
                                                                                                                                                                                                                                                                                        Case outline topics, eg
                                                                                                                                                                                                                                                                                                          p , g
                                        UI specifications
Scrum M t and
S      Master d                         Interface specifications                                                                                                                                                                                                                        Basic Flow.
Lead Developer of                       Domain
                                        Environment
what to consider
when defining User                    Value Realized from Activity ( % )
Stories or Epics
                                      Project Tracking
                                      R Requirements completed
                                      S Sprint scheduled                                                                                                                                                                                                                                Simple status indicator
                                      C Completed functionality
                                                                                                                                                                                                                                                                                        shows where in the design
                                                                                                                                                                                                                                                                                        cycle the User Stories
©2009 David R Guevara Jr All Rights Reserved                                                                                                                                                                                                                                            functionality are currently.
                                                                                                                                                                                                                                                                                                                20
Business to Solution Architecture

                                                   Domains,
Capabilities &    Biz & Org
                                                     SLEs,
High Level       Capabilities
                                                 Environments,
Requirements
R    i       t


Business         Functional        eg Quote to       eg Channel
                 Component
                 C         t      Cash Process      Sales Support
Architecture




Solution
                   Design         eg Shared
Architecture     Component         Services
                                                      eg Policy



Capabilities &                                    Implementation
                   Technical &                   (vendor specific)
Implementation     Integration
Solutions          Capabilities
                                                                     21
Strategic Alignment Example
  Strategic Goals to Business Capabilities


   Due to confidential nature of information
much of thi example i redacted or generalized
   h f this      l is d t d             li d




                                                Page 22
Strategic Alignment Example Summary


IT had done three prior major programs lead by major SI’s (at
different times) with a very large investment and the business still
did not have what they needed.
Expanded Business Model – scalability and rapid time to market.
Caught Between – legacy systems not yet retired and new
systems.
Simultaneous Change – Several simultaneous transformational
change events while restructuring costs and moving to an
outsourced IT model.
Excessive Complexity – Current solutions were fragile, difficult to
change without breaking more than what was fixed, and there was
no architectural foundation from which build the new loosely
coupled, more adaptive solution and processes.


                                                                       23
Outcome from Strategic Alignment


# of Capabilities (Org was out of scope)
–   Business Unit 1: 348
–   Business Unit 2: 83
–   System-to-system Interfaces: 119 across 15 interfaces
     y          y
–   Technical (core app and rules engine only): 284


All C
    Capabilities were mapped t
        biliti             d to:
– Strategic and operational goals and initiatives
– First major release of two core systems and surrounding
  interfaces
– Basis of estimate for a 3-year development and deployment
  program


                                                              24
Strategic Capabilities Alignment

                • To be strategic there should only be 2 to 3
 Strategic      • These provide multi-year guidance on what the company
  Goals           will do to be what the vision calls for and to create Durable
                  Competitive Advantage
                                                                     Annual growth

                  Business Unit Goals                          2009      2010        2011

Operational       These goals should map directly to           +X%        +X%        +X%

  Goals           strategic and operational goals.             +X%        +X%        +X%

                  They should span at least 2 to 3 y
                     y         p                   years.       X          X          X

                  They MUST be measurable and the scope        xx.x%     xx.x%   Xy.x%
                  of the project should produce reporting of
                                                                 x         x          X
                  or to enable reporting these metrics

Operational
O    ti    l    • To define Operational Capabilities answer this question:
Capabilities    What are the capabilities or drivers we need to achieve each goal. Some
   (11 total,     capabilities support more than one goal, others may not. Be specific and
                  validate that these capabilities are what directors and managers are
        p )
  1 example)
                  doing in their current year and planning for ne t year.
                                 c rrent ear                   next ear


                                                                                            25
Operational Goals to Operational Capabilities Alignment


                                                                                                            Sustain/ Create
Operational Goals (eg typical 5 types)        Increase                      Improve       Governance or
                                                           Reduce Costs                                       / Improve
(3 year Goals) 2009 to 2011                   Revenue                      Efficiencies   Risk Mitigation
                                                                                                             Capabilities

Key Metrics                                  Measureable       Goals

Operational Capabilities

1.    Answer the question:                   Map which      Capabilities   Will Produce     Or Support

2.    What are the drivers or capabilities                  Each Goal

3.    That are needed to achieve

4.    The Operational Goals?

5.


6.                                                               X              X               X                 X

7.                                               X               X              X               X                 X

8.                                               X

9.                                                               X              X                                 X

10.                                                                                                               X
                                                                                                                  X
11.                                                              X



                                                                                                                      26
Operational Capability: For Each OpCap
                                                    Capability:

            Business Capabilities
    5.1     Answer the question:
    5.2     What are the Business Capabilities that are required to perform
    5.3     The Operational Capabilities?
    5.4
    5.5
    55      Business C
            B i      Capabilities are those that a role-based worker, th company or
                         biliti       th    th t     l b    d    k the
    5.6     A department must do to deliver Operational Capabilities.
    5.7     Example: OpCap: Increase Cross-selling by X%.
            BizCap: View likely cross-sell products when client is on the phone




Service Level Expectations
• Th
  These ddescribe the overriding and shared expectations from the business about the
               ib th       idi     d h      d      t ti  f     th b i       b t th
  systems and solutions that will deliver the Business Capabilities.

•   Examples are uptime, availability during working hours, what functions are available during outages,
    notification and response times of outages, business continuity timeframes for recovering after a disaster,
    ease-of-use
    ease of se across all Uis ease of administration across all s stem admin interfaces sec rit like single
                           Uis, ease-of-administration          system         interfaces, security
    sign-on.


                                                                                                                  27
Agile SOA Example
Business Alignment to SOA Development Example


              Implementation of this alignment was done by
                                 Anu Ramaswamy
                                 A R
                        anu_ramaswamy@csaa.com

   Given the confidential nature of this project these slides will not be distributed but
         Anu has offered to answer any questions. We hope to co-publish a white
                     paper that can be shared with a public audience.
                                                                                            Page 28
Agile Development Challenges


How do we assure that the User Stories completely
deliver the i
d li     h intended b i
                 d d business value?
                                  l ?
How do we plan releases that deliver meaningful and
visible business value to our business sponsors and
stakeholders?
How do we assure that the point count is complete and
that the velocity dependencies are accounted for?
How do we identify blockages early on that are beyond
the charter of the development team?
How do we know when we put all the pieces of the
puzzle together (the sprints) that it all fits and delivers
the intended value?
                                                          29
User stories alone can be problematic


This material is copyright protected by Jeff Patton
 For this content and related materials please refer to the presentation
 titled “patton_user_story_mapping”
 on slide # 13
 At this URL http://www agileproductdesign com/presentations/index html
               http://www.agileproductdesign.com/presentations/index.html




                                                                            30
Accelerating Agile Requirements and Design

Example Business Requirements Alignment to SOA Agile Project




                           IASA Denver Chapter                 31
Open Discussion: Q & A
For questions or suggestions contact:
Dave Guevara dguevara@ciber.com 303.885.9144




                         IASA Denver Chapter                32

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Making Architecture Business Value Driven

  • 1. Business of Architecture to make IT Business Value Driven: Case Study Dave Guevara April 20, 2009 Principal Architect P i i l A hit t IASA Denver Chapter
  • 2. Today’s Agenda Background & Problem Statement What are We Aligning? How do We Align Simply & Quickly? Agile SOA Alignment Example Discussion Note: Some materials are copyrighted and IASA Denver Chapter is authorized to redistribute. Other materials are not and so the author’s contact info is provided for those wanting to request that info. IASA Denver Chapter 2
  • 3. Business of Architecture Problem Statement Even when architectures and design standards have been well defined it seems that to the design and development teams they are: – Too abstract – Irrelevant – Ignored – Unknown New adopters of Agile development often have the misperception that Agile minimizes or eliminates the need for good design and architecture practices How do we build enterprise class solutions, which require best practices, practices good architecture and standards and assure their standards, adoption and use by software and EDW/BI teams into operations? IASA Denver Chapter 3
  • 4. Background Researching “Making EA Relevant to SW & EDW/BI project teams” – Purpose is to assure that strategic/business intent persist through deployment June 2008 IASA Denver Chapter we discussed the Business of Architecture Summer 2008 applied the Agile SOA Alignment to a project: – Anu Ramaswamy, business analyst & business architect (in-training) – Agile SOA examples are from her application and use Nov 2008 to Mar 2009 applied the Strategic Alignment to scoping a pp g g p g multi-year, multi-$10M’s project – Dave Guevara, program business architect – Company is confidential due to competition sensitive info April 2009 adapted Business Alignment to a 2-week rapid assessment of a whether a strategic Agile enterprise SOA project was aligned with the CEO’s strategic intent. g g IASA Denver Chapter 4
  • 5. What Do We Do With This? Provides “how to” guidance in support of TOGAF 9.0 This research is providing the materials and testing ground for curriculum for IASA courses: – Denver Chapter? – IASA certification courses Should be a book or couple of practical “how to” books that: – Pull the concepts together in a way that we can use just what we need – Are written at two levels of the project teams and their management IASA Denver Chapter 5
  • 6. "Nothing is particularly hard if you divide it into small jobs.“ jobs.“ Henry Ford This is how you help many minds understand their part of a complex solution 6
  • 7. Our reality in IT project teams We get less time than we need – So there is no time to be a purist or altruistic Our business world and rules are more complex – But our brains want simpler (they are too full) Stuff happens and things change “dynamically” – M h says at all th wrong ti Murphy t ll the times, no matter when tt h We have to use Agile, Waterfall, Standards… – But no guidance on how to assure business value More for less and faster – General mandate from business to create more value IASA Denver Chapter 7
  • 8. THE Critical Outcomes of Business Alignment Business & IT Speed – Time to market – Adaptability – Agile development team’s velocity team s Reduce Friction – What makes change hard? – Where are there constraints (why we can’t do something)? Two Primary Speed/Friction Determinants – Technology – People p IASA Denver Chapter 8
  • 9. Why Increase Speed? Speed? Speed: SSC Ultimate Aero – G i Guinness f t t car in the world f 2007 fastest i th ld for – 0-60 2.7 sec, 257 mph+, Twin Turbo V8 1183 hp – $654,400 base price (yes base, you can buy options) • Speed: Your business p is growing fast & you did it all right… 9
  • 10. Why Reduce Friction? Friction: SSC Ultimate Aero – C you accelerate t 60 on j t th rims, or t Can l t to just the i two ti ? tires? – Can you get to 257 mph when you can’t close the doors? – How long will the Twin Turbo V8 run without oil? • Friction: Core parts of your business haven’t been built for speed… 10
  • 11. How do we get Speed and Low Friction? 1. Simplify your Business Model 2. Modularize the Blocks 3. Standardize the Interfaces 4. Look at points that change fast 5. g p Know the overall economics & throughput 6. Focus on constraints to value throughput 7. Manage to the Vital Signs ( g g (3-5 KPIs) ) IASA Denver Chapter 11
  • 12. How Do We Align Simply & Quickly? Business Alignment Framework Aligning IT to Business Applied t Project Level A li d at a P j t L l Page 12
  • 13. Business Alignment Framework Provides a COMMON Set of Business Requirements Across All Programs Enterprise Programs and Initiatives Business & IT Business Alignment Framework Application Infrastructure Development EDW/BI Programs or Programs Rationalization ©2009 David R Guevara Jr All Rights Reserved 13
  • 14. Business Alignment Framework Strategic Goals Tonight’s Chat Strategic Operational Goals (business unit) Capabilities Operational Capabilities p p Alignment Business Business Capabilities & Drivers Functional Components High Level Business Requirements - Domains (eg analytics, governance) - Environments (around lifecycles) - Service Level Expectations - Business Processes Focus Biz/Org Capabilities Analysis on the Gap Business Organizational Capabilities Capabilities Detailed Business Requirements Map Capabilities & A ti iti Activities Components & Gap Alignment Technical Integration Analysis Software Functions & Features Capabilities Capabilities Focus Tech/Integ Capabilities Analysis on the Gap Software Design Technical Solution Architecture Components Capabilities Software Design Components Alignment Software Implementation/Construction ©2009 David R Guevara Jr All Rights Reserved 14
  • 15. Business Alignment of IT – the Puzzle Pieces At a project level may or may not: – Have clear business strategies in the business case. – Clear context for the capabilities that are needed. – Enterprise or design standards g p g guidance or a design concept g p – Context of the project within the portfolio of other projects – Resource contention with efficient means of reprioritization Business C B i Cases often h ft have goals th t are di tl l that directly related to the outcomes of the project in terms of: – Process improvements – FTE or contractor reductions – IT efficiencies – quicker & easier troubleshooting, upstream QA – Dependencies of business and operating goals on specific capabilities ©2009 David R Guevara Jr All Rights Reserved 15
  • 16. Puzzle Master Basics Define Dimensions and Service Level Expectations (SLE) – Captures all the stuff that people are supposed to think of Use Top-Down in combination with Bottoms-Up – Like building the border of the puzzle then working the area where the pieces clearly fit together together. Adapt Use Case Outline to manage User Story Inventories – Connect User Stories together in context of the business value – Carve up the problem into bite size pieces Map Business Architecture to Solution Design Architecture components – This structure is used to assign capabilities to requirements to designs ©2009 David R Guevara Jr All Rights Reserved 16
  • 17. What are the Dimensions of Alignment? 3 Dimensions – Business Processes • Hierarchy from value chain components – Domains • Non-process or Environment – Environments • Supports artifact life cycles • Examples are Software, Product, Customer, Work Artifacts (bill, invoice) ( , ) Color of a Dimension – Measure of Goodness – S i L Service Level E l Expectations t ti ©2009 David R Guevara Jr All Rights Reserved 17
  • 18. High- High-level business requirements within the Business Alignment Framework g Business Processes: Define these completely from external business interfaces through all workflows Business Domains: Not process or environment core competencies Examples are analytics, governance, business economics Business Environments: Environments are the assets and resources that are required to support a life cycle Things that have life cycles: clients, products, projects, software, data Service Level Expectations: These are measures of “goodness”; how many, how fast, how well ©2009 David R Guevara Jr All Rights Reserved 18
  • 19. Use Business Alignment Framework to Connect Top Down with Bottoms Up Analysis Structure that aligns enterprise strategies with tactical execution… Strategies Initiatives Business Architecture Enterprise Architecture Business Value Governance Value Management Risk Management Roadmaps Investments FSA Blueprints Communication Plans Business Models Business Alignment Business Biz & IT Environments Business Alignment Framework Processes Domains Framework SLEs Activity / Event Technical Composition Management Governance Lifecycle Budgets Management Repositories Technical, Information & Solution Architecture Software Architectures Messaging Metadata Services Projects Solution Management Architecture Infrastructure Security ©2009 David R Guevara Jr All Rights Reserved
  • 20. Managing User Story Inventories for Completeness How do you prove that the User Story inventory, for a given release , will provide end-to-end process functionality? Business Processes------>>> 1. Capture Application Information 1.1 1.2 1.3 1.4 1.5 1.6 1.7 Associate application with rep Get policy attribute from mation ributes ote Search for policy ess Capture Opp inform es Search for quo n Capture policy attr Validate addre Choicepoint Activities / Functions Requirements Tracking Precedence Using a spreadsheet or Basic Flow Alternate Flows tool like Rally, track User Use Case Outline Stories to business Exceptions Flows reminds Data validations processes and the Use Business Analyst, Business Rules Case outline topics, eg p , g UI specifications Scrum M t and S Master d Interface specifications Basic Flow. Lead Developer of Domain Environment what to consider when defining User Value Realized from Activity ( % ) Stories or Epics Project Tracking R Requirements completed S Sprint scheduled Simple status indicator C Completed functionality shows where in the design cycle the User Stories ©2009 David R Guevara Jr All Rights Reserved functionality are currently. 20
  • 21. Business to Solution Architecture Domains, Capabilities & Biz & Org SLEs, High Level Capabilities Environments, Requirements R i t Business Functional eg Quote to eg Channel Component C t Cash Process Sales Support Architecture Solution Design eg Shared Architecture Component Services eg Policy Capabilities & Implementation Technical & (vendor specific) Implementation Integration Solutions Capabilities 21
  • 22. Strategic Alignment Example Strategic Goals to Business Capabilities Due to confidential nature of information much of thi example i redacted or generalized h f this l is d t d li d Page 22
  • 23. Strategic Alignment Example Summary IT had done three prior major programs lead by major SI’s (at different times) with a very large investment and the business still did not have what they needed. Expanded Business Model – scalability and rapid time to market. Caught Between – legacy systems not yet retired and new systems. Simultaneous Change – Several simultaneous transformational change events while restructuring costs and moving to an outsourced IT model. Excessive Complexity – Current solutions were fragile, difficult to change without breaking more than what was fixed, and there was no architectural foundation from which build the new loosely coupled, more adaptive solution and processes. 23
  • 24. Outcome from Strategic Alignment # of Capabilities (Org was out of scope) – Business Unit 1: 348 – Business Unit 2: 83 – System-to-system Interfaces: 119 across 15 interfaces y y – Technical (core app and rules engine only): 284 All C Capabilities were mapped t biliti d to: – Strategic and operational goals and initiatives – First major release of two core systems and surrounding interfaces – Basis of estimate for a 3-year development and deployment program 24
  • 25. Strategic Capabilities Alignment • To be strategic there should only be 2 to 3 Strategic • These provide multi-year guidance on what the company Goals will do to be what the vision calls for and to create Durable Competitive Advantage Annual growth Business Unit Goals 2009 2010 2011 Operational These goals should map directly to +X% +X% +X% Goals strategic and operational goals. +X% +X% +X% They should span at least 2 to 3 y y p years. X X X They MUST be measurable and the scope xx.x% xx.x% Xy.x% of the project should produce reporting of x x X or to enable reporting these metrics Operational O ti l • To define Operational Capabilities answer this question: Capabilities What are the capabilities or drivers we need to achieve each goal. Some (11 total, capabilities support more than one goal, others may not. Be specific and validate that these capabilities are what directors and managers are p ) 1 example) doing in their current year and planning for ne t year. c rrent ear next ear 25
  • 26. Operational Goals to Operational Capabilities Alignment Sustain/ Create Operational Goals (eg typical 5 types) Increase Improve Governance or Reduce Costs / Improve (3 year Goals) 2009 to 2011 Revenue Efficiencies Risk Mitigation Capabilities Key Metrics Measureable Goals Operational Capabilities 1. Answer the question: Map which Capabilities Will Produce Or Support 2. What are the drivers or capabilities Each Goal 3. That are needed to achieve 4. The Operational Goals? 5. 6. X X X X 7. X X X X X 8. X 9. X X X 10. X X 11. X 26
  • 27. Operational Capability: For Each OpCap Capability: Business Capabilities 5.1 Answer the question: 5.2 What are the Business Capabilities that are required to perform 5.3 The Operational Capabilities? 5.4 5.5 55 Business C B i Capabilities are those that a role-based worker, th company or biliti th th t l b d k the 5.6 A department must do to deliver Operational Capabilities. 5.7 Example: OpCap: Increase Cross-selling by X%. BizCap: View likely cross-sell products when client is on the phone Service Level Expectations • Th These ddescribe the overriding and shared expectations from the business about the ib th idi d h d t ti f th b i b t th systems and solutions that will deliver the Business Capabilities. • Examples are uptime, availability during working hours, what functions are available during outages, notification and response times of outages, business continuity timeframes for recovering after a disaster, ease-of-use ease of se across all Uis ease of administration across all s stem admin interfaces sec rit like single Uis, ease-of-administration system interfaces, security sign-on. 27
  • 28. Agile SOA Example Business Alignment to SOA Development Example Implementation of this alignment was done by Anu Ramaswamy A R anu_ramaswamy@csaa.com Given the confidential nature of this project these slides will not be distributed but Anu has offered to answer any questions. We hope to co-publish a white paper that can be shared with a public audience. Page 28
  • 29. Agile Development Challenges How do we assure that the User Stories completely deliver the i d li h intended b i d d business value? l ? How do we plan releases that deliver meaningful and visible business value to our business sponsors and stakeholders? How do we assure that the point count is complete and that the velocity dependencies are accounted for? How do we identify blockages early on that are beyond the charter of the development team? How do we know when we put all the pieces of the puzzle together (the sprints) that it all fits and delivers the intended value? 29
  • 30. User stories alone can be problematic This material is copyright protected by Jeff Patton For this content and related materials please refer to the presentation titled “patton_user_story_mapping” on slide # 13 At this URL http://www agileproductdesign com/presentations/index html http://www.agileproductdesign.com/presentations/index.html 30
  • 31. Accelerating Agile Requirements and Design Example Business Requirements Alignment to SOA Agile Project IASA Denver Chapter 31
  • 32. Open Discussion: Q & A For questions or suggestions contact: Dave Guevara dguevara@ciber.com 303.885.9144 IASA Denver Chapter 32