MAPPING TOGAF® ADM AND AGILE APPROACH

Agile Enterprise Architecture – Project Simulation
How to apply the Agile approach to TOGAF®

AUTHORS
Piotr Tomasz Papros, experienced in all areas of IT
lifecycle: from a small business to the big corporate world.
TOGAF, PMP, ITIL and Six Sigma certified along with
Computer Science (MSc) and Business Management (MSc)
graduate with 15+ years of professional IT experience out of
which over 10 related to both IT and general management.
Currently Senior Project Manager and Agile Champion at
IBM.
Łukasz Wrześniewski is Deputy Managing Director at
the Architecture Center Ltd in London, responsible for
consultancy and training services. He specializes in
Management Consulting and Enterprise Architecture.
He provides accredited TOGAF® 9, ArchiMate® 2, and
IT4IT™ training courses and consultancy services.

About Architecture Center
• Architecture Center Ltd provides consultancy
and training services in the following areas:
enterprise architecture, business processes
management, IT management and governance.
• Through implementation of proven international
methodology and standards we help our clients to
achieve their business goals.
• Our team is created by highly experienced
consultants and trainers.
• We offer TOGAF® 9 and ArchiMate® 2, IT4IT,
COBIT®5 training courses and advisory services.
• www.architecture-center.com

AGENDA
• Goals of the workshop
• Essence of Agile
• Mapping agile approach to the TOGAF®ADM
• Mapping agile practices to the TOGAF® ADM
• Review of selected techniques
• Architecture iteration simulation workshop (executing the
iterations)
• Q & A

GOALS OF THE WORKSHOP
• To provide the introduction about using TOGAF® 9 and
Agile approach for managing architecture projects.
• To exchange experience and ideas about agility in
Enterprise Architecture.
• To build the foundations for agile Enterprise Architecture
Management white paper and future TOGAF guide.
Copyright © 2016 Architecture Center Ltd. All rights reserved. 5

ESSENCE OF AGILE
1.
Agile Values
3.
Agile Practices
2.
Agile Principles

AGILE VALUES
to allow self directing teams to find their
own way.Trust
to each other, and to all the voices (bad,
good) when team iterate forward greatness
Respect
to new and different ideas.Openness
to take risk and correct the course when
learn
Courage
to each other and our stakeholdersEmpathy

AGILE PRINCIPLES
Start with clarity about outcome.1.
Listen, iterate, learn and correct the
course.
2.
Self direct team unleashes the
innovation.
3.

AGILE PRACTICES
Social contract
Estimating
techniques
Backlog refinement
Planning walls
Showcase
and retrospective
Story cards
Mood marbles Issue bull-eye
Daily standup
Burn downt chart
S L XL

MAPPING
TOGAF® ADM
AND AGILE
APPROACH
H.
Architecture
Change
Management
A.
Architecture
Vision
Requirements
Management
B.
Business
Architecture
C.
Information
Systems
Architecture
D.
Technology
Architecture
E.
Opportunities
and
Solutions
F.
Migration
Planning
G.
Implementation
Governance
Preliminary

MAPPING TOGAF® ADM AND AGILE APPROACH
H.
Architecture
Change
Management
A.
Architecture
Vision
Requirements
Management
B.
Business
Architecture
C.
Information
Systems
G.
Implementation
Preliminary
1.
Agile Values
3.
Agile Practices
2.
Agile Principles

AGILE ROLES
Lead Architect Enterprise Architects
Sponsor
Stakeholders
Defines
requirements
Promote the agile
approach
Servant leader
Facilitator
Remove the
roadblocks
Develop, improve and
sustain enterprise
architecture
Product Owner Team Leader Agile Team

MAPPING
TOGAF® ADM
AND AGILE
APPROACH
H.
Architecture
Change
Management
A.
Architecture
Vision
B.
Business
Architecture
C.
Information
Systems
Architecture
D.
Technology
Architecture
E.
Opportunities
and
Solutions
F.
Migration
Planning
G.
Implementation
Governance
Preliminary
Requirements
Management
Architecture
Release Planning
Architecture
Backlog
Architecture
Vision

H.
Architecture
Change
Management
A.
Architecture
Vision
Requirements
Management
B.
Business
Architecture
C.
Information
Systems
Architecture
D.
Technology
Architecture
E.
Opportunities
and
Solutions
F.
Migration
Planning
G.
Implementation
Governance
Preliminary
Architecture
Development
Iteration
Backlog
Reﬁnement
MAPPING
TOGAF® ADM
AND AGILE
APPROACH
Architecture
Release Planning
Architecture
Backlog
Architecture
Vision
Iteration Backlog
Defined
Architecture
showcase
retrospective

H.
Architecture
Change
Management
A.
Architecture
Vision
Requirements
Management
B.
Business
Architecture
C.
Information
Systems
Architecture
D.
Technology
Architecture
E.
Opportunities
and
Solutions
F.
Migration
Planning
G.
Implementation
Governance
Preliminary
Architecture
Development
Iteration
Backlog
Reﬁnement
MAPPING
TOGAF® ADM
AND AGILE
APPROACH
Architecture
Release Planning
Architecture
Backlog
Architecture
Vision
Iteration Backlog
Defined
Architecture
Solution
Release
Planning
Solution
Backlog
showcase
retrospective

H.
Architecture
Change
Management
A.
Architecture
Vision
Requirements
Management
B.
Business
Architecture
C.
Information
Systems
Architecture
D.
Technology
Architecture
E.
Opportunities
and
Solutions
F.
Migration
Planning
G.
Implementation
Governance
Preliminary
Architecture
Development
Iteration
Backlog
Reﬁnement
MAPPING
TOGAF® ADM
AND AGILE
APPROACH
Architecture
Release Planning
Architecture
Backlog
Architecture
Vision
Iteration Backlog
Defined
Architecture
Solution
Release
Planning
Solution
Backlog
Implementation
Solution
showcase
retrospective

H.
Architecture
Change
Management
A.
Architecture
Vision
Requirements
Management
B.
Business
Architecture
C.
Information
Systems
Architecture
D.
Technology
Architecture
E.
Opportunities
and
Solutions
F.
Migration
Planning
G.
Implementation
Governance
Preliminary
Architecture
Development
Iteration
Backlog
Reﬁnement
MAPPING
TOGAF® ADM
AND AGILE
APPROACH
Architecture
Release Planning
Architecture
Backlog
Architecture
Vision
Iteration Backlog
Defined
Architecture
Solution
Backlog
Solution
Release
Planning
Implementation
Solution
New
Architecture
Backlog
Items
showcase
retrospective

MAPPING AGILE PRACTICES TO TOGAF ADM
A. B. - D. E. F. G. H.
Backlog planning
User stories
Iteration planning
Daily standup
Mood marbles
Burn up/Burn
down charts
Backlog refinement
Showcase
Retrospection
Backlog planning
for implementation
REQUIREMENTS MANAGEMENT
Backlog refinement
Preliminary
Social contract
User stories

SOCIAL CONTRACT
•Is designed by team members
•Set of values, behaviors and social norms
•Consolidate shared understanding of how team behaves
and interact
•Social contract can change over time
•Social contract can be different at two teams

STORY CARDS
• Title: <a name for the user story>
• As a <user or persona>
• I want to <take this action>
• So that <I get this benefit>

ESTIMATING TECHNIQUES
Techniques for estimating amount of effort or relative size
of a story
• Estimate values:
• Numbers:
• 2n: 1, 2, 4, 8, 16, 32
• Fibonachi: 1, 2, 3, 5, 8, 13, 21...
• Shirt size:
S M L XL XXL

PLANNING BOARD
User Story Estimation (2n)
1.
2.
4.
5.
6
1 1 4
1 2 2
8
2
2 4
16 32 32
64 64 64
8

RELEASE PLAN AND ITERATION WALL
I1 I2 I3 I4 I5
Architecture Release Plan
Planned In Progress In Review
(Testing)
Done
Iteration
Wall
MAX
Architecture
backlog

DAILY STAND-UP
• Stand up is a way team can get speed (meeting is
organized in the morning), understand
1. What was finished?
2. What will be done in near future?
3. What are impediments that can be removed?
DAILY – 15 minutes

BACKLOG REFINEMENT
• To ensure product backlog is
current and complete
• Usually in latter half, when
team updates story backlog
as preparation for next
iteration (also can be done
when new requirement will
came)
• During Backlog
Requirement team with
Product Owner can update,
add or delete user stories
from product backlog

SHOWCASE
• Demonstrate complete iteration feature(s) to Product
Owner and Stakeholders
• Solicit their feedback
• Discuss opportunities for course correction

BURNDOWN CHART
-20
0
20
40
60
80
100
120
1 2 3 4 5 6 7 8
Burn down chart
Numberofwork-items
iterations

RETROSPECTIVE
• Done at the end of iteration
• Organized for team internally
• Focused on performance and possible
improvements
• 3 questions:
• What went well?
• What didn’t go well?
• What is puzzling us?

ISSUES BULL-EYE

MOOD MARBLES
J K L

Workshop

MAPPING TOGAF® ADM AND AGILE APPROACH

Q&A

THANK YOU !
www.architecture-center.com

MAPPING TOGAF® ADM AND AGILE APPROACH

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