Goo Biz Governing Agile on the basis of

Goo. Biz Governing Agile on the basis of « Business Values » Governing Agile on the basis of « Business Values» Birol Berkem, Ph. D – Open Group Member and Certified Enterprise Architect (TOGAF 9, Archi. Mate 2) Goo. Biz. com • • This presentation does not have to be considered as a « Bridging TOGAF with Agile » training class. It only aims at showing how to make connections between TOGAF® ADM and Scrum in order to : establish the project vision on the basis of business values, synchronize features of the product backlog / sprints with functions of the capability increments, provide ‘walking skeletons’ with consolidated architecture gaps, while maintaining governance with changing strategies and supporting business agility… Note : TOGAF 9 (The Open Group Architecture Framework) and Archi. Mate 2 are trademarks of the Open Group This work by Birol Berkem (Goo. Biz. com) is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 3. 0 Unported License. Permissions beyond the scope of this license may be available by e-mail to info@goobiz. com

Goo. Biz Business Agility requires an Enterprise Architecture • Business agility [1] is the ability of a business to adapt rapidly and cost efficiently in response to changes in the business environment. • It includes : – maintaining & adapting goods and services to meet customer demands, – adjusting them coherently to changes in a business environment – taking advantage of assets at all production dimensions of an enterprise architecture : business, data, application, technology • The alignment of organizations with such changing needs requires an enterprise architecture [2] to enable effective execution of the enterprise strategy to achieve change (until the IT level) – EA [2] is defined as : A conceptual blueprint that defines the structure and operation of an organization. The intent of an enterprise architecture is to determine how an organization can most effectively achieve its current and future objectives. • • [1] Adapted from "On the Measurement of Enterprise Agility” - Nikos C. Tsourveloudi , Kimon P. Valavanis (2002) [2] Search. CIO. com 2

Goo. Biz Enterprise Architecture needs to be Governed • TOGAF : An Enterprise Architecture Framework to align Enterprise Ressources, IT Systems and Technologies with the changing Business Strategies by : • Identifying gaps between current and target architectures, • Providing roadmap to achieve goals and ‘coordinate’ current and future projects of the organisation 3 How can ADM realize Business Strategies on a « Capability » basis ?

Goo. Biz Governance of implementation and Architecture Change Management Phases in TOGAF’s ADM – A Summary Drivers, Goals, Principles, Business Values Capabilities, Concerns of Stakeholders, Requirements, Business Transformation Readiness Assessments, Risks… Development of the Enterprise Architecture, Views of the Architecture across domains, Gaps, Risk Mitigation , … Detailed Implementation, Migration Plan, Work Packaged Actions to Coordinate Projects Consolidating architecture descriptions Risks Assessments, Definition of the Roadmap Identifying opportunities for re-use and potential solution components How « Governance » applies on the ADM to realize Business Strategies ? © Birol Berkem Goo. Biz. com Paris, 2015 4

Goo. Biz Main Parts of the Governance Process Governance is the practice by which enterprise architectures are managed and controlled at an enterprise-wide level This includes: • controls on the creation and monitoring of activities and components – ensuring introduction, implementation, and evolution of architectures, • ensuring compliance with internal and external standards and regulatory obligations • supporting management of the above (components and activities, their compliance, …) • ensuring accountability to external and internal stakeholders What are current needs about GOVERNANCE on Agile Development ? 5 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz Needs about Governance on Agile Development • Important tension between team’s desire to be “agile”, the workgroup’s narrow business objectives and the organizational interest in standards, structure, visibility and security ! • Companies that use Agile Software Development Methodologies are currently searching ways to : – Align “agile development” to best practices, – Gain centralized control and visibility of the progress across the company, – While adhering to governance and regulatory requirements, – Leveraging any internal/ external solutions with any process and methodology for development • And despite the fact that they may be geographically dispersed… How such Governance needs may « frame » elements of Scrum life cycle ? 7 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz Scrum Life Cycle (Summary) The development is based on a series of capabilities : From the vision statement until the final product 1: Craft a Product Vision & Identify Users and their Needs 2: Identify User Goals and the Activities to meet them 3: Identify the Important Tasks for performing the Most Important Activities 4: Build a Walking Skeleton for the Highest Needs as part of the First Iteration 5: Allow other Detailed Architecture and Additional Features to Emerge Over time Sprint Retrospective Inspect and adapt in an effort to improve… Vision Statement How the previous Governance needs may be used as inputs for Scrum touch-points ? 6 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz Governance Inputs on the Touch-Points of Scrum Life Cycle How to carry on Business Values on the basis of Risks and Capability Increments ? How to create & update Features based on Consolidated Gaps & Dependencies ? How to provide Consolidated INPUTS for the Walking Skeleton (end-to-end architecture structures) on the basis of architecture gaps ? How to Monitor Risks & Ensure Conformance to the Architecture Constraints ? Vision Statement This necessitates to Govern Value Streams (from Features to Deployment) using TOGAF ADM & Capability Based Planning 9 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz Governing Agile on the basis of ‘Business Values’ Business Values carried by Capability Increments Risk Monitoring & Conformance Review Potentially Shippable Product Increment Inputs for ‘Walking Skeletons’ based on Consolidated Architecture Gaps Daily Scrum 1 -4 Week Sprints Features based on Consolidated Gaps & Dependencies Sprint might be Planning How to support such connections – what artifacts used as a Sprint Backlog Retrospective vehicle to establish the bridge ? Product Backlog Adaptation Vision Statement 10 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz Governing Scrum using TOGAF’s ADM Business Values carried by Capability Increments Risk Monitoring & Conformance Review Potentially Shippable Product Increment Features based on Inputs for ‘Walking Consolidated Skeletons’ based on Gaps & Dependencies Consolidated Architecture Gaps Tasks (To Do) Daily User Story 1: Enter Visitor Create Bonus DB Table & link to Visitor Tb Scrum Create UI 1 and link it to the UC Ctrl… Implement User / System interact. Activities… 1 -4 Week User Story 2 : ‘Fill Poll’ to capture Prod. of Interest. Create Sprints Poll DB Table &link it to Visitor Tb Create UI 2 and link it to the UC Ctrl… Implement User / System Sprint interact. Activities… Sprint User Story 3 : Notify Related Units & Marketing DB Tb Retrospective - Link Poll DB Table to Sales. Backlog EPIC Name : Visitor Registration Process ‘Phases : B to D’ : Sprint Planning Product Backlog Adaptation Vision Statement 11 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz Steps of the « Capability Based Development » TOGAF offers the Capability-Based Planning that focuses on the planning, engineering and delivery of Drivers, Goals, strategic business capabilities to the enterprise Objectives and Capabilities are initialy confirmed in the Preliminary and Architecture Vision Phases Capabilities are structured to mitigate Risks using business functions, and to make impact analysis of their evolution throughout IT layers • Incremental Road. Map to reach the Target Architecture by reusing existing capabilities • Work Packaged Actions to implement these Increments and ‘coordinate’ Implementation Projects on capability increment basis Capability Based Planning from the Open Group’s TOGAF ® 9. 1 Capability-Based SOA Backbone where solution components plugged into the architecture are orchestrated to realize related functions… Capabilities are abilities of an Organization, People, Processes and Technology … (From TOGAF 9. 1 Definition) How to enable this Goal-Driven & Capability-Based Development to Govern Scrum from Vision Statement until the Architecture ‘Walking Skeleton’ ? 11 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz Archi. Mate Layers for the « Architecture Gap Analysis » Archi. Mate 2 is a Modelling Language that brings : BIZ. FUNCTION consistency (well established notation with unambiguous relationship types), completeness (explicit modelling notations for requirements, principles, constraints, work packages, transition architectures), traceability (relationships to architecture components using viewpoints across multiple-domains). Example of the Archi. Mate Layered Viewpoint –will be used to serve as a support from the Vision Statement until the Architecture ‘Walking Skeleton’ 12 Simplified Archi. Mate Elements adapted from « EA Modeling with Archi. Mate & Sparx » - A. Sikandar Cap Gemini Canada

Goo. Biz Web. Sale Company – « Extending its Digital Transformation to « Turn Internet Visitors into Buyers and Incite clients to buy complementary products » A Web. Sale Company offers on-line products to its internet visitors and customers. • Faced to a crucial competition in its sector, the CEO decided to gain loyalty of their visitors and customers by turning visitors into buyers also inciting them to buy complementary products related to their particular interest and previous transactions (attractive products, …) • bbonus. . . ) To suggest such complementary products, a comparative analysis should be done between products that are consulted or purchased over the web and products that might potentially be purchased as complementary items to them (eventually using tools for Predictive Analytics) • However, information provided by the products portfolio is not always accurate to ensure a full compatibility due to ambiguous links. To mitigate risks of high volume returned products due to such an issue, the CFO with the Principal EA decide to"Refine the Product Portfolio" by maintaining there only “precisely linked complementary products” then integrate other products after receiving from their providers "trusty data for conformance”. In the Preliminary Phase, we look at the current and target states of the organisation : to enable its Architecture Practice… 13 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz In the Vision Phase : We start by looking at the existing Baseline Capabilities What are Target Business Values & Capabilities and how these current capabilities should evolve to reach them ? 14 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz Target Capabilities will be outlined with Business Values to be delivered • The High level Business Values must be assigned to Capabilities of the Target Architecture • Values need to be ‘decomposed’ in order to be supported by Sub-Capabilities and Functions till interactions with Stakeholders … Value Propositions: The collection of products and services a business offers to meet the needs of its customers. A company's value proposition is what distinguishes itself from its competitors. The value proposition provides value through various elements such as newness, performance, customization, "getting the job done", design, brand/status, price, cost reduction, risk reduction, accessibility, and convenience/usability. Osterwald/Pigneur - 2010 15 How to configure these target capabilities to deliver targeted business values ? © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz Use the « Capability Based Planning » of TOGAF Let’s start by considering Drivers, Goals and Objectives within the ADM Preliminary & Architecture Vision Phases 16 From the Open Group’s TOGAF ® 9. 1 Specifications © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz In the Preliminary & Vision Phases : We know about Drivers, Goals and Baselines Capabilities upon which we have to apply changing Strategies How to make impact analysis of changing strategies assigned to each capability over the organization to ensure coherent deployment of its Target Architecture ? How to manage the performance level of target capabilities and adapt them to changes ? How to dynamically adapt the enterprise to changes by focusing on design and delivery of its targeted capabilities using TOGAF & Scrum ? 17 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz In Phase A: Functions and Requirements can be more precisely determined using Archi. Mate Viewpoints like the ‘Goal Realization’ Let’s populate these sub-capabilities using internal functions on the basis of risks to mitigate & and prepare ‘initial features’ of the Scrum’s Vision & ‘Product backlog’ © Birol Berkem Goo. Biz. com Paris, 2015 18

Goo. Biz I Risk Factors per Sub. D Capability Phase A: Excerpt from the Risk Identification and Mitigation Assessment Work. Sheet (summarized) IMPACT Severity Risk of Suggesting wrong products to Visitors (Initiated Major MANAGE VISITOR REGISTRATION BY MINIMIZING ABANDON 4 5 Unable to accurately identify products that correspond to particular interest of Visitors Phase A) reassessed Phase E & H Uncontrolled abandon Risk of non Major rate during Registration Attained Objectives of visitors for the Visitor Registration process (Initiated Phase A) reassessed Phase E & H L MITIGATION ACTIONS ik el ih o o d Capture the target product profile of the visitor using a Poll Questionnaire via Visitor Profiling function - Fill Questionnaire Process Owner Marketing (the Poll Questionnaire should be configured dynamically on the basis of products consulted by visitors in order to suggest them online complementary products as well as for future mailings once registered). Motivate Visitor to complete his registration by suggesting appropriate Bonus Assignment on future purchase, Marketing Review the questionnaire -dynamically configured to include potential emerging products of interest for visitors, … Make them measurable functions ! 6 Untargeted Mailing to Visitors Risk to lose potential Major customers by non targeted mailing(Initiated Develop Targeted mailing : Determine the correct family of Marketing existing and emerging products that could be interesting for the visitor on the basis of his/her product profile. 19 On the basis of these risk mitigation actions, we will have to configure related functions Phase A) reassessed © Birol Berkem Phase E B &H in phase and execute their impact analysis in phases C and D Goo. Biz. com Paris, 2015

Goo. Biz Structure capabilities & align until the Technology – carry out Business Values by function & prepare the Working Skeleton Let’s Structure Capabilities in order to: • Mitigate risks upon functions that compose them , • adapt them to changing strategies, • Also Analyze Impacts throughout Application and Technology layers 20 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz In Phase B : Capabilities are structured to mitigate risks and easily adapted to changes… «BUSINESS CAPABILITY ORCHESTRATOR » [Abandon rate > 50 %] SLAs should also be provided for these functions in order to align SOA backbone and guide implementation projects for conformance with these architecture constraints 21 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz s on cti un s. F nes Vision Statement si Bu s va lues So we have to proceed with the ‘value decomposition’ process through the Architecture Layers Business : : IS etc. . to discover Epics, User Stories, other features… Bus ines • In Phase B : Business Values carried out by Capabilities and their Business Functions will help to clarify the Vision Statement & populate Product Backlog…

Goo. Biz Phases C, D : We have to perform Impact Analysis to Realize ‘Capabilities’… The resulting architecture will be used as part of the Walking Skeleton Let’s Structure Capabilities in order to: • Mitigate risks upon functions that compose them , • adapt them to changing strategies, • Also Analyze Impacts throughout Application and Technology layers 24 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz In Phases B and C : The ‘Layered’ Viewpoint supports the Impact Analysis for Implementing the « Managing Visitor Registration » Sub-Capability TARGET CAPABILITY SERVICES TARGET CAPABILITY PROCESS and ROLES « I » Customer [Registration] « I » Customer [Data Mgmt] « I » Customer [Notification] Development of the Architecture Views across Business and IS domains… BASELINE CAPABILITY APPLICATION SERVICES AND COMPONENTS This impact analysis must be performed until the Technical Infrastructure layer (phase D) to describe complete implementation of the new capability -cf. next slide 25

Goo. Biz In Phases C, D : The Archi. Mate ‘Layered’ Viewpoint supports the Impact Analysis for Implementing « Visitor Registration » Sub-Capability TARGET CAPABILITY PROCESS and ROLES « I » Customer [Registration] « I » Customer [Data Mgmt] « I » Customer [Notification] BASELINE CAPABILITY APPLICATION SERVICES AND COMPONENTS Development of the Architecture Views across IS and Technical domains… We will consolidate this B, C, D layers gap analysis in phase E then design the roadmap and provide a ‘Walking Skeleton to enable realization of User Stories 2626 © Birol Berkem Goo. Biz 2015

Goo. Biz In Phase D : A High-level view of the SOA Backbone may be « outlined » according to functions, requirements and expected service levels to deliver ‘Capabilities’ « BUSINESS CAPABILITY ORCHESTRATOR » USE CASE (UC) Business Sub-Capability Component Service Point (User Story) Sub-Capability and Functions previously described «BUSINESS CAPABILITY ORCHESTRATOR » Service Point (User Story) «BUSINESS CAPABILITY ORCHESTRATOR » « B. C. O » 27

Goo. Biz Consolidate the Roadmap, Transition Architectures and Work Packages to ‘coordinate’ Implementation Projects • In this third step, we consider the consolidated Road. Map to reach the Target Architecture. • Capability Increments for Transition Architectures will extend the existing business capabilities (starting by the Baseline Architecture) • Work Packages of Actions will implement these Increments by ‘coordinating’ Implementation Projects Let’s start by drawing the Roadmap and its underlying capability components for 28 © Birol Berkem

Goo. Biz In Phase E : For the ‘Vision Statement ‘of Scrum The Roadmap and Transition Architecture capabilities are finalized on a Risk basis & Business Values of underlying capabilities are determined ! Consolidating architecture descriptions Definition of the Roadmap Identifying opportunities for re-use and potential solution components Now how to deliver these « transition architecture capabilities » with their business values using Capability Increments – and implementation projects ? 29 © Birol Berkem Goo. Biz 2015

Goo. Biz Architecture Definition Increments Table sets “target states” for implementation projects as part of the “Architecture Releases” TRANSITION ARCHITECTURE 1 TRANSITION ARCHITECTURES PREPARATION PHASE Websale System {VISITOR REGISTRATION [MANAGED] ; CATALOG [REFINED] } PROJECTS Visitor Marketing Management Project Catalog Refinement Project Integration Project Visitor. Registration [MANAGED] TRANSITION ARCHITECTURE 2 TRANSITION ARCH ITECTURE 3 COMMENTS As part of each « Architecture Release » [TURNING VISITORS INTO BUYER] {Registrant Rate > 200 per week & Buyer Rate > 20 % « Implementation Projects » of Registered Visitors} ; {TARGETED MAILING USING PRODUCT TRACKING ; REPORTED are constrained Unsubsciption Request Rate < 5 % per month; SUCCESS MEASURES} {Purchase Rate > 20 % of Recommended Products} by « Target States » (themes) Rate of Linked new Complementary Products > 10% per month ; according to « Strategic Visitor. Registration Visitor. Mailing Objectives » INITIAL OPERATIONAL CAPABILITY “BENEFITS” Websale System [MANAGED] KPIs {Registrant Rate > 200 per week } [TARGETED] KPIs {Rate of Browsed Products > 60 % of Recommended Products} Catalog Visitor. Mailing [TARGETED] KPIs : {Unsubsciption Request Rate < 5 % each month} Catalog [REFINED] {Unprecisely linked products cleaned} > 10 % each month} - KPIs : {Rate of Linked Complementary Products Visitor [Turning into Buyer] KPIs : {Purchase Rate > 20 % of Recommended Products} In Phase F : These constraints will be used to determine sequences of the Implementation Projects using the Archi. Mate Project Viewpoint … Visitor [Turning into Buyer ] KPIs : { Purchase Rate > 60 % of Recommended Products} © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz In Phase E : Deliverables and Work Package Actions are determined for the Transition Architecture Consolidating architecture descriptions Definition of the Roadmap Identifying opportunities for re-use and potential solution components And they are finally determined for the target architecture… (next slide) 31 © Birol Berkem Goo. Biz 2015

Goo. Biz Consolidate the Roadmap, Transition Architectures and Work Packages to ‘coordinate’ Implementation Projects • In this third step, we consider the consolidated Road. Map to reach the Target Architecture. • Capability Increments for Transition Architectures will extend the existing business capabilities (starting by the Baseline Architecture) • Work Packages of Actions will implement these Increments by ‘coordinating’ Implementation Projects How the Consolidated Gaps & Dependencies Matrix may help for the Product Backlog ? 32 © Birol Berkem

Goo. Biz Governing Scrum using TOGAF’s ADM Capability Radar Diagram Business Values carried by Capability Increments Risk Monitoring & Conformance Review Potentially Shippable Product Increment Features based on Inputs for ‘Walking Consolidated Skeletons’ based on Gaps & Dependencies Consolidated Architecture Gaps Tasks (To Do) Daily User Story 1: Enter Visitor Create Bonus DB Table & link to Visitor Tb Scrum Create UI 1 and link it to the UC Ctrl… Implement User / System interact. Activities… 1 -4 Week User Story 2 : ‘Fill Poll’ to capture Prod. of Interest. Create Sprints Poll DB Table &link it to Visitor Tb Create UI 2 and link it to the UC Ctrl… Implement User / System Sprint interact. Activities… Sprint User Story 3 : Notify Related Units & Marketing DB Tb Retrospective - Link Poll DB Table to Sales. Backlog EPIC Name : Visitor Registration Process ‘Phases : B to D’ : Sprint Planning Product Backlog Adaptation Vision Statement 11 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz Example of a Consolidated Gaps, Solutions and Dependencies Matrix Excerpt from TOGAF 9. 1 Consolidated Gaps, Solutions and Dependencies Matrix of the Open Group 1 - This Matrix may help for understanding what are automated processes - Application level « Epics » and « user stories » for the Product Backlog ? 2 - The ‘Walking Skeleton’ necessary to realize ‘activities’ of user stories

Goo. Biz In Phase E: Consolidated Gaps from Phases B, C and D help to discover « tasks » to enable the « Walking Skeleton » of User Stories Business GAP : Visitor Registration Process Activity 1 : Enter Visitor Activity 2 : Profile Visitor Interest Activity 3 : Notify Related Units « «I » Customer Bonus [Registration] [Assignment] « I » « Customer I » Poll [Data Mgmt] [Processing] « I » Customer « I » Poll [Notification] Data to Review] Appli GAP : Visitor Registration Process Activity 1 : Enter Visitor - Create Bonus Assignment Appli Service Interface & Implementation Activity 2 : Profile Visitor Interest-Cr. Poll Process Appli Service Intf& Imp. Activity 3 : Notify Related Units -Cr. Poll to Review Appli Service Intf&Imp Information (Data) GAP : Visitor Registration Application & Techno Activity 1 : Enter Visitor - Create Bonus DB Table & link it to Visitor DB Tb Activity 2 : Profile Visitor Interest- Poll DB Table linked to Visitor Tb Activity 3 : Notify Related Units -Poll DB Table linked to Sales & Marketing DB Tb -Visitor Info. sent to Sales and Marketing « I » Visitor Bonus [DB Assignmt] « I » Visitor Poll [DB Assignmt] « I » Poll [DB Notification] Precise Consolidation of BCD Layer Gaps for elaborating the Consolidated Gap, Solution & Dependency Matrix Dependencies discovered for each layer will identify deliverables & work packages 3535 © Birol Berkem Goo. Biz 2015

Goo. Biz In Phase F : Coordinate Implementation Projects using Work Packages • In this third step, we consider the consolidated Road. Map to reach the Target Architecture. • Capability Increments for Transition Architectures will extend the existing business capabilities (starting by the Baseline Architecture) • Work Packages of Actions will implement these Increments by ‘coordinating’ Implementation Projects How the Consolidated Gaps & Dependencies Matrix may help for the Product Backlog ? 36 © Birol Berkem

Goo. Biz Phase F : ‘Coordinate’ the Implementation Projects using an End-to-End Traceability B. C. MODEL FRAGMENT «BUSINESS CAPABILITY ORCHESTRATOR » Implementation Projects will be coordinated in Phase G on the basis of business, IS and technology constraints imposed to the Architecture from phases B to E 37 © Birol Berkem Goo. Biz 2015

Goo. Biz Monitor Risks and Conformance of Implementation Projects Structuring the Capability Based SOA Backbone In this last step (Phase G), we focus on how to realize Constraints imposed to « Business Functions » by « Implementation Projects » Upon the Capability-Based SOA Backbone 38 © Birol Berkem Goo. Biz 2015

Goo. Biz Phase G Objectives • In Phase G we define architecture constraints on the implementation projects and ensure their conformance through the Architecture Contract This includes : – Governing the architecture through implementation by compliance reviews and by risk monitoring (cf. example of risks already defined by function – cf. Phases A & B) – Performing appropriate functions of the Architecture Governance for the solution – Structuring the « Product Backlog » on the basis of Business Functions to ‘automate’ from Phases B and C and the ‘Architecture Walking Skeleton’ consolidated in Phases E&F

Goo. Biz Reminder from Phase B : Capabilities were structured to mitigate risks and being easily adapted to changes… «BUSINESS CAPABILITY ORCHESTRATOR » Also seen that in Phase D : SOA Backbone has to be designed according to these functions, requirements and expected service levels 40 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz Structure the « Product Backlog » on the basis of Business Functions to ‘automate’ from Phases B&C EPICS USER STORIES (steps of Epic) Value FOR each User Story WHAT Activities and Values to deliver per interaction ? How to determine the ‘Walking Skeleton’ and tasks to realize for each user story ?

Goo. Biz In Phase D : We have already « outlined » a high-level view of the Architecture Backbone according to functions, requirements and expected service levels as part of ‘Capabilities’ to deliver « BUSINESS CAPABILITY ORCHESTRATOR » USE CASE (UC) Business Capability Component Service Point (User Story) Sub-Capability and Functions previously described «BUSINESS CAPABILITY ORCHESTRATOR » Service Point (User Story) «BUSINESS CAPABILITY ORCHESTRATOR » « B. C. O » © Birol Berkem 42

Goo. Biz TRANSITION ARCHITECTURES Architecture Definition Increments Table sets “target states” requested from implementation projects on the basis of Strategic Objectives TRANSITION ARCHITECTURE 1 TRANSITION ARCHITECTURE 2 PREPARATION PHASE INITIAL OPERATIONAL CAPABILITY “BENEFITS” Websale System {VISITOR REGISTRATION [MANAGED] ; CATALOG [REFINED] } [TURNING VISITORS INTO BUYER] PROJECTS Visitor Marketing Management Project Visitor. Registration [MANAGED] KPIs {Questionnaire to recustomize if Abandon Rate > 50 %} {Rate of Linked new Complementary Products > 10% per month ; Registrant Rate > 200 per week & Buyer Rate > 20 % of Registered Visitors} ; Unsubsciption Request Rate < 5 % per month; {Purchase Rate > 20 % of Recommended Products} TRANSITION ARCH ITECTURE 3 COMMENTS {TARGETED MAILING USING Constraints imposed to « Business PRODUCT TRACKING ; REPORTED MEASURES } realized Functions. SUCCESS » are to be Visitor. Registration Visitor. Mailing by the « Implementation [MANAGED] [TARGETED] KPIs : {Registrant Rate > 200 per week & KPIs {Rate of Browsed Projects » Registrant Buyer Rate > 20 % of Registered Visitors} Products > 60 % of Recommended Products} Visitor [Entry] : If abandon & abandon rate > 50% then send to Mktg. Suggested Products [to adapt] Questionnaire [Filling] : If abandon & abandon rate > 50% then Questionnaire [to review] Catalog Refinement Project Integration Project Visitor. Mailing [TARGETED] KPIs : {Unsubsciption Request Rate < 5 % each month} Catalog [REFINED] {Unprecisely linked products cleaned} - KPIs : {Rate of Linked Complementary Products > 10 % each month} Visitor [Turning into Buyer] KPIs : {Purchase Rate > 20 % of Recommended Products} Implementation Projects Constrained on the basis of Target States using the Archi. Mate ‘Project Viewpoint’ … Visitor [Turning into Buyer ] KPIs : { Purchase Rate > 60 % © Birol Berkem of Recommended Products} ©Goo. Biz. com Birol Berkem Paris, Goo. Biz. com Paris, 2015

‘Values’ have to be decomposed until being delivered to stakeholders Goo. Biz BUSINESS LAYER I_Entry FUNCTIONAL LAYER UI <<SRV-P>> « GOAL-DRIVEN « B. C. O» » SERVICE Visitor [Entry] Visitor [Registration] <<UC-Comp>> Visitor [Entry] <<REALIZE>> <<SRV-P>> Visitor [Notification] VISITOR [REGISTRATION] BUSINESS & DATA LAYER <<REALIZE>> <<ENTITY>> Visitor <<ENTITY>> Form <<ENTITY>> Question naire DATA SERVICES FUNCTIONAL LAYER 44 Example of choreography to specify values to deliver to stakeholders that interact with automated business functions… © Birol Berkem Goo. Biz. com Paris, 2015

In Phase G : Solution Components (SBBs) are plugged into the ABBs of the Architecture Skeleton to implement business functions Goo. Biz « BUSINESS CAPABILITY ORCHESTRATOR » Service/Request Point (UC Comp) Service/Request Point (SRV Comp) Business Capability Component «BUSINESS CAPABILITY ORCHESTRATOR » <<Trace>> SRV-Cmp UC-Cmp «Gd. S_Comp» Visitor_Registration: : Visitor_Entry «UC_Comp» Visitor_Registration: : Visitor_Entry complete_fields: boolean form_incomplete: boolean visitor_entered: boolean + enter_visitor() : void complete_fields() : void fill_form() : void {pre : form_found} thanks_for_entry() : void 45 - entry_processed: boolean entry_requested: boolean form_registered: boolean form_validated: boolean + - enter_visitor() : void process_entry() : void {pre: entry_requested} register_form() : void validate_form() : void - « B. C. O » 45

Goo. Biz TOGAF’s ADM Phases and Archi. Mate to Connect with Scrum In Phases G & H : Capability Driven SOA Backbone Components are Implemented to realize expected functions and Changes are Managed In Phases Prelim. & A : Capabilities are assessed on the basis of Goals, Principles, Requirements, … In Phase B : Capabilities are first structured depending on the risks and requirement basis In Phases E & F : Implementation Projects are planned to realize Capabilities In Phase B, C, D : Impact Analysis of new Capabilities is performed across Architecture Layers In Phase E : The Roadmap and capabilities are consolidated to drive Epics & User Stories 47 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz Summary • The alignment of organizations with the changing needs of their customers and environment requires: – Architecting business and IT resources of the extended enterprise to ensure a value-driven solution to these needs and capitalize on these capabilities in face of changes, – Communicating key requirements, principles and models of the future state of the enterprise (vision, goals, strategies, …) until the IT level to ensure a coherent evolution, • The "Goal & Value-Driven EA Development" process using TOGAF : – ensures alignment of IT with changing strategies, – supports the overall "organizational agility and sustainability" of the evolving enterprise • Archi. Mate supports such an alignment process by precisely consolidating Business, IS and Technology Architecture Capabilities to increase business agility in coherence… 48 © Birol Berkem Goo. Biz. com Paris, 2015

Goo. Biz Some Complementary Training & Mentoring Modules about Business& IT Alignment using Standards… Goo. Biz. com