JITA Just In Time Architecture A Bushido Approach
JITA - Just In Time Architecture A Bushido Approach EQE Team June 2018
What We Are Going To Do Today, See Another PPT? This is NOT a Power Point Presentation ( ), it is a training reference booklet that I hope you will kept and review regularly. Like any Martial Art, doing it once is useless, as Bruce Lee said: “Do not fear the one that does a thousand punches once, fear the one that has done punch a thousand times…. “ So for today, I will ask you to: “Be Water, my friend” So let’s talk about it: • Architecture what is it? • How do we see it at Wells Fargo? • Laws and pillars • Examples and exercises • Having some fun 2 Information Classification: Confidential Wells Fargo 2018
Architecture Bushido? Proper architecture is like water: • always evolving • adapting and ever changing • knowledgeable about the past • understanding of the present needs • foreseeing future potential By nature, an architect must know a lot, but must also learn and adapt even more as they get into the process. Similar to any traditional Martial Art, an architect must train for years (following Shu. Ha. Ri principals). The goal of any dedicated Martial Artist is the shortest execution between two points for the most efficient defense/kill, and it should be likewise for an architect. Let’s listen why Architecture is Karate: https: //www. youtube. com/watch? v=jo. Nk. Sc. Vr. Bh. M 3 Information Classification: Confidential Wells Fargo 2018
The Architect Bushido Way: Shu. Ha. Ri In any traditional Martial Art, a master is not born, but trained, following the Shu. Ha. Ri path, not unlike the journey of an architect: Shu: In this beginning stage the student follows the teachings of one master precisely, concentrating on how to do the task, without worrying too much about the underlying theory. If there are multiple variations on how to do the task, the student concentrates on just the one way that the master teaches. Ha: At this point students begin to branch out. With the basic practices working, they now start to learn the underlying principles and theory behind the technique. They also start learning from other masters and integrate that learning into their practice. Ri: Now the students are no longer learning from other people, but from their own practice. They create their own approaches and adapt what they have learned to their own particular circumstances. As an architect, you must have been a developer, a tester, a DBA, a support FTE, and touched Audit and Risk as well as having been an HW manager at some point in your career. 4 Information Classification: Confidential Wells Fargo 2018
What is Architecture all about, really? Solution and Enterprise Architecture have evolved over the years and is necessary to enforce Connection, Cohesion and Changeability to focus on what to do and how to position architecture in the organization. JITA (Just In Time Architecture) has two main goals: • Value creation / orientation (Value vs. Waste) • Operational excellence / optimization of work processes (Shorten Lead Time) These drive overall Waste reduction and optimization of Speed to Market, and the elimination of: • Muda - that which is non-value adding or unproductive • Mura - that increase inconsistency and ineffective communication 5 Information Classification: Confidential Wells Fargo 2018
What is an Architect, Really? The days of the ivory tower architects are dead, may they rest in peace, as are the days of full ahead-of-time architecture. Architects are a very special kind of people that are fundamentally: • Jacks of all trades Purpose • Love to speak and share • Are excellent listeners • Teachers at heart Today an Architect must exemplify three driving factors in all work and projects: Autonomy Mastery Successful Architect embrace three Cs: Connection, Cohesion, and Changeability 6 Information Classification: Confidential Wells Fargo 2018
The Three Cs: Connection, Cohesion and Changeability Architecture is just a means that must add visible value. To do that, the EA and SA must at (their own level) focus on: • Connection to the organizational goals: o Business goals o Projects goals o In summary, Architects do have a role and responsibility to understand the business aims and ambitions and articulate it to all teams’ members • Cohesion to reduce cost and enhance speed of delivery must be achieved: o By choosing from a limited number of solutions (reference architectures) to keep the complexity contained o By organizing the systems in a way that promotes sensible partitioning of functions and responsibilities, such that, simplicity and flexibility are increased • Changeability - the ability to adapt to rapid changes in business goals and the environments: o By understanding and even forecasting changes, focusing on Changeability to reduce overall cost and increase long term viability 7 Information Classification: Confidential Wells Fargo 2018
EA High Level View of future state at Wells Fargo Enterprise Architecture is present to focus on the foundational patterns and best practices to be capitalized by the Solution Architects. Tech Fellows, who complement the EA groups, are aligned to the Domain as defined below and are responsible for: • Definition of the Best Practices for his/her domain • Definition of Main tools / services in supporting the domain • Guidance and attendance at each ARB where their service is touched or impacted • Capitalizing on System Thinking principals • Implementation of JITA 8 Information Classification: Confidential Wells Fargo 2018
Never But Always … Never Always • Assume • Challenge yourself • Be 100% sure (just 99%) • Measure yourself (and do not swing it) • Complicate things • Use unexplained acronyms • Keep a question to yourself • Stay still (water dies if still) • Learn more and be curious • Remember Pareto principle (80/20) • Prioritize yourself first Learn from recognized, proven patterns and create your own. Look Internally and Externally: • DP, DEP codes • Clean architecture NB: Please look here if link issue https: //8 thlight. com/blog/uncle-bob/2012/08/13/the-clean-architecture. html 9 Information Classification: Confidential Wells Fargo 2018
Thinking Toward a “Share Mental Model” 10 Information Classification: Confidential Wells Fargo 2018
Ready to make money? Who wants it? 11 Information Classification: Confidential Wells Fargo 2018
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How do we do it at Wells Fargo? First, we agreed on the Laws to follow, then the Principals of their implementation. Second, we “just do it” enforcing the Lean philosophy. The 11 Senje’s Laws of System Thinking: 1. Today’s problem come from yesterday’s solutions 2. The harder you push, the harder the system pushes back 3. Behavior grows better before it grows worse 4. The easy way out usually leads back in 5. The cure can be worse than the disease 6. Faster is slower 7. Cause and effect are not always closely related in time and space 8. Small changes can produce big results – but the areas of highest leverage are often the least obvious 9. You can have your cake and eat it too – but not all at once 10. Dividing an elephant in half doesn’t produce two elephants 11. There is no blame Exercise: FLOW at Wells Fargo 13 Information Classification: Confidential Wells Fargo 2018
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The 11 Pillars of Just In Time Architecture The principal of Lean / Just In Time Architecture allows all solution architects to provide maximum value to all project teams, reducing time to market to the minimum, while reducing risks and waste: 1. Always involved 2. Travel light 3. Think Big, Act Small 4. All Hands on Deck early on 5. Just in time, just enough 6. Iterative Architecture Development 7. Architecture Initiated by Business Goals 8. Focus on the Value Stream 9. Comprehensible over comprehensiveness 10. Architecture emerging from Projects 11. Freedom where possible, standardize where needed 15 Information Classification: Confidential Wells Fargo 2018
Always Involved Always involved means that architects are involved during the entire lifecycle of a project, from the initial inception of ideas up until (and including) when the deliverables of a project are in production. • The architects feel responsible for the business goals and are committed to deliver value to ensure that the goals are reached • Architects support multiple projects and constantly create alignment between stakeholders of all projects and take lessons learned in projects into account, ensuring that others can learn from those lessons What must happen: Both from the business and project sides, architects are fed with priorities and they can now make a balanced decision, from Business Architecture to Enterprise Architecture Architects must speak face to face with team members a much as possible ( Audio call) NB: If problem with link, please use: https: //youtu. be/DYu_b. Gb. Zii. Q 16 Information Classification: Confidential Wells Fargo 2018
Travel Light The principal is self explanatory: ‘Travel light’ should be taken literally; how much do architects have to carry around, running from stakeholder to stakeholder? How much material do they need to explain the business needs to the development team? What do they need, in order to explain the vision of the product to the business, to involve operations early, etc…? • Reduce the architecture of your IT systems to its core essence. • Summarize the vision of the product into a few lines and some simple diagrams. • Discuss these with the stakeholders, listen carefully to their feedback, and ensure that the architecture vision and diagrams of the IT systems are understandable by the business, operations, and project teams Think quality, not quantity, and reusable / federated minimum valuable documentation ONE Confluence page per project for high level, details as needed in children page that ALL participants can understand It includes you; if you are a weight to the project, then change or find something else to do (Office Space) NB: if problem with link use https: //youtu. be/n. V 7 u 1 VBh. WCE 17 Information Classification: Confidential Wells Fargo 2018
Think Big, Act Small One of the main goals of an architect is to develop a vision of a system. • It is not the same as a design • It is the general direction and boundaries for a system. A design is a detailed description of the technical solution. The architectural vision encompasses more: from covering strategic directions to matching business criteria. • During implementation, the architect should coach teams in order to guide development. The architectural vision provides guidance for the general (technical) direction of the (sub-)projects • The architect should choose the general architectural style of the system, and/or a set of general, high-level patterns. The implementation teams are then free to choose whatever design they see fit, within this general style Applying the “think big, act small” principle, it is better to introduce smaller subprojects and give users time to gradually get used to the new production system Be flexible and adapt (see the Zax) NB: if link problem, please use https: //youtu. be/d. Zm. Zz. Gx. Gp. Ss 18 Information Classification: Confidential Wells Fargo 2018
All Hands On Deck Early On The essence of this principle is that all stakeholders of a project are involved at the start of the project. The architect role is crucial: • • Use facilitation and social skills to keep the process progressing Be willing to challenge any points to increase the realm of brainstorming Prevent chaos from taking over and record progress Drive proper summary, document collectively taken decisions Architect must be knowledgeable in all aspects of the projects (business, human factor, technical, and environmental, as well as cost and all aspect of testing and cost that will impact project DLC) An architect must be invited in the ideation and inception process as well as all subsequent steps of DLC That assumes you know your stakeholders PERSONALLY 19 Information Classification: Confidential Wells Fargo 2018
Just in Time, Just Enough "Just in time, just enough" to be able to speak with all stakeholders and decide what the next small steps must be. • Decisions are made only when there is enough knowledge available to grasp the essence of an issue • If not enough knowledge is available, then making the decision at another moment is a wiser choice most of the time • Large scale project documentation creates waste and should be sunset in favor of ongoing discussion, decision-making, and right level documentation Architects must be able to define foundational decisions first (based on EA patterns) and evolve the project vision working within the DLC. Architects must be part of the DLC and participate as an equal with development teams (and / or be part of it) Make sure you are as brief and precise as possible and ALWAYS challenge yourself (Why do I need to say that? What is the value? ) 20 Information Classification: Confidential Wells Fargo 2018
Iterative Architecture Development Architects must focus on: • Defining and executing usable sub results (i. e. , add value for the business) by introducing iterations (Iteration is a process phase that, when finished, delivers a finished artifact) • Applying a Deming Cycle approach: Plan, Do, Check, Act (or a variation of it: Speculate, Collaborate, Learn) • Defining components or subparts that should be able to change over a number of iterations • Always keeping the big picture in view (Think Big, Act Small) In line with any Agile / Lean principals, things are never finished and like a punch can always be made better; the trick is to be just good enough and willing to go back by small increment at it. Be like Jiro (Dream of Jiro) GAME : Marshmallow (https: //www. youtube. com/watch? v=H 0_y. KBit. O 8 M) NB: In case of link problem for Jiro, please use https: //youtu. be/R 2 L 5 Irk. QTV 0 21 Information Classification: Confidential Wells Fargo 2018
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Architecture Initiated by Business Goals Architects must remember that technology works for the business, and thus it is essential to: • Understand what the business is aiming for and more importantly, why they are aiming for that • Capture Vision / and its high level implementation in a limited set a slides that can be discussed with and (very critically) understood by the business. If you cannot explain to the business why you're making certain decisions, then there's more work to do One efficient way is to think first in terms of Business Domains, not Technical Domains, and then execute the “bridging” which means: Architects have a seat at the business project definition table Architects must educate and gain trust in business community Architects are NOT BILLABLE to the project, but rather to the corporation 23 Information Classification: Confidential Wells Fargo 2018
Focus on the Value Stream Whatever does not bring real value should be eliminated: • Start with your activities today: what have you done to add value to the value stream of your business, and which of your activities can be considered wasteful? • Find blockers and slow downs by using Queuing theories (System Thinking) • As the architect, always challenge the easy way in or out by applying proper leadership, and create trust with all stakeholder (use the 5 why techniques) • Understand all NFRs including Audit and Risk Management corporate needs (ILM, SOX, Reporting …) Know all your partners across all divisions Understand the DLC and all necessary artifacts while always looking for way to reduce waste and increase Speed to Market 24 Information Classification: Confidential Wells Fargo 2018
Comprehensible over Comprehensiveness Documentation is important in architecture but you must remember that: • The prime objective of writing documentation is clear communication • Communication is about delivering a message to an audience • Any architectural document should provide just enough content to "get the job done" and nothing more. The hard part is determining what is good enough. Remember quality over quantity and simplicity over anything else Use your common sense to decide what is “good enough”, not based on what you think, but on feedback from stakeholders Documentation is never static and must be updated as knowledge progress There is no one-size-fits-all, so be ready to adapt 25 Information Classification: Confidential Wells Fargo 2018
Architecture Emerging from Projects Architecture in ivory towers is dead as it has/must evolve, and to evolve it needs feedback. • A constant feedback loop from the project and corporate groups is key to success • Each new lesson / feedback might trigger adjustment of earlier decisions and guidelines, or refinement of the architecture vision • Not every lesson learned is related to an earlier architectural decision, guideline, or vision and these lessons also have to be fed back to the rest of the organization. Architects must facilitate this spreading of the knowledge (mentor / teacher role) Architects must internally meet on a regular basis to share lessons learned and possible new best patterns and practices Architects can not have a one-size-fits-all mental models CI applies as much to code as it is to architecture (Architecture is meta-code). Always improve as explained by Dr Russ Ackoff NB: If link does not work: https: //youtu. be/Oq. Ee. IG 8 a. PPk 26 Information Classification: Confidential Wells Fargo 2018
Freedom where possible, standardize where needed Water is free to go as it pleases BUT usually follows the best proven path. Similarly Architectural Standards should: • Have a clear connection with the business goals • Result from best practices and experiences during projects • Be only concerned with reducing complexity • Be reviewed on a regular bases to avoid becoming obsolete • Consider all aspects (not only technical but also cost, supportability, and Audit/Risk) • Leave room for innovative ideas • Be accompanied by the argumentation behind the standard in a clear and as easy as possible manner. Standards evolve and architects must regularly challenge themselves on the current validity of the standard Architects must be familiar with standards and be willing to adapt them for a specific project without losing the vision behind the standard 27 Information Classification: Confidential Wells Fargo 2018
Quoting the masters moving forward Bruce Lee “Knowing is not enough; we must apply. Willing is not enough; we must do. “ Mark Twain “I never let schooling get in the way of my education. ” Henry Ford “If you think you can, or you think you can’t, you are right. ” Aristotle “You are what you repeatedly do. ” Bruce Lee “The successful warrior is the average man, just with laser-like focus. ” 28 Information Classification: Confidential Wells Fargo 2018
Next Steps 1. Define your success plan 2. Define your priorities 3. Be prepared to become the trainer, so exercise and come back in weekly brown bag meetings with questions and success stories 4. Participate in Architecture community 29 Information Classification: Confidential Wells Fargo 2018
External References (Thanks to Ahmad Fahmy) On-Line References • • • 30 Unfreezing an organization (Link) How to form teams at scale (Link) The taxonomy of A-Holes (Link) Running an impact mapping session (Link) Kanban (Video) Lean (Site) Systems Thinking (Site) Theory of constraints (Video) ATDD & Spec By Example (Video) Continuous Delivery (Video) Scrum (Guide) Information Classification: Confidential Books • The Five Dysfunctions of a Team (Amazon)(video) • The Phoenix Project (Amazon) • The Fifth Discipline (Amazon) • Specification by Example (Amazon)(Video) • The Art of Learning (Amazon) • Extreme Programming (Amazon) • Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management (Amazon)(Video) • Leading Teams (Amazon)(Video) • Scaling Lean & Agile Development (Amazon) • Lean Startup (Amazon)(Video) Wells Fargo 2018
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