EA @ ING - Solvay Business School v2.0
-
Upload
alain-garsoux -
Category
Documents
-
view
256 -
download
2
Transcript of EA @ ING - Solvay Business School v2.0
EA @ INGA continuous evolution
Alain Heremans & Alain Garsoux
Solvay Brussels School
Brussels • 15 March 2016
222
Setting the agenda with a quiz
• A colour
• A profession
• A methodology
• A hall of fame
This session will be about …
3
• ING as Playground (the « WHY »)
• ING Architecture Community (the « WHO » & « WHAT »)
• BecomING #Agile (the « HOW »)
• WinnING Awards (… the « FUN »)
Alain HeremansValue Chain Architect
for Marketing and MDMMy work @ ING
EA @ ING, a continuous evolution
Alain GarsouxValue Chain Architect
for IT Services
44
ING as Playground
• ING Strategy
• Scope of architecture
by Alain Heremans
ING, the growing bank that is with you all day long.ING, rewarded several times by the banking market
5
ING Belgium occupies a relevant place in ING Group
Clients
Employees
~ 2.500.000
~ 34.000.000
~ 8.000
~ 52.000
6
7 Presentation Keep Moving Forward (28 octobre 2015)
ING has a global strategy, called Think Forward, being further deployed since 2014
8
Looking for architecture ?
9
Ralph Hamers, CEO ING Group
Business ambitions explicitly articulated using architecture terms
10
Could you make it without architects ?
Simplify & streamlineAnytime & AnywhereAnalytics skillsInnovationNew services & business modelsOperational ExcellenceCommon APIData LakeModularityCloud computing
11
Doing architecture is not done (only) for fun. It addresses expressed needs and ambitions set by the enterprise
Transformationor Acquisition
Cost-savings
ProcessEfficiency
New product& service
Enabling new technology
InnovationDOING ARCHITECTURE ?
WHAT FOR ?Size your architecture
to your ambition and maturity !
12
We can rely on a strong culture, driven by…
With …
ING as essential as air, composed of Oxygen and Nitrogen, being vital and everywhere
ING as essential as Germanium and Silicium, being used in all innovations in the digital era
ING as invasive as Radium, influencing and participating into your transformation
ThinkForward,
Think …
13
We can rely on a strong culture, driven by…
1414
ING Architecture Community
• Needed architect roles
• Needed organization
• Architects as partners
by Alain Heremans
Architecture is about developing, using, communicating about models, structuringand transforming chaos into order for taking correct decision
16
EA is developing views about ING, to support strategy articulation, increase maturity change portfolio process, advise decision taking & guide solution seletion
17
Evolution of architect roles is a long journey … that never ends
Architecture Maturity
18
STEP 1 Supporting the RUN
Ad hoc questions and support
Step 1: SUPPORTING THE RUN
2005 - 2010
+ DOMAIN ARCHITECT+ AREA ENTERPRISE ARCHITECT+ BASELINE ARCHITECTURE
19
STEP 2 Enabling the CHANGE
standard solution architecture process
2011 - 2012
+ SOLUTION ARCHITECT+ SOLUTION ARCHITECTURE & REVIEW BOARD+ PROCESSES, KNOWLEDGE & COMMUNITY
Step 2: ENABLING THE CHANGE
20
STEP 3 Planning the CHANGE
standard portfolio process
2013 - 2014
+ VALUE CHAIN ARCHITECT+ VALUE CHAIN & BANK ROADMAP+ VALUE CHAIN & BANK PROJECT PORTFOLIO
Step 3: PLANNING THE CHANGE
21
STEP 4 Guiding the CHANGE
Fully Modelled Enterprise
Step 4: GUIDING THE CHANGE
2015
+ INVESTMENT ROADMAP & ARCHITECTURE RUNWAYS+ INVOLVEMENT IN STRATEGY DECISIONS+ AGILE PROCESSES: FEATURE ARCHITECT
22
STEP 5 Leveraging to GROUP
Group collaboration and focus
2015 - 2016
+ SHARED INVESTMENTS+ GROUP PORTFOLIO+ GROUP DOMAIN & SOLUTION ARCHITECTURES
Step 5: LEVERAGING TO ING GROUP LEVEL
23
ALL STEPSModelling the whole bank
Extending the scope to the whole enterprise
2009 - 2016
+ INFRASTRUCTURE ARCHITECT+ BUSINESS ARCHITECT+ CHIEF ARCHITECT
AND ALL THE OTHER ARCHITECT ROLES
EA Maturity increases as scope of the system being architected extends. Real measure is not EA thinking in models but the stakeholders using them implicitly
SUPPORTING
THE RUNENABLING
THE CHANGE
PLANNING
THE CHANGEGUIDING
THE CHANGE
LEVERAGING
AT GROUP
Pure IT Value Pure Business Value
« Revolution »moments
2015 - 20162011 - 20142005 - 2010
25
EA is uniquely placed to see the long ranging implications of decisions.EA is only effective if it is present close to the processes it supports
Dilbert about Strategic Planning …
Wally,the lazy « Architect »
Dilbert,the « Development Engineer »
All needed skills within one individual is (almost) not possible. Solution is to have all the skills present in EA team
28
« Enterprise Architects will become storytellers »
By 2020
The physical organization of architecture practice follows the priorities set by the enterprise and gets optimized through centralization or distribution
• Setting up common processes & roles
• Building an architecture community
• Ensuring bank-wide alignment through hierarchical independency
• Easing application development
• Ensuring respect of policies & standards
Central
Architecture
Community
Distributed
Architecture
Community
Enterprise
Architecture
Community
CENTRAL
vs.
DISTRIBUTED
29
30
2016
Enabling global
roadmap
portfolio mgmt
Central
Architecture
Community
Distributed
Architecture
Community
Domain Architect
Infrastructure Architect
Business Architect
(Area) Enterprise Architect
Solution Architect
Value Chain Enterprise Architect
Solution Architect
Domain Architect
Infrastructure Architect
Business
Architect
Feature
Architect
Group EA
2015201420132012201120102009
Defining roles
& deliverables
Building
central
knowledge &
community
Easing supply
and architecture
processes
Focusing on VC
portfolio and
roadmap
Enabling bank
roadmap
portfolio mgmt
Bank investment
approach and agile
implementation
Supporting
local domain
Domain Architect
4
4
7
47
17
79
20%
80%
Enterprise
Architecture
Community
The organization of EA team evolves, as architecture challenges emerges, driven by ING strategy. Size your architecture to your ambition and maturity !
31
EA follows the speed of the organization. It should always be ahead, but not too much
3232
BecomING #Agile
• Architect role & Agile
• Agile processes
• Agile deliverables
by Alain Garsoux
EA reference framework evolves from home made to market standards.
TIME2009 2016 & more2012
33
The qualitydelivered by
our projects is not goodenough
34
SAFe to answer shared observations and to deliver a new organisation*.
… without being close for transformation
Our change processes are heavy with substantial
overhaead.
We are too expensive
Our Time to market is too long
Our decision taking takes toomuch time
We do not act enough as 1 team for our customers.
Market & customer behaviorchanges and it requires fast
resonse
The qualitydelivered by
our projects is not goodenough
Shorter change cycle
Cost Efficency
Increase value delivery
Reduce time to market
Empowered team
Customer feedback
Improved reliabiity
*…Without closing the organization for renovation.
Dilbert getting Agile …
The stupid « Boss »Wally Dilbert
36
Portfolio
Program
Team
•
•
Main focus areas of architects on this E2E delivery model
37
Enterprise Architects
During Set-up After Set-up
Portfolio
Program
Team
•
•
EA
Feature Architects(e.g. Solution Architect & Domain architect)
Portfolio
Program
Team
Key Concepts for Architecture Discussion
38
Investment Theme
Epic Epic
Feature Feature
Release Train
DevOps
High Level Feature HLF HLF HLF
PBB
DevOps
PBB
DevOps
PBB
Investment Theme
Epic Epic
HLF HLF HLF HLF
Feature Feature
Release Train
DevOps
PBB
DevOps
PBB
DevOps
PBB
Feature Feature
Release Train
DevOps
PBB
DevOps
PBB
DevOps
PBB
Demand
Supply
PBB: Physical Building Block
• A Release Train should satisfy the following criteria:
• Deliver business value
• Support strategic objectives
• Use optimally the capacity of all DevOps
teams in the train
• Be as independent as possible
• Portfolio wide analysis of the usage of assets vs change initiatives
• Clustering identifies candidates for Release
Train
• EA provides reference models for
structuring assets and change
39
Contribution of EA in construction of Release Trains
PBB 1 PBB2 PBB 3 PBB 4
Ch
an
ge
act
ivit
y c
lust
eri
ng
Asset Clustering
RT1
RT2
RT3
Project 1
Project 2
Project 3
Project 4
Project 5
Portfolio
IT Integrator: coordinates, with Program Manager and E2E Test Manager the E2E
delivery of Features in the Feature Backlog.
40
Feature Management Team
Feature Owner: business representative, defines and prioritizes the Feature backlog of the
Release Train.
Feature Architect: creates feature architecture, validates feature development, maintains
building block roadmap and baseline documentation, handles exceptions and waivers,
participates in epic architecture
E2E Test Manager: manages and
drives the E2E Tests
Blueprint Expert: domain expert
with knowledge of business and IT ,
translates between demand & supplyDevOps DevOps DevOps
Release Train
Feature Management
Team
Re
lea
se T
rain
leve
lT
ea
m le
vel
FeatureBacklog
Program
The Feature Architect acts on multiple fronts
• Develop the Feature architecture for the
upcoming PSI
• Attend PSI planning meeting where
architectural issues of upcoming PSI are
addressed
• Attend Scrum Ceremonies of DevOps team to
provide architecture support of current PSI
• Attend the Scrum of Scrum to ensure solution
consistency
• Attend the System Demo
• Attend the Retrospective where solution is
validated by the stakeholders
• Manage Waivers and Escalations
• Update architecture baseline of previous PSI
41
The challenging role of the Feature Architect
PSI
12 weeks
PSI = Potentially Shippable Increment
Feature Development
PSIPSIPSI
Feature Architecture
Update Baseline
SupportExecution
Definition of Ready
Definition of Done
Program
The Feature Architect faces multiple hurdles
• The Agile engineering style is bottom-up,
architect thinks top-down
• DevOps team feels mandated to take
autonomous decisions
• Natural inclination of architect for
completeness and detail
• Feature owner has business focus:
non functional requirements
• MBTI profile for architects is often INTP
(Introvert, iNtuitive, Thinking, Perceiving)
42
The challenging role of the Feature Architect
INTP (Myers-Briggs personality type)
INTPs are marked by a quiet, stoic, modest, and
aloof exterior that masks strong creativity and
enthusiasm for novel possibilities. Their
weaknesses include poor organization,
insensitivity to social niceties, and a tendency to
get lost in abstractions. Keirsey referred to INTPs
as Architects, one of the four types belonging to
the temperament he called the Rationals.
INTPs are relatively rare, accounting for
1–5% of the U.S. population
https://en.wikipedia.org/wiki/INTP
• Google searching
• Finding errors in someone’stheory
• Taking to someone who canactually keep up with a decent conversation
• Research about everything
• Start a shitload of projects thatwill never be done.
43
INTP in action means:
• Not do the work that is supposedto be doing.
• Solve problems and leave themhalfway done because they’re notinteresting anymore
• Just think without beinginterrupted.
• Hard skills remain the same
• Development of soft skills
• Architects do not work in isolation,
should be (physically) with DevOps
• Cadence also applies to architecture:
time boxing
• Change management !
44
Effective functioning in Agile@scale context requires maturity jump for most architects
Large number of Agile teams: need for structuring mechanism
• Choice for Asset based DevOps teams
• Physical Assets can be unambiguously
identified
• Knowledge related to asset at 1 place
• Dev + Ops in 1 team
• Non overlapping
• Physical Building Block = set of Physical Assets that are managed together and evolve as a whole.
• List of PBBs managed by EA to insure
alignment with architecture roadmap
45
Minimize Team interdependencies through asset based approach
DevOpsDevOps
DevOps
DevOps
DevOps
DevOps
DevOps
DevOps
DevOps
DevOps
Physical Building Block Library
PB
B
PB
B
PB
B
PB
B
PB
B
PB
B
PB
B
PB
B
PB
B
PB
B
PB
B
Team
• Empowered, self organizing teams
• Valuable, fully-tested software
• Continuous incremental delivery
• Short business feedback cycle
• Clear Team scoping
46
Team level @ ING BE is a self organized team.(No architecture role) Team
• DevOps teams: 7 - 8 people
• Multi-skilled, T-profile, self-organising
• Able to analyse, define, estimate, implement, test and deploy as far as Production (DTAP)
• Use the Scrum framework
• Aim to provide a continuous improvement ecosystem in which the DevOps teams can thrive
Realizing business value often requires multiple Release Trains to contribute.
• For each High Level Feature, one of the Release Trains is assigned is leading
• Proposal of lead is done by EA
47
Addressing dependencies - Release Train in the lead
Release Train in the lead
Contributing Release Train
Contributing Release Train
Feature Management
Team
IT IntegratorFeature ArchitectE2E Test Manager
Epic & HLF Backlog
Demand Supply
SAFe definition:A system that has architectural runway contains existing or planned infrastructure sufficient to allow incorporation of current and anticipated requirements without excessive refactoring.
48
Making sure the trains never stops: Architecture Runways
Some preparation work… for later use.
Make explicit the (High Level) Features that are part of the Architecture Runways
• Under budget pressure, foundational features are more likely to be descopedbecause they do not generate immediate business value
49
Making sure the delivery never stops: Architecture Runways
Feature
Feature
Feature R
Feature
Feature
Feature R
Architecture Runway features
Conclusion : reshaping IT guided by EA
Starting principle: organise IT and the software delivery around a cluster of
application assets, with a stable and fixed supply capacity (DevOps-teams).
Application assets and the clustering in Physical Building Blocks are architectural
concepts, so …. EA’s know how is a key asset to structure the agile IT
organisation.
Level Reshape IT EA Guidance
At team-level Composition of DevOps-teams Architecture concept of Physical Building Block
At program-level Composition of the “Release Trains”, as a group of collaborating DevOps-teams
Release Trains delivering features with business value
At portfolio-level Definition of Epics and (High-level) features
At organisational level
Composition of the full IT organisation in collaboration with bank and IT portfolio management
Mapping budgets to Physical Building Blocks and Release Trains
50
5151
WinnING Awards
• Transformation in 2013
• Agile in 2015
by Alain Garsoux
iCMG is a leading full service Enterprise & IT Architecture Firm, which organizes annually a worldwide best architecture contest in several categories
In the last six years, iCMG Global Architecture Excellence Award Competition, driven by independent jury has become a global benchmark of excellence as the leading companies from USA, Europe, Asia, Middle East, Africa, South America have participated in this competition.
The idea is to honor architects & enterprises whose work demonstrates a combination of talent, vision & workmanship, which are creating successful and enduring systems & enterprises.
A key mission of Enterprise Architecture is to reveal the hidden landscapes of complex organizations so that decisions are made within a visible enterprise context. If you pay the price for good architecture up front, you'll always come out ahead!
Tom Mowbray
52
The “ING 2013-2015 Transformation” case was about defining the investment roadmap for the years to come to enable new ING strategy
An Enterprise Architecture approach with a set of reference models was used to define the investment roadmap for the years to come
• deliver a comprehensive enterprise wide roadmap,
• enable ING Belgium to plan and execute the transformation needed to realize ING’s One Bank Vision 2015 to be ‘the’ direct universal bank in the Belgian market: “Direct when possible, Advice when needed”.
2013-20152010
A major strategic planning exercise at ING Belgium during 2010, with a 2013-2015 time horizon, called “ING 2013-2015”.
GOAL
SCOPE• Enterprise wide impact and supported by a
sound and elaborated enterprise architectural approach.
53
The “Agile Architecting” case was about enabling and guiding the reshaping of IT into a new agile organisation
The reshaping of IT was guided by EA models and clear approach linked with a bank value roadmap and architecture impact methodology
• enable ING Belgium to plan and execute the transformation needed to reduce IT change and run costs, build and deliver faster, and cope with fast customer behavior and market changes.
A major transformation of IT took place in 2014 –2015 by adopting agile delivery processes and using SAFe as standard.
GOAL
SCOPE • IT wide impact and supported by a sound and elaborated enterprise architectural approach.
• Business transformation also facilited.
54
Rudy WOUTERSChief ArchitectING Belgium
What should youremember ?
5656by Alain Garsoux
A few architecture takeaways …
• Size your EA department to embrace your strategy.
• Specialize EA in architecture roles and skills to
cover end-to-end and domain challenges.
• Use market standards to define and position EA activities in your
company.
• Describe your EA processes to make them repeatable and have them fully
embedded in the existing company process.
• iCMG contest and external (re-)presentations, like today, are facilitating the
EA recognition within your company.57
Alain Garsoux, [email protected] Heremans, [email protected]