Architects: Anchors or Accelerators to Organizational Agility?

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Hannah Hines
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1 Architects: Anchors or Accelerators to Organizational Agility? Jim Highsmith 1

2 SketchBook Pro Everything evolves Two week iterations, Fixed deadline Envision-Evolve, Not Plan-Do Release 2.0 Adaptability Product People Process Architecture 2 (Images courtesy of Alias)

3 Our Journey The Agile Triangle Business Strategy Theme What is Agility? Architects of Time 3

4 Architects can be customers of the Future. Rebecca Parsons, ThoughtWorks 4

5 What is agility and should your organization have more of it? Are architecture and agile development compatible? How can architects accelerate agility in organizations? The Agile Architect 5

6 What is agility and should your organization have more of it? 6

7 There is no more Normal Without exception, all of my biggest mistakes occurred because I moved too slowly. --John Chambers, Cisco CEO, 300 start-ups persisting with the initial business plan was the best single predictor of failure. 7

8 Turbulence Opportunity Exploit the change: proactive agility Danger Survive the change: reactive agility 8

9 Business Strategy Responsiveness over Efficiency Turbulence how much, what kind, what areas? Business units & functional areas? Agility roadmap (including IT) Companies don t pass through life cycles, opportunities do. 9

10 Measuring Success in a Dynamic World Conform to Plan Be Flexible 10

Beyond Scope, Schedule, and Cost The Traditional Iron Triangle Scope The Agile Triangle Value (Releasable Product) Cost Schedule Quality (Reliable, Adaptable Product) Constraints

11 Beyond Scope, Schedule, and Cost The Traditional Iron Triangle Scope The Agile Triangle Value (Releasable Product) Cost Schedule Quality (Reliable, Adaptable Product) Constraints (Scope, schedule, cost) A traditional project manager focuses on following the plan with minimal changes, whereas an agile leader focuses on adapting successfully to inevitable changes. 11

12 Architecture: It s the hard stuff. Martin Fowler Deliver Today Adapt Tomorrow 12

13 Are architecture and agile development compatible? 13

14 Being Agile versus Doing Agile 14

15 There is a difference between half-assed and half-done. 15

16 Agility is the ability to balance flexibility and structure Agility is the ability to create and respond to change. 16

17 Being Agile Values Delivering Value over Meeting Constraints (Value over Constraints) Adapting to Change over Conforming to plans (Adapting over Conforming) Conform Adapt Leading the Team over Managing Tasks (Team over Tasks) Project Leader Tester Product Manager Developer Architect Product Specialist Business Expert UI Designer 17

18 Simple, clear purpose and principles give rise to complex, intelligent behavior. Complex rules and regulations give rise to simple, stupid behavior. 18

Incrementally Collaborate Strive for Technical

19 Doing Agile Practices Management Agility Focus on Customer Value Deliver Chunks of Functionality Incrementally Collaborate Strive for Technical Excellence Reflect and Learn Continuously Technical Agility 19

20 Core Agile Cycles Envision Cycle Explore Cycle Product Vision Iteration Plan Project Scope & Boundaries Review and Adapt Develop Release Plan Project Leader Tester Product Manager Developer Architect Product Specialist Business Expert UI Designer 20

21 Planning Time Horizons Exec Strategy Portfolio many years years Portfolio Map PM AR Product Release many months 2-9 mon Vision & Roadmap Release Plan Dev Team Iteration Daily 2-4 wk Iteration Plan Slide courtesy Luke Hohmann 21

22 Extreme Agile Iteration 1 Iteration 2 Iteration 3 Analysis Analysis Arch Arch Design Design Testing Testing Coding Coding Arch Arch Analysis Analysis Design Design Testing Testing Coding Coding Arch Arch Analysis Analysis Design Design Testing Testing Coding Coding Story 1 Ability to Verify the 3 Story 2 Ability to 8 Story 3 Ability 5 22

23 Typical Agile Iteration 0 Iteration 1 Iteration 2 Product Product Backlog Backlog Skeleton Skeleton Architecture Architecture Analysis Analysis Arch Arch Design Design Testing Testing Coding Coding Analysis Analysis Arch Arch Design Design Testing Testing Coding Coding Agile Project Initiation: 3.9 weeks 86% architecture Source: Scott Ambler Story 1 Ability to Verify the Story 2 Ability to

24 So, Are architecture and agile development compatible? Of course they are! 24

25 How can architects accelerate agility in organizations? 25

26 Customers of the Future Structure Time Transitions Cost of Change (CoC) Product Release Actual CoC Technical Debt Optimal CoC Being Agile Years Technical Debt 26

27 How many of you have 3 or more of the following? Assembler programs Cobol or Fortran programs Mission critical spreadsheet Mainframe system Client-server system Two or more DBMS systems Three-tier web-based system SOA SaaS Architectures evolve (or maybe devolve) in spite of all our planning. 27

28 How Buildings Learn (Stewart Brand) Building Layers stuff Space Plan Services SKIN STRUCTURE SITE Increasing Rate of Change DBMS Software Architecture Layers application logic Stored Procedures Languages, Tools Application Server Service-oriented Architecture Increasing Rate of Change 28

29 Architects of Time Time pacing is one of the least understood facets of strategy in unpredictable industries. 29

30 Transition & Migration 30

31 Be Architects of Structure, Time, Transition DBMS Service-oriented Architecture Software Architecture Layers application logic Stored Procedures Languages, Tools Application Server Increasing Rate of Change DBMS Software Architecture Layers application logic Stored Procedures Languages, Tools Application Server Service-oriented Architecture Increasing Rate of Change 31

32 Create Agile Design Guidelines 32

33 Responsiveness Anticipated (Flexibility) Unanticipated (Adaptability) 33

34 RESPONSIVE SYSTEMS Framework An organization or systems structure that enables change is based on reusable elements that are reconfigurable in a scalable framework. (Rick Dove, Response Ability) 34 Component System Structure Design Principles Reusable Self Organization System Types Scalable Self Contained Units Reconfigurable Project Team Product Capabilities

35 Response-able Systems Principles Elastic capacity Self contained units Facilitated reuse Self-organization 35

36 The President of the Internet Rules The Network effect. Power of Chaos. Values are the organization. 36

37 Applying Guidelines to Adaptive Architectures Source Systems Integration Presentation Analysis Legacy Mainframe ODS Central Warehouse Visualization Reports CRM/ERP ETL ETL Flat Files EII Scorecards & Dashboards External Data Data Marts Metadata Management Data Mining Classic Business Intelligence Architecture Slides on BI Courtesy of Ken Collier 37

38 Adaptive Architectures 38

39 Technical Debt Cost of Change (CoC) Product Release Years Actual CoC Customer Responsiveness Technical Debt Optimal CoC Once on far right of curve, all choices are hard If nothing is done, it just gets worse In applications with high technical debt, estimating is nearly impossible Only 3 strategies 1. Do nothing, it gets worse 2. Replace, high cost/risk 3. Incremental refactoring, commitment to invest 39

40 Develop a Technical Debt Prevention and Reduction Strategy P1 P4 P8 P2 P5 P9 P10 Project Name Lines of Code Total Code Quality Technical Debt* Technical Debt Ratio P6 P11. P1 56, % $236, % P3 P7 P2 39, % $178, % P3 14, % $59, % Lines of Code P4 9, % $3, % Duplicated Lines (%) 40

41 How can architects accelerate agility in organizations? Be Agile Be Architects of Structure, Time, and Transition Create agile design guidelines Develop a technical debt prevention and reduction strategy 41

42 The Customer of the Future Value Product Owner/ Business Customer (current value) Quality Technical Owner/Customer (future value) Constraints Management (capacity, split) 42

43 What is agility and should your organization have more of it? Are architecture and agile development compatible? How can architects accelerate agility in organizations? The Agile Architect 43

44 Thanks You! 44

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