Methods in Enterprises

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2 Methods in Enterprises Software Lifecycle Software Layer Requirement Architecture Development Operation Business Model Application Data Platform and Infrastructure UI Logic Business/IT Strategy BA EA UX SOA MDD / TDD / XP EIM BPM Management PMBOK / CMMI-DEV Scrum / Kanban ITIL 2

3 Business-IT Alignment Business Environment IT Technology Business Strategy Planning Method Business Strategy Business Process Management Method Enterprise Architecture Method Business Process IT Strategy EA Business Analysis Method IT Strategy Planning Method Software Project IT System Application Data Infrastructure Software Engineering Method 3

4 Enterprise Method Architecture Understand all methods used in an enterprise Analyze their relationships Minimize, standardize, integrate and share the set of methods Enterprise Method Architecture Method Is a federation of 4

5 Example: US DoD Do methods produce consistent models across different views (e.g. across process, information, use case)? Do methods produce models traceable across different abstraction 5

6 Example: DoDAF Meta Model (DM2) Define concepts and models usable in DoD s 6 core processes: Capabilities Integration and Development (JCIDS) Planning, Programming, Budgeting, and Execution (PPBE) Acquisition System (DAS) Systems Engineering (SE) Operations Planning Capabilities Portfolio Management (CPM) Establish guidance for architecture content as a function of purpose Make DM2 so the architectures can be integrated, analyzed, and evaluated to mathematical precision Establish and define the constrained vocabulary for description and discourse about DoDAF models and their usage in the 6 core processes Specify the semantics and format for federated EA data exchange between architecture development and analysis tools and architecture databases Support discovery and understandability of EA data: Discovery of EA data using DM2 categories of information Understandability of EA data using DM2 s precise semantics 6

7 Methods Integration Software Lifecycle Software Layer Requirement Architecture Development Operation Business Model Application Data Platform and Infrastructure Management UI Logic BA UX Vertical Integration: Disjoint & Consistent MDD / TDD / XP Horizontal SOA Integration: Minimal & Traceable EIM EA PMBOK / CMMI-DEV Scrum / Kanban ITIL BPM 7

8 Essence Approach to EMA Enterprise Method Architecture Method Practice Kernel Is a federation of Is composed of Is described using M. E. C. E. Comparable Standard Vocabulary, Semantics and Format 8

9 Essence Approach to EMA Hour Glass Model of Middle Out Architecture New demands for methods (e.g., cloud migration, big data analytics, enterprise mobility) Essence Kernel (IFaP) New emerging best practices 9

10 Diverse, Yet Coherent Kernel-Based Practices Advantage of Essence Approach Minimal, Yet Sufficient Practices Integration into Method M. E. C. E Methods Integration across Enterprise Adaptive & Innovative Agile Transitions of Enterprise Method Architecture 10

11 Example EMA Method EA Business Architecture App Architecture Data Architecture Technical Architecture EA Management Project Portfolio Mgmt BPM BPMN Modeling BPEL4SWS Implementation Process Performance Mgmt BPR Project Management SOA Service Identification Service Specification Service Realization Service Governance 11

12 Method Method BPM Practice Practice Practice Practice BPMN Modeling BPEL4SWS Implementation Process Performance Mgmt BPR Project Management 12

13 Practice Practice Template BPMN Modeling Opportunity Explore Possibilities Stakeholder Understand Stakeholder Needs Kernel Alphas Requirements Software System Work Understand the Requirements Shape the System Prepare to Do the Work Kernel Activity Spaces Team Coordinate Activities Way of Working Track Progress 13

14 Practice Instantiation BPMN Modeling Opportunity Process Goals aligned with Business Strategy Stakeholder Process Owner and Actors Alphas Requirements Software System Process KPIs BPMN 2.0 Models executable on the Process Engine Work Products Work As-Is Process Analysis, To-Be Process Design and Simulation Team Cross-Functional Team with Process Actors and Process Engineers Way of Working Process Modeling Heuristics, Patterns and Tool 14

15 Practice Instantiation BPMN Modeling Explore Possibilities Conduct Benchmarking of Global Best Practices Understand Stakeholder Needs Analyze Business Strategies and Process Capabilities to Improve Activity Spaces Understand the Requirements Shape the System Analyze the Current Process and Set Improvement Goals and KPIs Design and Simulate the To-Be Process and Develop the Implementation Plan Activities Prepare to Do the Work Justify ROI of the Process Modeling Project, Organize and Train the Team Coordinate Activities Develop the Process Modeling Project Plan Track Progress Track the Process Modeling Project 15

16 Practice Instantiation BPMN Modeling Conduct Benchmarking of Global Best Practices Requirements Process KPIs Activities Analyze Business Strategies and Process Capabilities to Improve Analyze the Current Process and Set Improvement Goals and KPIs Conceived Bounded Coherent Acceptable Alpha States Design and Simulate the To-Be Process and Develop the Implementation Plan Justify ROI of the Process Modeling Project, Organize and Train the Team Develop the Process Modeling Project Plan Track the Process Modeling Project Work Initiated Prepared Started Under Control Concluded Closed Process Analysis, Design, Simulation 16

17 Method Composition Practice Competency 17

18 Institutionalization of EMA Corporate Business Process Organization & Job/Role Design Enterprise Method Architecture Method Reusable SW Asset (e.g. Patterns) Workforce Competency Practice Training Program Kernel 18

19 Management of Essence-Based Project Dashboard goes through Iteration changes is in Alpha State is confirmed by Checklist shows produces Alpha State Transition Project Alpha is handled by Activity has is a causes Task Board tracks consists of realizes Work Product describes Requirement Work Team Software System Activity Workflow Way of Working 19

20 Case Study Design Business Process Conduct Benchmarking of Global Best Practices Analyze Business Strategies and Process Capabilities to Improve Analyze the Current Process and Set Improvement Goals and KPIs Design and Simulate the To-Be Process and Develop the Implementation Plan BPMN Modeling Requirements Conceived Bounded Coherent Acceptable Process KPIs

21 Case Study Design Business Process Conduct Benchmarking of Global Best Practices Analyze Business Strategies and Process Capabilities to Improve Analyze the Current Process and Set Improvement Goals and KPIs Design and Simulate the To-Be Process and Develop the Implementation Plan BPMN Modeling Requirements Conceived Bounded Coherent Acceptable Process KPIs Checklist Process goals are determined. As-Is process is described. Process problems are identified. Root causes of the problems are identified. Process KPIs are defined. Target KPIs are set.

22 Case Study Requirements Coherent Process KPIs Analyze the Current Process and Set Improvement Goals and KPIs Checklist Process goals are determined. As-Is process is described. Process problems are identified. Root causes of the problems are identified. Process KPIs are defined. Target KPIs are set.

23 Case Study Design Business Process Conduct Benchmarking of Global Best Practices Analyze Business Strategies and Process Capabilities to Improve Analyze the Current Process and Set Improvement Goals and KPIs Design and Simulate the To-Be Process and Develop the Implementation Plan BPMN Modeling Requirements Conceived Bounded Coherent Acceptable Process KPIs Checklist Global best practices are analyzed. Industry reference models are analyzed. Applicable BPR patterns are selected. To-Be process is designed. Information requirements are defined. Business rules are specified. Process simulation attains target KPIs. Organization and jobs are designed.

24 Case Study Requirements Acceptable Process KPIs Design and Simulate the To-Be Process and Develop the Implementation Plan Checklist Global best practices are analyzed. Industry reference models are analyzed. Applicable BPR patterns are selected. To-Be process is designed. Information requirements are defined. Business rules are specified. Process simulation attains target KPIs. Organization and jobs are designed.

25 Conclusion We need to build a library of practices using the common kernel, not just for software engineering, but also for other disciplines essential for business-it alignment We need to develop an easy-to-use tool to compose practices into a method, and a marketplace where global best practices can be traded. We need to produce success cases of developing and managing Enterprise Method Architectures based on Essence. We need to extend the kernel to accommodate ever expanding use cases and technologies of software. 25

26 Thank YOU! 26