Methods in Enterprises Software Lifecycle Software Layer Business Model Architecture Development Operation BPM UI Logic Data Platform and Infrastructure Business/IT Strategy Application Requirement UX BA MDD / TDD / XP SOA EIM EA PMBOK / CMMI-DEV Management ITIL Scrum / Kanban 2 Business-IT Alignment Business Environment IT Technology Business Strategy Business Strategy Planning Method Business Process Management Method IT Strategy Enterprise Architecture Method Business Process IT Strategy Planning Method EA IT System Software Project Business Analysis Method Application Data Infrastructure Software Engineering Method 3 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 Is a federation of Method 4 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 5 abstraction levels? 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 Methods Integration Software Lifecycle Software Layer Requirement Application UI Logic Data Platform and Infrastructure UX BA Development Vertical Integration: Disjoint & Consistent Business Model Architecture BPM MDD / TDD / XP Horizontal SOA Integration: EIM Minimal & Traceable EA PMBOK / CMMI-DEV Management Operation ITIL Scrum / Kanban 7 Essence Approach to EMA Enterprise Method Architecture Is a federation of Method M. E. C. E. Is composed of Practice Comparable Is described using Kernel Standard Vocabulary, Semantics and Format 8 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 Advantage of Essence Approach Diverse, Yet Coherent Kernel-Based Practices Minimal, Yet Sufficient Practices Integration into Method M. E. C. E Adaptive & Innovative Methods Integration across Enterprise Agile Transitions of Enterprise Method Architecture 10 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 Method Method BPM Practice Practice Practice Practice BPMN Modeling BPEL4SWS Implementation Process Performance Mgmt BPR Project Management 12 Practice Template Practice BPMN Modeling Kernel Alphas Opportunity Explore Possibilities Stakeholder Understand Stakeholder Needs Requirements Understand the Requirements Software System Shape the System Work Prepare to Do the Work Team Coordinate Activities Way of Working Track Progress Kernel Activity Spaces 13 Practice Instantiation BPMN Modeling Alphas Opportunity Process Goals aligned with Business Strategy Stakeholder Process Owner and Actors Requirements Process KPIs Software System BPMN 2.0 Models executable on the Process Engine 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 Work Products 14 Practice Instantiation BPMN Modeling Activity Spaces Explore Possibilities Conduct Benchmarking of Global Best Practices Understand Stakeholder Needs Analyze Business Strategies and Process Capabilities to Improve Understand the Requirements Analyze the Current Process and Set Improvement Goals and KPIs Shape the System Design and Simulate the To-Be Process and Develop the Implementation Plan 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 Activities 15 Practice Instantiation BPMN Modeling Conduct Benchmarking of Global Best Practices Activities Requirements Analyze Business Strategies and Process Capabilities to Improve Conceived Analyze the Current Process and Set Improvement Goals and KPIs Coherent 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 Bounded Acceptable Work Process KPIs Alpha States Process Analysis, Design, Simulation Initiated Prepared Started Under Control Concluded Closed 16 Method Composition Practice Competency 17 Institutionalization of EMA Corporate Business Process Enterprise Method Architecture Organization & Job/Role Design Method Workforce Competency Practice Training Program Kernel Reusable SW Asset (e.g. Patterns) 18 Management of Essence-Based Project Dashboard goes through Iteration changes Alpha State is in is confirmed by Checklist produces shows Alpha State Transition is handled by Alpha Project Activity is a has causes Requirement Task Board tracks consists of Work Product realizes describes Work Team Activity Workflow Software System Way of Working 19 Case Study Design Business Process BPMN Modeling Conduct Benchmarking of Global Best Practices Requirements Analyze Business Strategies and Process Capabilities to Improve Conceived Analyze the Current Process and Set Improvement Goals and KPIs Coherent Design and Simulate the To-Be Process and Develop the Implementation Plan Bounded Acceptable Process KPIs Case Study Design Business Process BPMN Modeling Conduct Benchmarking of Global Best Practices Requirements Analyze Business Strategies and Process Capabilities to Improve Conceived Analyze the Current Process and Set Improvement Goals and KPIs Coherent Design and Simulate the To-Be Process and Develop the Implementation Plan Bounded 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. Case Study Requirements Process KPIs Coherent 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. Case Study Design Business Process BPMN Modeling Conduct Benchmarking of Global Best Practices Requirements Analyze Business Strategies and Process Capabilities to Improve Conceived Analyze the Current Process and Set Improvement Goals and KPIs Coherent Design and Simulate the To-Be Process and Develop the Implementation Plan Bounded 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. Case Study Requirements Process KPIs Acceptable 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. 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 Thank YOU! 26