Enterprise Method Architecture - Software Engineering Method and

Report
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
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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
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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
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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
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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
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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
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Method
Method
BPM
Practice
Practice
Practice
Practice
BPMN Modeling
BPEL4SWS Implementation
Process Performance Mgmt
BPR Project Management
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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
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Method Composition
Practice
Competency
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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)
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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
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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.
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Thank YOU!
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