「敏捷开发」企业架构和敏捷开发:对立吸引

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Agile has become a key capability of the enterprise. As Google and Apple do now, customers need to change the speed, new laws and regulations affect the service and the introduction process, and competitors can easily disrupt your business, which puts tremendous pressure. Facing rapid changes, adopting new technologies, promoting growth, scaling up or reducing costs. Therefore, in many organizations, agility is as important as innovation. Innovation and agility are essential capabilities for a sustainable business.

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Agile development has become the standard for software development. But true business agility requires more than just a bunch of Scrum teams. In addition, if you only focus on the small agility provided by agile software development, you may not see the woods: why do you want to be as flexible as a business, what do you need?

Businesses are not just a series of local development projects for small teams. The challenges of working with these teams must be combined in some way. Hopefully there is a vision for the future, a corporate and IT strategy, an organization that aims to achieve its goals. This is where the enterprise architecture comes in.

The traditional enterprise architecture has a fairly top-down nature, and you can develop a wide range of plans before implementation. The focus of the agile movement is on adapting to change and resistance to the “Big Design Frontier” (BDUF), on the contrary.

Both methods have their advantages and disadvantages. Traditional EAs can lead to slow, bureaucratic organizations that don't know how to keep up with the times, and only a large group of Scrum teams do not have a comprehensive, holistic approach that could lead to an inconsistent IT environment consisting of agile islands. However, if we take advantage of both approaches, we can create a holistic enterprise without the need for a central, command and control management that can stifle local development and innovation.

xx诸如Scaled Agile Framework(SAFe)和Disciplined Agile Delivery(DAD)等现代开发正朝着正确的方向发展。我们以SAFe为例,并在下图中以简化形式对其进行描述。

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SAFe使用分层迭代方法,我们在底部找到了一个典型的敏捷团队。这些结果以2-3周的典型敏捷频率提供。在中间,使用Architecture Runway和Agile Release Train等解决方案架构概念集成和发布这些团队的结果,以确保这些概念协同工作。该层在团队级别上多次迭代,每2-3个月交付一次。在顶部,大,长期发展定位。这是企业架构发现它的地方。业务战略提供给该层,并为大规模,高影响力的架构决策,优先级划分和预算分配提供背景。

在这个顶级水平上,已建立的企业架构方法(如TOGAF)已经找到了自己的位置。 TOGAF也有一个迭代结构,由其架构开发方法(ADM)熟悉的“麦田怪圈”图表示。但是,在敏捷环境中应用它需要一些调整。特别是,企业架构需要变得更加外向,因此它更注重业务,最终客户和以结果为中心。业务成果可以是由服务,功能,可交付成果和工件描述的最终客户产品,但也可以是实施新策略的业务转型。

再次关注TOGAF,TOGAF的实施治理(ADM中的阶段G)与实施项目和计划(即底层两层)的接口方式需要一些工作。特别是,敏捷方法强烈依赖于反馈循环,而TOGAF的治理本质上是前馈.TOGAF的架构变更管理(阶段H)是此反馈的有用切入点。我们打算在未来的一个博客中解决这个问题。

此外,安全,DAD,TOGAF和相关方法仍然是以IT为中心的。据国家外汇管理局称,企业架构师的角色是“[.]推动整体技术实施[.]”。但真正的企业架构师并不仅仅关注技术相反,业务架构是这个等式中越来越重要的一部分:战略映射,基于能力的规划,价值映射,业务流程管理,精益六西格玛和其他与业务相关的学科仍然缺失。真正敏捷的企业需要的不仅仅是敏捷的IT。

请继续关注敏捷和EA的更多信息,同时告诉我们您对这些问题的看法。

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