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Hi.
Im Tom.
(Thats all of the PR stuff out of the way...) (...so lets go straight into practice?)
Practice-sections
Practice-sections look like this slide:
work in pairs, if possible work fast 3-5mins for each item record as you go, with notes or sketches
Overture
Process, structure, story
Its called the Sambadromo... Which doesnt really tell us anything. To make sense of a structure, and the processes that use it, we need the story...
But when the partys over, and its time to head home...
Someone must be there to clean up... - because thats part of the story too.
Process, assets, data, locations.... - all the usual stuff of EA and BPM... ...all those necessary details of organisation.
A key task here, for EA and BPM is to remember and design for that fact, maintaining the balance between structure, process and story.
What we do is about structure, and process. What its for is about the purpose, the story. What, how, why; structure, process, story. We need them all, to make it all happen.
CC-BY SheilaTostes via Flickr
#1
Inside-out and outside-in
Whose architecture?
We create an architecture for an organisation, but about an enterprise.
Tom Graves, Mapping the Enterprise, Tetradian, 2010
Organisation aligns with structure, enterprise with story. We need a balance of both for the architecture to work.
Which architecture?
A useful guideline: The enterprise in scope should be three steps larger than the organisation in scope.
Whose story?
If the organisation says it is the enterprise, theres no shared-story - and often, no story at all.
Whose story?
Whose story?
The organisation and enterprise of the supply-chain take place within a broader organisation of the market.
Whose story?
The market itself exists within a context of intangible interactions with the broader shared-enterprise story.
Inside-in
Inside-out
We create an architecture for an organisation, but about a broader enterprise.
Outside-in
Outside-out
Practice: Perspective
What changes as you change perspective?
#2
Purpose as story
What architecture?
An organisation is bounded by rules, roles and responsibilities; an enterprise is bounded by vision, values and commitments.
Tom Graves, Mapping the Enterprise, Tetradian, 2010
Organisation aligns with structure, enterprise with story. We need a balance of both for the architecture to work.
Why architecture?
An architecture describes structure to support a shared-story.
Tom Graves, The Enterprise As Story, Tetradian, 2012
Organisation aligns with structure, enterprise with story. We need a balance of both for the architecture to work.
That guiding star or vision - the core for the enterprise story has a distinctive three-part format: Concern. Action. Qualifier.
(Note: making money is not a meaningful vision in this sense. Its a measurement, not a vision at best, a desirable side-effect. Dont get misled by that mistake!)
Practice: Purpose
What guiding-star for the enterprise?
Interlude
Service and story
Product
Product is static
Service
Service implies action action implies service
Its also always about people service means that someones needs are served
CC-BY AllBrazilian via Wikimedia
The vision describes the desired-ends for action; values guide action, describing how success would feel.
A service represents a means toward an end ultimately, the desired-ends of the enterprise-vision.
Services exchange value with each other, to help each service reach toward their respective vision and outcome.
Services serve.
(Thats why theyre called services)
Each service sits at an intersection of values (vertical) and exchanges of value (horizontal)
In more detail
supplierfacing value-add (self) customerfacing
Interactions during the main-transactions are preceded by set-up interactions (before), and typically followed by other wrap-up interactions such as payment (after). We can describe child-services to support each of these.
Supply-chain or value-web
Services link together in chains or webs, as structured and/or unstructured processes, to deliver more complex and versatile composite-services.
Keeping on track
Use the Viable System Model (direction, coordination, validation) to describe service-relationships to keep this service on track to purpose and in sync with the whole.
These flows (of which only some types are monetary) are separate and distinct from the main value-flows.
value-flow
(how, with-what)
money
If we focus on money, we lose track of value. If we focus on the how of value, we lose track of the why of values. Always start from the values. (Not the money.)
#3
Same and different
ORDER
(rules do work here)
Insanity is doing the same thing and expecting the same results
(not Albert Einstein)
ORDER
(rules do work here)
UNORDER
(rules dont work here)
SAMENESS
(IT-systems do work well here)
UNIQUENESS
(IT-systems dont work well here)
PRACTICE
rule
principle
#4
Backbone and edge
A spectrum of uncertainty
ORDER
(a sense of the known)
UNORDER
(a sense of the unknown)
One of the hardest parts of working with uncertainty is to build the right balance between known and unknown - between backbone and edge.
unorder
(rules dont work here)
fail-safe
(high-dependency)
safe-fail
(low-dependency)
analysis
(knowable result)
experiment
(unknowable result)
Waterfall
(controlled change)
Agile
(iterative change)
BACKBONE
EDGE
A spectrum of services
Choices: everything we place in the backbone is a constraint on agility; anything we omit from the backbone may not be dependable. Its not an easy trade-off
Vision and values are always part of the backbone: values as shared-services.
Whether backbone or edge, every service needs to maintain its connection with the story.
What governance do you need for each? What governance of governance itself?
Afterword
Share the story
Perspective (Inside-out and outside-in) Purpose (Concern, action, qualifier) Design for uncertainty (Same and different) Design for change (Backbone and edge)
What will you do different on Monday morning?
Obrigado!
Further information: Contact: Company: Email: Twitter: Weblog: Slidedecks: Tom Graves Tetradian Consulting tom@tetradian.com @tetradian ( http://twitter.com/tetradian ) http://weblog.tetradian.com http://www.slideshare.net/tetradian
Publications: http://tetradianbooks.com and http://leanpub.com/u/tetradian Books: The enterprise as story: the role of narrative in enterprisearchitecture (2012) Mapping the enterprise: modelling the enterprise as services with the Enterprise Canvas (2010) Everyday enterprise-architecture: sensemaking, strategy, structures and solutions (2010) Doing enterprise-architecture: process and practice in the real enterprise (2009)