Again, as a disclaimer from previous chapter in the series - without getting into religious debate about whether EA should report into CEO or CIO, I would like to focus on a simple objective of having/building an EA practice. In layman terms - Enterprise Architecture is the formal practice/group/team to align the business strategy with the IT spending, and Enterprise Architects achieve this goal by collaborating and working closely with number of stakeholders across the board on business, application, PMO and QA side of the house. In my experience I have partnered with PMO and Portfolio managers to help lay down an iterative SDLC model, with a foundation build upon Agile principles.
Aligning TOGAF with Scrum
TOGAF is the newer of the EA frameworks, however in last decade TOGAF9 has gained a great momentum and very high rate of acceptance throughout IS&T organizations universally - mostly attributed to it's flexibility and adaptability.
TOGAF is just a guidance, and the user group can actually custom-build it to suit it's business capability model. TOGAF also provides guidance in shapes of ADM, III-RM, TRM et al. Again, a testament of the adaptability and universality of good EA frameworks.
The view below is representation of the TOGAF Architecture Development Methodology broken in logical demarcations.
Develop a high-level aspirational vision of the capabilities and business value to be delivered as a result of the proposed enterprise architecture
Develop the Target Business Architecture describing how the enterprise needs to operate to achieve the business goals,responds to the strategic drivers set out in the Architecture Vision, and addresses the stakeholder concerns
Develop the Target IS Architecture that enables the Business Architecture and the Architecture Vision, while addressing the stakeholder concerns
Identify candidate Architecture Roadmap components based upon gaps between the Baseline and Target Application Architectures
Generate the initial complete version of the Architecture Roadmap, based upon the gap analysis and candidate Architecture Roadmap components from Phases B, C,and D
Ensure that the Implementation and Migration Plan is coordinated with the enterprise's approach to managing and implementing change in the enterprise's overall change portfolio
FIG.1 - TOGAF aligned with the Scrum methodology for SDLC
Notice how the view above showcases gates/milestones - indicating the handshake opportunities/placeholders for various stakeholders involved in the end-to-end SDLC, moving the project responsibilities between teams/stakeholders.
Aligning Zachman and TOGAF together with Agile/Scrum
Overlapping this TOGAF/Scrum representation above with the Zachman/Scrum model one could easily link the 2 and see the close association between the 2 models.
The output from gate 1 and gate 2, i.e. Corporate Strategy and Technology alignment phases, evidently become inputs for the tactical plans in shape of user stories/epics as answers to - when, who, how, what, where and why, all addressed during the earlier phases. Please see the FIG.2 - SDLC Gates based upon the Zachman, TOGAF and Agile/Scrum Alignment for better clarity.
|FIG.2 - SDLC Gates based upon the Zachman, TOGAF and Agile/Scrum Alignment|
Zachman is a true example of an EA framework which has stood the test of time and has been adopted by 1000s of organizations worldwide. Adaptability and universal applicability of Zachman makes it stand atop all EA frameworks, testament to the flexibility of the mature EA framework.
TOGAF on the other hand is inherently flexible since it just guides the EA practitioners with guidelines and methodologies, leaving the implementation details to the EAP. If anything, it just adds to the agility of the practicing organization and provides means of progressive incremental maturity.
Hopefully, this should help the EA skeptics understand how easily an EA frameworks can align with Scrum/Agile methodologies and enhance productivity and agility of the SDLC. It should help skeptics realize that one can tweak and morph the EA framework to meet the business needs and IT expectations.
In the end I would like to sum it up by giving an analogy -
Building a large, complex, enterprise-wide information system for the modern enterprises without an EA framework is like trying to build a modern cosmopolitan city without a city planner or a blueprint.
Can you build a city without a blueprint? Probably Yes.
However, would you want to live in such a city? Probably NOT.
Enterprise Architecture is simply indispensable for the modern enterprises.
Disclaimer - The reader is expected to have basic knowledge of TOGAF, ADM and Agile. Also, please note that there are many more EA models/frameworks and the value chain could also be represented potentially in dozens of different ways. That being said, Agile and EA could be aligned in multiple different ways - owing to flexibility offered by both, as long as the using organization knows what it's looking for.
REF-2: The TOGAF ADM