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Creating An Agile Enterprise Architecture Codex4617
Creating An Agile Enterprise Architecture Codex4617
Executive summary
Enterprise architecture (EA) is often described business vision and outcomes.1, 2 Traditionally,
as the practice of implementing analyses to EA has been the entity that enterprises adopt
holistically design and execute successful to ensure better alignment between business
enterprise strategies that reflect the desired and IT, while optimizing IT costs. Given the
November 2019
Cognizant 20-20 Insights
dynamic nature of today’s digital economy, replete assisting in the translation of requirements into
with higher volatility, uncertainty, complexity, a solution vision, high-level business and/or IT
and disruptions, the value of EA is not to simply system specifications, and a portfolio of implemen-
deliver IT value but rather how it can enhance tation tasks. Therefore, Agile EA can be conflated
business value by enabling faster and more agile with an architecture definition for Agile projects,
responses to market opportunities and threats.3 even though there are fundamental differences
As a result, IT organizations must revisit the basic between the two.
tenets of EA including its charter, services offered,
There are various approaches such as minimum
value of the services delivered, and the underlying
viable architecture (MVA), just-in-time (JIT)
organizational and operating model of what is
architecture, just-enough architecture,
called Agile EA.
evolutionary architecture and others that define
This white paper presents the concept of Agile EA, architectures for Agile projects while practicing
explains why this new model is needed, the key solution architecture. This paper, however, focuses
elements that either need to be changed or newly on Agile EA, an emerging model for the enterprise
adopted, and the key guidelines to realize architecture that can help organizations quickly and
the model. effectively create a digital foundation that can meet
business needs today, and anticipate and deliver on
EA is often misunderstood and used interchange-
tomorrow’s requirements.
ably with solution architecture, which typically
applies only to a single project or project release,
The evolution of EA
• Business-outcome driven
• Architecture outcome • Enterprise platforms
driven • JIT architecture assurance
• Capability models • Customer-centric EA
• Stage-gated assurance engagement
• Standards driven • Capability-centric • EA impact KPIs
• Capability models • EA assessments • Federated core organization
• Ad hoc artifacts driven • Stage-gated assurance • EA activity KPIs • Triaged engagement model
• Infrastructure models • Application-centric EA • Centralized organizations • Reference implementations
• Last mile assurance assessment • Capability-based
• Technology-centric EA • Standards-related KPIs engagement model
assessments • Decentralized organization • Reference architectures
• Ad hoc KPIs • Standard engagement
MATURITY
TIME
Figure 1
Firm up strategies as part of the planning Evolve strategies and plans incrementally and iteratively.
Strategy
exercise and implement later.
Architecture review boards or Enable JIT architecture assurance through self-service and
Architecture
committees carry out stage-gated stand-up meetings for most projects.
assurance
approval process.
Define and manage technology Back fit-for-purpose technology standards by proof of
Technology
standards through validation of points of technology reference Implementations.
governance
view (PoV) by enterprise review boards.
Fiduciary Need EA oversight for all projects and Need EA oversight for most risky or important projects
responsibility manage any deviations by exception. categorized by risk tiers.
Perceive as a competency center. Perceive as a services organization.
Organize centralized architecture Organize federated architecture team with the core team
Organization team around the various disciplines based on the architecture services provided.
of EA, namely business, information,
application and infrastructure.
Focus on stability, risk reduction or cost Focus on flexibility and scalability, learning-by-doing and
savings. experimentation.
Innovation
Develop PoVs and reusable solution Institute an innovation ecosystem that includes platforms and
accelerators. events such as hackathons, etc.
Document-based reference Reference implementations demonstrate how it should be
Technology
architectures describe what should be done.
management
done.
Focus on managing the operations of Diversified focus includes service delivery and periodic
Operations the EA functions – budget, people, talent standups with portfolio groups and stakeholders.
management, etc.
Portfolio Managing the portfolio is a core function Managing the portfolio becomes a shared responsibility across
management of EA. the different line of business with EA acting as the custodian.
Activity based Impact based
Value For example, the number of EA For example, potential cost savings due to technology
measurement roadmaps or reference architectures standardization and mean-time to market new products.
developed.
Leverage EAM tools and a document Enable collaboration as well as seamless dissemination of
workspace or a portal that houses information through digital workspaces or communication
the architecture assets like reference channels with a dedicated architecture wiki.
Knowledge architectures, business-led technology
Store and share reference implementations with an integrated
management & roadmaps, etc.
code repository.
communication
Use periodic rosters and dashboards for
Set up a diverse community of practitioners (CoP) to
communication with portfolio teams and
effectively collaborate and communicate.
other stakeholders.
Figure 2
Architecture strategy
Business architecture Services
Reference architecture
Architecture
Services
Governance
Operations
Information architecture
Roadmaps
governance
Project
management
architecture
Digital
Infrastructure architecture Services
innovation
Figure 3
❙ Independent, self-sufficient teams with reduced ❙ Challenges with effective utilization of resources
coupling between units and increased cohesion. to avoid resource redundancies.
❙ Independently scale based on the services. ❙ Inability to foster a community based on
❙ The ability to exploit different sourcing models architecture domains.
for various services. For example, managed ❙ Difficulty avoiding walls between units to
services for architecture assurance services effectively integrate services across service lines.
or time-boxed consulting for business-led
technology roadmaps or assessments, etc.
EA as a services organization
One of the common perceptions about EA as an value or impact of an EA function is determined
organization is that it is merely a competency center first by the kind of services it provides and if the
comprising a collection of talented architects. services can be easily mapped to the enterprise’s
This setup often leads to an unsustainable and strategic priorities. The services that are relevant to
non-scalable model, as identifying, retaining and an organization may vary, based on the needs and
scaling appropriate talent is highly difficult. It priority of the stakeholders and the organization.
also leads to non-standardization of services due Having said that, each service should have a
to my-way-of-doing things; and a tendency to clearly articulated service definition that includes
involve EAs in more tactical project activities over a clear definition of ready (inputs), definition of
strategic enterprise initiatives, citing urgent needs done (deliverables/outputs) and the process.
and increased dependencies on people rather The service definition should also include the
than process. Collectively, this results in ineffective necessary metrics by which the effectiveness of the
communication of the EA function’s value. service can be measured, and the metrics can be
effectively used to tie it to enterprise-level business
As an alternative to a competency center model,
outcomes and KPIs.
the EA function should be established as a
services organization that provides a wide range of IT organizations should institute a formal customer
services to different stakeholders in the enterprise satisfaction survey to solicit stakeholder feedback
as defined in its charter. With this approach, the upon completion of a service. Each service should
also identify the collaborating as well as dependent ❙ Assurance and governance services. These
services for enabling a closed-loop of EA services. focus on ensuring that delivery is aligned with IT
principles, standards, best practices and other
Complementing the organizational model, EA
guidelines set forth in the enterprise. Typical
services can be broadly classified into the following
services include architecture assessment/
categories:
review, impact assessment, information and
❙ Innovation services. These revolve around technology standards. In an Agile EA, the focus
identifying and questioning the status quo, must shift from a central team managing the
and exploring new opportunities in business governance process in a phase-gated manner,
and technology, thereby finding new ways to to a federated model and just-in-time assurance.
close the gaps between strategy and execution. Reference models and processes can be
With an Agile EA, the focus shifts from getting developed to enable individual project teams
things right the first time to learning by doing. to self-assess or self-certify in alignment with
The innovations themselves are ecosystem IT standards, practices and approved domain
focused (outside in), rather than being or technology roadmaps. Mechanisms like
organizationally focused (inside out). The focus technology horizon/radar will be used to track
of innovation thus shifts from optimizing internal and govern the use of various technologies.
business drivers to adapting to newer market ❙ Project architecture services. These revolve
demands. Some services include enterprise around the delivery of architecture and design
hackathons, reference implementations on services in the context of a particular project.
emerging technologies, strengths, weaknesses, Typical services are architecture definition,
opportunities, and threats (SWOT) and market solution envisioning and blueprinting, non-
analysis, blue ocean strategies, customer functional requirements (NFR) rationalization
segmentation, product differentiation and and architecture assessment. Agile EA model
business model innovation. promotes the use of lightweight techniques like
❙ Strategic services. These pivot around ThoughtWorks’s Architecture Decision Records
definition and formulation of long-term (ADRs).9
enterprise strategy and transformation from the ❙ Knowledge management (KM) services.
current state. Typical services include domain These pivot around creation and management
or business-led technology roadmap definition, of architecture assets that can be effectively
modernization or transformation strategy used for accelerating solution development
definition, technology migration assessment or decision-making. KM services also include
and framework definition, channel strategy the development of business and IT capability
definition, etc. Techniques such as design models, reference models and IT portfolio
thinking and value stream mapping (VSM) will be management that can be leveraged for other
employed as part of strategic services. services such as assurance or governance.
Development of an enterprise architecture wiki DevSecOps Can Help Plug a $6 Trillion Drain”
to disseminate architecture assets and collateral, for additional insights.)
application lineage, information lineage, and ❙ An organization may have varying levels of
portfolio information is also part of this service involvement for these categories of services,
category. which further gives rise to the different EA
❙ Platform services. These are oriented models as illustrated in Figure 4.
around the development and management A technology-centric EA practice will have a high
of enterprise platforms to accelerate the level of maturity and involvement in assurance
time to market for new solutions. This or compliance services, a medium involvement
includes establishing enterprise platforms for in platform, portfolio and project architecture
DevSecOps, application platform as a service services, and a low involvement in strategic and
(aPaaS), identity and access management, innovation services.
standing up of innovation hubs or spaces on the
cloud with or without enterprise connectivity to A capability-centric EA practice will have a high
support innovation services such as enterprise level of maturity and involvement in strategic
hackathons, reference implementations, etc. and assurance services, a medium involvement
(See our Digitally Cognizant blog post “How in portfolio and innovation services, and a low
STRATEGIC
Platforms Assurance/Compliance
INNOVATION
Figure 4
involvement in platform, project architecture, and platform services, medium level involvement in
innovation services. portfolio and project architecture services, and low
level of involvement in assurance or compliance
A portfolio-centric EA practice will have a high level
services. In Agile EA, we also foresee a major shift in
of maturity and involvement in portfolio, project
how these services are delivered in the organization
architecture and assurance services, a medium
through automation and simplification.
involvement in strategic services, and a low
involvement in platform and innovation services.
> Take ownership in developing and managing ❙ EA measurements and value/benefit proposition
enterprise platforms that can foster innovation evangelizing:
and modernization initiatives. > Define impact-based KPIs to measure and
> Strengthen the KM function to effectively communicate the value of the EA function.
develop and harvest knowledge assets as part > Communicate the value of a service through
of the services catalog. tangible business outcomes.
> Leverage lightweight, self-service tools like wiki > Segregate metrics and KPIs to track the
to develop and disseminate architecture assets effectiveness and performance of services
and collateral. respectively.
> Simplify architecture artifacts and deliverables > Institute a satisfaction survey to solicit
with just-enough information. For instance, customer feedback upon completion of a
adopt lightweight architecture decision service.
records (ADRs) rather than a mammoth
software architecture document (SAD).
> Rationalize and decommission low business
value services.
Looking ahead
The crux of business agility is achieving strategic The concept of Agile EA doesn’t imply supporting or
agility -- sense emerging market opportunities early, defining an architecture for Agile projects. Rather, it
and identify potential for long-term organizational should be how to evolve the traditional EA function
agility. This will enable the organization to quickly to become nimbler and more capable of addressing
adapt to emerging market challenges, and enhance the rapidly growing and changing expectations of
operational agility through faster time to market, various enterprise stakeholders. While this paper
with minimum waste. IT agility serves as the principal introduced the concept of Agile EA along with the
driver for achieving business agility, and is the basis fundamental differences of and changes from the
for running a competitive and viable business. traditional EA, the discussion is far from over. The
IT agility is achieved using Agile development nuances and subtleties of the various aspects of
and methods that pivot on increased velocity to Agile EA have to be determined and incrementally
experiment, validate and scale. An Agile EA supports evolved. In addition, there is no one-size-fits-all
and guides the Agile development environment to specifically when it comes to defining an EA function
maintain the organization’s focus with a faster, more for an organization.
effective cadence so that speed does not lead IT into
unmanageable chaos.
Endnotes
1 Sarah K. White, “What is enterprise architecture? A framework for transformation,” CIO.com, October 16, 2018, https://www.
cio.com/article/3313657/what-is-enterprise-architecture-a-framework-for-transformation.html.
3 “Gartner Says Enterprise Architecture Must Become Business Outcome-Driven to Deliver Value,” MarketScreener.com,
May 2, 2012, https://www.marketscreener.com/GARTNER-INC-12710/news/Gartner-Inc-Gartner-Says-Enterprise-
Architecture-Must-Become-Business-Outcome-Driven-to-Deliver-14307719/.
4 “DevSecOps is the integration of security into emerging agile IT and DevOps development as seamlessly and as
transparently as possible,” Gartner, https://www.gartner.com/it-glossary/devsecops.
Vivek Nandey
Architect, Technology Consulting Group
Vivek Nandey is an architect in Cognizant’s Technology Consulting Group. He has 13-plus years of
IT experience focused on architecture and technology consulting for various Fortune 100 enterprises.
Vivek has expertise in enterprise, solution and integration architecture, and has worked with numerous
organizations in the healthcare, banking, communications, media and entertainment and life sciences
domains. He can be reached at Vivek.Nandey@cognizant.com | LinkedIn: www.linkedin.com/pub/vivek-
nandey/18/363/384.
Acknowledgments
The authors would like to thank Alan Alper, Vice President, Cognizant Thought Leadership Programs,
and Stephen Mank, Director, Cognizant Thought Leadership Programs, for their valuable contributions
to this white paper. Special thanks to Cognizant Digital Technology Consulting’s James Houghton, Vice
President - Consulting, and Mahadevan Krishnamoorthy, Assistant Vice President – Consulting, for their
guidance in the writing of this white paper.
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Codex 4617