Open Agile Architecture

Architecting the Dual Digital/Agile Transformation

The enterprise culture needs to shift from experience-

based to fact-based decision-making.
 the interactions the enterprise
has with its environment;
Open agile architecture scope

a bundle of services and/or

delivered to clients and goods produced by end-to-end
employees processes or Lean value streams

people, their behavior,

cultural beliefs, skills,
something used or associated
and expertise
with, and usually contrasted
with, hardware

systems in which human participants

and/or machines perform processes and machines, wiring, and other
activities using software, hardware, and physical components of a
other resources to delive system
O-AA Development Building Blocks
Experience perspective defines value from a client perspective. It analyzes a client’s
job-to-be done; their pain points and gains. It also covers the emotional dimension of
the experience, starting from an outside-in view that places customer needs and
problems at the center. Design thinking and market research are incorporated into the
broader Agile architecting discipline.

Work System perspective defines the ability of the enterprise to deliver client

benefits efficiently. It starts with analyzing commonalities across value streams; this
helps to identify activities that could be shared, thus contributing to architecting the
operating model.

Technical System perspective covers the software and hardware parts of the

enterprise. It starts from analyzing domains such as payments, mortgage lending, or
federated identity management and also includes architecting the physical world. The
software architecture discipline is part of the broader Agile architecting discipline.
What the Enterprise “Is”
Product Architecture
• How should products be broken down into components?
• Which interfaces should link product components?
• Which modularity–integrality trade-off is appropriate?
• Which product platform, if any, would bring value?
Operations Architecture
• What are the key value streams and processes of your
operations; and are they fit-for-purpose and efficient?
• Are we leveraging economies, skills, and scale?
• What is our platform strategy, if any?
• Are the right resources, skills, and technologies deployed
in the right facilities and locations?
Organization
• What is the right organizational structure and culture?
• How should we define organizational levels and articulate
the group, entity, team, and team of teams levels?
• How should authority, responsibility, and accountability
be distributed?
• Which teams and teams of teams should be stream-
aligned?
Domain-Driven Design 
• What are the enterprise domains and sub-domains?
• How to decompose sub-domains into bounded
contexts?
• What are the upstream/downstream dependencies that
link bounded contexts?
• How to minimize inter-bounded context
dependencies?
What the Enterprise “Dose”
Experience Design  Journey Maps
Combines customer research and product
discovery during a set of design
thinking iterations.
Value Streams
Complement the outside-in view by
representing all the activities, both value and
non-value creating, required to bring a
product from concept to launch and from
order to delivery or provisioning.
 
Bridge outside-in thinking with inside-out
thinking by defining which activities deliver the
experience customers expect.
Event Storming 
Helps Agile teams to explore the domain. The
identification of domain events, commands,
persona, or entities facilitates a structured
conversation about the domain.
Building Blocks Dependencies
Enterprise Segmentation Approach
Experience Design
 Claim Experience Map
Client On-Boarding Value Stream
Operations Architecture
Roadmap Space
Startup Stages