LEAN EAM & WITH THE MICROSERVICES ADD-ON AND THE SIGNAVIO INTEGRATION

Von Thorsten Düvelmeyer

Eine flexible und effiziente Architektur sowie ein systematisches Enterprise Architecture Management (EAM) sind wesentliche Voraussetzungen, um die Herausforderungen der Digitalisierung bzw. digitalen Transformation zu meistern. Als Solution Architekten unterstützen wir die agilen Entwicklungsteams dabei eine vertikale Integrationsstrategie umzusetzen, um existierende monolithische Lösungen durch eine moderne Microservice-Architektur abzulösen.

Dazu nutzen wir einen Lean EAM Ansatz, der auf einer zentralen Instanz für die wichtigsten EA Daten basiert. Um das zu ermöglichen, hat das Architekturteam verschiedene Integrationen geschaffen: Entwickler können ihre Microservices automatisch über das Pivio AddOn in der Deployment Pipeline erfassen - Fachbereiche dokumentieren ihre Prozesse in Signavio und nutzen dafür die EA Daten direkt aus LeanIX. Im Wiki werden die Systeme, Schnittstellen und Beziehungen über eine selbstentwickelte Lösung für alle Mitarbeiter dargestellt. Dabei wird großer Wert auf eine übergreifende Kollaboration, Dokumentation und eine einfache UX gelegt: So können wir den agilen Teams die Systemlandschaft ganzheitlich, einfach und transparent in einer einheitlichen Sprache darstellen.

Transcript

1. A presentation by the Hermes Group Bonn, 22. November 2018
2. LEAN EAM Bonn, 22 November 2018 WITH THE MICROSERVICES ADD-ON AND THE SIGNAVIO INTEGRATION
3. Content 01 Hermes Group 02 Our challenge 03 The survey 04 Our lean EAM approach 05 Overview of EAM Integration (scope & target) 06 Integration for Developers 07 Integration for Process Modellers 08 Integration for Occassional Users 09 Culture Change 10 Lessons learned & Take Away
4. Thorsten Düvelmeyer Solution Architect thorsten.duevelmeyer@hermesworld.com
5. Hermes Group 01
6. The Hermes Group – your versatile partner for e-commerce 6 Sourcing and products Hermes-OTTO International Hansecontrol Group International parcel distribution/Supply chain solutions/Customs consulting Hermes International Distribution Hermes Einrichtungs Service GmbH & Co. KG National companies of the Hermes Group Hermes Germany GmbH
7. Data, facts and figures about Hermes Group services. 7 15,300 people around the globe are employed by the Hermes Group. 1,500 electric delivery vehicles until 2020. 3,13 billion euros in revenue were earned by the Hermes Group in the fiscal year 2017/18. Hermes is the number 1 in transporting furniture and white goods in Germany and the number 2 in B2C parcel delivery. 766 million shipments are delivered by Hermes every year in European markets. 2.000 is the number of suppliers in the Hermes-OTTO international network, and it’s still growing.
8. We are the specialists for your customers and have more than 45 years of experience in B2C parcel shipping. 8 1972 2018 Start as an exclusive shipping services provider for OTTO 766 million shipments in the 2017/18 business year – client business rapidly expanding Share of European parcel shipping client business 80 % & private customer business 20 %
9. The perfect partner for handling your 2C shipping and returns – top performance at your doorstep or in Hermes ParcelShops. 9 approx. 14,000 delivery drivers >35,000 parcel drop-off points across Europe more than 15,000 Hermes ParcelShops throughout Germany
10. Our challenge 02
11. There is no standard software for our use case •Focus on inhouse development •Medium sized systems •Micro Services architecture •A lot of changes in parallel
12. Our application landscape is closely interwoven •Many interfaces •Approach to vertical integration •Push for more backend services used by many users/systems (SOA / API)
13. Technology is the key for improvement Logistics • The average transit time of a package is 34 hours • The time for transport could hardly be influenced Customer • Society is changing • Flexibility, new offerings Market • Established and new market competitors • Many innovations (by logistic startups)
14. Challenges we are currently solving 14 Changes take a long time Data quality and data access difficult Limited scalability In many cases, no modern technology Host systems with central business logic Relatively low level of automation in IT processes
15. 15 30 mins to go ☺
16. The survey 03
17. Where do you think an architect could help? 17
18. If you look at the Hermes application landscape as a whole, what are the biggest challenges from your point of view? 18
19. Should there be a full autonomy of the teams for technology selection? 19
20. Result: Establish lean EAM, a clear vision, best practices and transformability 20 Build centralized and comprehensive documentation of the actual landscape A common vision helps teams for better local decisions Define macro and micro architecture scope Our IT systems must become more transformable
21. Our High Level Target Architecture API / GUI GUI GUI Delivery Transport API / GUI Order API / GUI Planning & Disposition API / GUI Customer Communication API / GUI Logistic Partner Communication API / GUI Track & Trace API / GUI Billing BI advice order Time frame parcelshop tour invoice parcel Status Customer Liefery LC, Depot
22. Our lean EAM approach 04
23. Our first big goal: Create a holistic overview & transparency One place where all EA data can be found • with a focus on collaboration • linked to further information • representation of roadmaps • easy to use for occasional users Always up-to-date context information for domains, solutions, projects etc. Overview of our current IT landscape
24. Evolutionary development of our EAM 24 Manual edited Not linked up Transparency Collaboration Clear structure Holistic modeling Uniform language Widespread collaboration Added value with an established EA tool Overall EA support EAM as norm in daily business
25. Overview of EAM Integration (scope & target) 05
26. Our tool landscape (around EA) 26 Build & Deploy Portfolio Management Costing Requirement Management Project Management Incident Management Performance Management Visualize Document Management Data Governance License Mgmt. Ops. Mgmt. (CMDB) Technology Discovery Business Capabilities Business Processes Strategy to Portfolio Requirement to Deploy Request to Fulfill Detect to Correct Finance Manage r E A Busines s Analyst Busines s Analyst Data Analys t CI O Service Manage r IT Operation s IT Operation s IT Operation s PM O Produc t Owner Develope r EA / PM Cost Center Service Costs / Metrics Application s Project s Project s Microservice s Reports / KPIs Reports / Content Data Objects / Master Data SW / HW Information IT Components / Configuration Item Application s IT- Component s Process es Application s Capabilitie s Applications: Data Object transferred : Incoming relation : Major User/Stakeholder Inventory Reporting Dashboard Mobile App Web App API Metrics (Incidents) Performance Metrics / Interfaces : outgoing relation
27. Single Point of Truth for Applications 27 27 Costing Requirement Management Visualize Document Management Ops. Mgmt. (CMDB) Business Processes Strategy to Portfolio Requirement to Deploy Request to Fulfill Detect to Correct Busines s Analyst CI O IT Operation s Produc t Owner EA / PM Application s Applications Applications Applications Application s Application s Applications: Data Object transferred : Incoming relation : Major User/Stakeholder Inventory Reporting Dashboard Mobile App Web App API : outgoing relation main attributes: ID, Name, Description, Responsible ➔ Replacement of various not synchronised Excel sheets, Wiki Pages, Documents & manual copies
28. Integration for Developers 06
29. Integration for Developers 29 Build & Deploy Develope r Microservice s Inventory Reporting Dashboard Mobile App Web App API Requirements • Easy to automate via Continuous Deployment • Seamless Integration in Developer Stack • Support of typical technical build tools • Easy configuration Integration Content • Basic values (name, ID, description etc.) • Developer Team (responsible subscription) • Technical Solution (Tags) • Only important libraries (whitelist filter) • Links to Jenkins, Git in LeanIX, etc.
30. Metamodel for Applications •Applications are always on Level 1 •Applications level covers most of the information: subscriptions, tags, business capabilities, interfaces… •There could be logical groups of applications by tags Micro-servic es are on Level 2 They are always created via Add On Parent app & Criticality are added manually Tags represent technical information MyHermes order list service parcel order service
31. Microservice Pipeline based on Pivio Integration – Step by step 31 Development Version Control CI Server LeanI X Messeng er „Develop “ „Store “ „Build “ „Share “ „Inform “ Upload Push/Pu ll Upload Send Event Automatic Step Manual Step Pivio.yaml Build-File API Token Webhook Setup Pivio.yaml Build-File
32. Automatic documentation of Microservices … Source-Code Repository Source code Build Info LeanIX Metadata LeanIX Inventory Continuous Integration (CI) Pivio Client Fact Sheet Builds the Software automatically (new releases) 1 1 Dependencies from build system, e.g. uses Hibernate3, Java8, etc. 2 Automatically triggered, when a new release is created 3 Updates Fact Sheets in Inventory 2 3
33. Configuration via YAML File •Developer-friendly „YAML“ format •Open-Source Client and Server: pivio.io •Extracts Dependencies from Java & Javascript Projects
34. Outlook: What is next Spread usage to more teams Integrate more information in yaml file (e.g. data objects) Use versioning and include or link to release notes Integrate with RocketChat & bmc tools
35. Integration for Process Modellers 07
36. Integration for Process Modellers 36 Business Processes Busines s Analyst Process es Applications, Data Objects Bus. Cap Org. Structure Inventory Reporting Dashboard Mobile App Web App API Requirements • Use out-of-the box integration with easy configuration • Sync of metadata to BPM repository • Link processes to LeanIX fact sheets (apps & teams) • No extra effort for Process Modeller Integration Content • Metadata to Signavio glossary • Organisation • IT Systems • Data Objects • Business capabilities • Processes with relations to LeanIX
37. Our Configuration 37
38. Outlook: What is next Check, whether “strict” mode is possible? Reporting of KPIs, e.g. “no. and criticality of applications in processes” Use MicroServices (instead of apps) in process models
39. Integration for Occassional Users 08
40. Integration for Occassional Users 40 Document Management EA / PM Reports / Content Inventory Reporting Dashboard Mobile App Web App API Requirements • Always up to date information in Confluence • No separate login needed in Wiki • Various diagrams, levels and hierarchies • Read Only information in Confluence with Link to LeanIX for editing values Content • Application overview (table) • Application detail page (factsheet)
41. Application Overview 41
42. Application Detail Page 42
43. Outlook: What is next Plugin in Confluence for direct links to factsheets in LeanIX Integration of reports with HTML Snippet (-> LeanIX roadmap) Show Custom Reports, e.g. for our Cloud Roadmap with detailed information & aggregation
44. Culture Change 09
45. Cultural change and openness as critical factors for success Find specific questions and quickly create "values" Take into account different expectations of your stakeholder "Culture is eating all"
46. Key enabler for successful EAM 46 Strengthen cooperation Break up silos Building a common understanding Promote agility Ensure transparency
47. Book recommendation with some concrete advices 47 Establish lean processes and rules instead of overburdening stakeholders with bureaucratic processes and unneeded artifacts Evolutionary problem solving instead of creating big blueprint or big design upfront documents Promotion and facilitation of open participation instead of relying only on experts and top-down wisdom Lean Agile Enterprise 2.0
48. Lessons learned & Take Away 09
49. Enterprise architecture management tools do not reach their full potential 49 “Very few companies integrate their EAM tools sufficiently into the process landscape and project management” “Businesses typically did not provide interfaces for exchanging data between an EAM tool and BPM or a CMDB. “There is a simple reason for a lack of integration: Almost all companies see EAM as an IT job; too seldom do the IT and business work with a common EAM approach.” Source: https://www.heise.de/ix/meldung/Tools-fuer-Enterprise-Architecture-Management-schoepfen-ihr-Potential-nicht-aus-2443221.html To better use the potential, IT architecture professionals should define and implement consistent interfaces that support an enterprise-wide data model. Furthermore, it is recommendable to set up the EAM tool as a central data source with integrated data. All evaluations and applications should refer to this (Single Point of Truth, SPOT).
50. Review of our LeanIX implementation • collaboratively work on the common enterprise architecture • bringing together different groups of users and their use cases • Integration of the process and tool landscape • Simply make new users familiar with EA • Simple data model • Intuitive handling • Clear responsibilities with full data transparency • Data - Quality improvement through Survey Tool • Support specific views for application rationalization, interface management and DSGVO compliance • Integration of microservices within the deployment process • Current technology data from the CMDB Project challenges Bilateral solution
51. Take Aways 51 • Cooperate with different business units and teams • Support with specific views and reports Create social networks • Singe Point of Truth • Provide different level of detailedness Create a company wide data model • Use automation if data changes often • Eliminate redundant data sources • Let the stakeholder use their tools Flexible and automated integration
52. Other talks around Integration & Lean 52
53. An integrated EAM tool approach is possible ☺
54. Thorsten Düvelmeyer Solution Architect thorsten.duevelmeyer@hermesworld.com