01/16/2023 - 01/17/2023
10:00 AM - 06:00 PM
Online Virtual Class
USD $1,395.00
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02/27/2023 - 02/28/2023
10:00 AM - 06:00 PM
Online Virtual Class
USD $1,395.00
Enroll
04/10/2023 - 04/11/2023
10:00 AM - 06:00 PM
Online Virtual Class
USD $1,395.00
Enroll

The course begins with defining what the Agile methodology and the practice of Architecture are and continues by looking at their strengths and weakness. An apparent dichotomy exists, and an exploration of industry practices demonstrate possible ways to resolve the conflict. The course ends by looking at how the best of both may be achievable.

Objectives

At the end of the training, practitioners will be able to:

  • describe the Agile methodology and its relationship to and need for Architecture
  • understand the inherent challenges of Agile and Architecture
  • discuss the ways in which the industry has been connecting Architecture and Agile
  • consider ways in which Architecture can support an Agile environment

Audience

Architects, Software Development Team Leads, Technical leads, Agile team members, Managers

Prerequisites

None

Duration

2 Days

Outline for Introduction to Agile Architecture Training

Chapter 1. Enterprise Architecture (EA) Primer

  • Architecture
  • Architects
  • Enterprise Architecture Definitions
  • IEEE, TOGAF, & MIT Perspectives
  • Enterprise Architecture Defined
  • Architecture Framework: Foundation for a Common Vocabulary
  • Industry EA Frameworks
  • Dimensions of Architecture Scope
  • Architecture Domains
  • More Architecture Domains
  • Time: Baseline, Target, and Transition Architectures
  • Various Solution Architecture Definitions
  • Characteristics of a Solution Architecture
  • Example Solution Architecture: SOA for Insurance
  • Solution Architecture Context
  • Solution Architecture & Domains
  • SA Spans All Domains
  • Relationship to EA Architecture Development Process
  • Solution Architecture
  • Solution Architecture Deliverables
  • EA Involvement in SA
  • Architecturally Significant
  • Summary

Chapter 2. Challenges with Traditional Architecture

  • The Need for Senior Management Support
  • Business People Underestimate the Complexity
  • Role Clarity
  • Governance
  • Variables Outside Architecture's Control
  • Analysis Paralysis
  • Architecture Dismissed by Agile Teams
  • Scarce Resources
  • The Challenge of Alignment
  • Rogue IT
  • There's No ROI in Infrastructure
  • Summary

Chapter 3. What is Agile?

  • Development Methodologies of the ‘80’s and ‘90’s
  • Enterprise Architecture
  • Problems with this Approach
  • Unified Process
  • The Manifesto for Agile Development
  • Don't Misinterpret...
  • Agile Principles: (1 of 3)
  • Agile Principles: (2 of 3)
  • Agile Principles (3 of 3)
  • Role of a Methodology in Agile
  • Agile Methodologies
  • Scrum
  • Artifact: Product Backlog
  • Artifact: Sprint Backlog
  • Artifact: Product Increment
  • Artifact: Burndown Charts
  • Activity: Sprints
  • Activity: Sprint Planning
  • Activity: Daily Scrum
  • Activities: Sprint Review and Sprint Retrospective
  • Kanban
  • XP Practices (1 of 2)
  • XP Practices (2 of 2)
  • Summary

Chapter 4. Challenges With Agile

  • Business' Need for Predictability
  • Shortsightedness
  • Forest and Trees
  • Difficulties with Securing a Team Member from the Business
  • The Cycle of Formalization
  • Integration Challenges
  • Operations Team Seen as a Blocker
  • Reinventing Standards
  • Possible Security Issues
  • Bias to Build over Buy
  • Team Member Criticality
  • Agile Team Member Qualifications
  • Difficulties Acquiring Proper Support
  • Summary

Chapter 5. The Agile-Architecture Conflict

  • The Two Perspectives
  • Class Discussion
  • Summary

Chapter 6. How Architecture Fits in with Agile

  • Common Ground
  • Building High Quality Systems
  • Solutions of Value
  • Rapid Delivery
  • Maintaining Systems Reliability
  • Design
  • Reuse
  • Discipline
  • Measurement
  • The Core Differences
  • How is Agile Even Possible?
  • Open Source
  • Code Control and Versioning
  • Test Driven Development (TDD)
  • Continuous Delivery Automation
  • Stack Overflow
  • Twitter and GitHub
  • What Does Architecture Produce That an Agile Team Needs?
  • What Should Architecture Provide to an Agile Team?
  • Summary

Chapter 7. Where Agile and Architecture Connect

  • The Most Popular Frameworks
  • The Zachman Framework
  • IASA
  • The Open Group Architecture Framework
  • TOGAF's Scope
  • Which Architecture Principles are Non-Agile?
  • Which Business Principles? [2/1]
  • Which Business Principles? [2/2]
  • Which Data Principles?
  • Which Application Principles?
  • Which Technology Principles?
  • Which Security Principles?
  • Which Integration Principles?
  • TOGAF's Architecture Development Method
  • Development Activities in TOGAF
  • Activities TOGAF Addresses that SDLC's Usually Don't
  • Requirements Gathering in TOGAF
  • Discussion
  • Key TOGAF Deliverables
  • Discussion
  • Roles
  • Discussion
  • Summary

Chapter 8. Is There Agile Architecture?

  • What is Agile Architecture: Definition 1
  • Agile Architecture: Definition 2
  • Which Definition is Correct?
  • What is the Problem We're Trying to Solve Again?
  • Prioritization
  • Integration
  • What About How the Environment Has Changed?
  • So What to Do?
  • Can Architecture Be Sprinted?
  • Goals of Agile Architecture
  • Benefits
  • Agile Architecture at Work
  • Agile Architecture for Agile Software Projects
  • Scaled Agile Framework (SAFe)
  • Open Agile Architecture (O-AA)
  • Agile Architecture for Software
  • Agile Architecture Research
  • Agile Architecture Research Example 1
  • Agile Architecture Research Example 2
  • Agile Architecture Research Example 3
  • Agile Architecture as an EA Practice
  • Agile Architecture in the Industry
  • Agile Architecture for EA Conclusion
  • Summary

Chapter 9. An Open Agile Architecture Roadmap

  • Applying Agile Practices at an Enterprise Level
  • Intentional Architecture and Emergent Architecture
  • Aligning Agile Practices to TOGAF Domains
  • Agile Architecture Core Principles
    • Self-organization
    • Communications and Feedback at All Levels
    • Collaborative Problem Solving
    • Implement Smaller Fragments of Value
    • Drive Decision Making to the Lowest Competent Level
  • Descriptions, Rationales, and Implications
  • Shifting from Projects to Products
  • Using Innovation Dialogue
  • Considering Minimum Viable Architecture (MVA)
  • Balancing Intentional and Emergent Architectures
  • Enterprise-Level Architectural Governance
  • Stakeholder Collaboration Models
  • Agile Team Collaboration and Scaling
  • Collaboration Models between EA and Solutions Development Teams
  • Enterprise, Segment, and Solution Architecture
  • Agile Management Roles
    • Portfolio Management
    • Program Management
    • Project Management
    • Product Owners
    • Scrum Masters
  • Agile Acquisition
  • Rolling Forecast Budgeting
  • Agile Documentation
  • Pair Architecting
  • Summary

Lab Exercises

Lab 1. Case Study: The Last National Bank

Lab 2. Exercise 1: LNB’s Architecture Practice

Lab 3. Exercise 2: LNB’s Experience with Agile

Lab 4. Exercise 3: Putting it Together

Lab 5. Exercise 4: Taking it Home