- The document discusses the evolution of IT systems and the growing need for integration driven by consumer demand and disaggregated architectures. - It introduces challenges brought about by fast changing technology and the concept of becoming "Integration Agile" by focusing on people, process, and technology. - A maturity model is presented that organizations can use to assess their current stage of integration maturity and guide their movement to more advanced stages like early agility and integration agility.

1. A Reference Methodology for Agile Digital
Businesses

2. Hello!
Nadeesha Gamage
Associate Director, Solutions Architecture @ WSO2
https://www.linkedin.com/in/nadeesha23/

3. ● Associate Director of Solution Architecture @ WSO2.
● 14 years in the IT industry. 9+ years at WSO2. Building scalable, low latency, robust
solutions for our customers.
● Currently heads the solutions architecture practice for Asia Pacific region @ WSO2.
3
About Me

4. ● Evolution of IT systems.
● Challenges brought about by technology.
● Becoming Integration Agile : People, Process and Technology.
● Maturity Model : pragmatic view.
● Moving through different stages of maturity.
● Case Study.
● Q & A.
4
Agenda

5. Evolution of IT systems
5

6. The Integration Imperative is Growing
Disaggregated architectures drive 50 billion endpoints to grow >1 trillion
CONSUMER DEMAND
Everything is programmable,
making integration a pervasive
problem...
...You can no longer be a software
organization without also
becoming an integration
organization…
…Integration is the unspoken
challenge of cloud services
SUPPLIERS DISAGGREGATE ARCHITECTURE TO MEET DEMAND
1
10
102
103
105
109
MONOLITHIC
BUSINESS APP
ENTERPRISE
APPS
DEPARTMENTAL
APPS
SAAS APPS
PUBLIC /
PRIVATE APIS
SERVERLESS &
MICROSERVICES
1970s
|
MAINFRAME
1980s
|
IT
AWAKENING
1990s
|
INTERNET
2000s
|
MOBILE
2010s
|
IoT/AI
2020+
|
DIGITAL NATIVE
6

7. The Integration Imperative is Growing
Disaggregated architectures drive 50 billion endpoints to grow >1 trillion

8. ● Customers demand better experience and services.
● Keeping up with the demands from partners and related stakeholders.
● Fast changing technological landscape.
● Hiring, training and retaining the right people.
● Organizations need to identify where they stand and how they can
improve their position.
Challenges brought about by technology
8

9. Becoming Integration Agile
9

10. People

11. ● Culture plays a key role in embracing change within an organization.
● Organizational structure affects decision making and how innovative ideas are
implemented and delivered.
● Focus on moving from Pyramid -> Hub and Spoke -> Podular structure
People
11

12. ● Teams responsible for building, running and managing their application.
● Team consist of people with multiple skills required for the job.
● Acts as an autonomous business unit.
● Independence in decision making.
● Clear KPIs that are easy to monitor.
People : Moving towards a Podular Structure
12

13. Process

14. ● Defines steps to achieve a goal.
● Connected with people in its execution.
● Connected with technology to optimize the productivity.
● Technology enabling process to be improved. Eg. Improved DevOps tools to
enable a better product delivery process.
Process
14

15. Process continuum
15

16. Process continuum
16
Waterfall Agile

17. Technology

18. ● Enables people and process to achieve the required level of maturity.
● Fast changing technology trends, demanding the need for better processes for
governance.
● Architecture is the foundation for technology.
● 3 common patterns; Layered, Segmented and Cell Based Pattern.
● Selected pattern has a direct impact on what technologies would be used, what
processes to follow and what people to be included.
Technology
18

19. Architecture Patterns
19

20. Maturity Model

21. Maturity Model
21

22. Maturity Model : Pragmatic view
22

23. Moving through different stages

24. 1.Monolithic to Fast-Waterfall
24
People Process Technology
People required to use source
control and test frameworks
Introduce software development
process
Define an enterprise architecture
using a layered architecture
pattern
Code quality and design reviews Move away from ad-hoc processes
and practices
Categorize layers based on
functionality
Connecting internal and external
systems using middleware
technology
Outcome - Build applications and dashboards using data gathered from multiple
internal and external systems.

25. 1.Monolithic to Fast-Waterfall
25

26. 2.Fast waterfall to API Driven
26
People Process Technology
Smaller teams Build multiple project plans to
execute in parallel
Move to a segmented architecture
from a layer architecture
Teams to work on projects in
parallel
Follow an API Design guideline Expose core business capabilities
as APIs
Encourage app developers to use
APIs when developing applications
Outcome - Providing the ability for internal and external app developers to deliver
better digital experiences by utilizing APIs.

27. 2.Fast waterfall to API Driven
27

28. 3. API Driven to Early Agility
28
People Process Technology
Distributed decision making and
management
Automated processes for
continuous integration and delivery
Segmented architecture based on
the scope of services.
Technical capabilities as shared
services through a platform
Enforce governance and policies
through the platform
Decentralized deployments
whenever possible
Use of lightweight deployment
environments such as containers
Outcome - Building real-time information exchange with consumers through digital
applications.

29. 3. API Driven to Early Agility
29

30. 4. Early Agility to Integration Agile
30
People Process Technology
Building an ‘Agile-core’ team Iterative execution model Going cloud native
Self organized teams Continuous integration and delivery Podular cell-based architecture
Empowering everyone to be an
agile master
Test driven development
Outcome- Delivering consumer driven, digital-native applications that are linked to
a constant feedback loop.

31. 4. Early Agility to Integration Agile
31

32. ● A leading Bank in Philippines.
● Move from Monolithic to Early Agility stage within a span of couple of years.
● Revolutionary digital products including a well integrated mobile wallet.
Case Study
32

33. ● Commonly used internal APIs are listed on an internal API Portal. Resulted
in high levels of service reuse.
● Partners able to consume internal services in a standardize and secure
manner.
● Decentralized team structure. Ability to adapt better to business demands.
● Distributed decision making.
● Automated DevOps process; Reduced the time to market, integrated test
suites improved stability and reduced bugs.
● Adhere to an API Design Guideline to make APIs consistent and easily
consumable.
Case Study : Business Benefits
33

34. ● Provides a vendor independent, consultancy service to help customers to reach
towards an Integration Agile state.
● Pre assessment of the current state of maturity.
● Builds an API Strategy for your organization.
● Create Business and Solutions Architecture for your organization.
● Strategic Workshops for internal teams.
Take a free assessment https://wso2.com/agile-maturity-assessment/assessment/
How WSO2 Can Help
34

35. Question Time!

36. wso2.com
Thanks!