Is it possible for enterprise architects to be really agile?
summary
Claims that enterprise architecture can be agile by treating architecture as a product and giving the lead EAs a nine‑person product team with PO empowerment and chapter/scrum support; builds lightweight outputs as MVP increments (PowerPoint roadmaps, an Excel “bubbles” investment engine, a tech debt list) tracked in Jira; the tech debt registry becomes actionable after being put into CIO OKRs and yields budgeted remediation; some experiments fail (a “Bank on a slide” visualization) and no daily standups were kept, but core items delivered measurable value.
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chapters (22)
- 0:00Introduction
- 1:10Defining architecture and Enterprise Architects
- 3:15Enterprise Architecture vs agility
- 5:48Scalable Agile Framework analysis
- 7:55BNP Paribas agile transformation
- 10:00Agile principles for architecture
- 13:31MVP and incremental delivery
- 15:00Road maps and Tech Depth registry
- 17:51Tech Depth registry success
- 20:48Fail fast lessons
- 22:35Old tasks vs new backlog
- 23:43Agile ceremonies that failed
- 26:13Sprint goals and continuous flow
- 27:19Current maturity and goals
- 27:44Q&A
- 28:28Q&A: Measuring Tech Depth
- 31:57Q&A: Teams' comfort with emerging architecture
- 33:03Q&A: Convincing teams to change architecture
- 34:29Q&A: Resistance among Architects
- 35:11Q&A: Peer reviews and standups
- 36:38Q&A: Feedback channels and iteration length
- 38:23Q&A: Decision boundaries
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