Towards Agile IT/Business Alignment at BizDevOps

Guillermo Fuentes-Quijada

, Francisco Ruiz-González

and Angélica Caro

Institute of Technology and Information Systems, University of Castilla-La Mancha, Ciudad Real, Spain

Computer Science and Information Technologies Department, University of Bío-Bío, Chillán, Chile

Keywords: BizDevOps, Agility, IT-Business Alignment, Enterprise Architecture, Software Development.

Abstract: BizDevOps extends DevOps with an additional business cycle that incorporates non-IT stakeholders. This

additional cycle focuses on IT/Business alignment to better respond to the needs of organizations, but, so far,

does not consider the challenge of agility. This can lead to a bottleneck in the software lifecycle, causing

agility to be lost in the overall software lifecycle, even though the development and operations cycles, typical

of DevOps, are agile. This position paper sets out a discussion of the problem and its relevance, the associated

difficulties and possible approaches to a solution proposal. The difficulties identified correspond to four

dimensions: stakeholders, processes, information, and resources. Among the most promising proposals to

address the problem is Enterprise Architecture, but including agile practices, as included in the recent version

10 of the industry standard TOGAF.

1 INTRODUCTION

New software development approaches have been

proposed in order to respond to the ever-changing

needs of organizations (Gokarna & Singh, 2021).

Some of these incorporate features to promote

communication and collaboration between IT and

business teams. BizDevOps is one of them and

considers three continuous and integrated cycles

(business, development and operations) to carry out

the implementation of the organization’s software

requirements (Gruhn & Schäfer, 2015). BizDevOps

has its origins in DevOps, which places special

emphasis on aligning software development and

operations teams with the goal of streamlining

software production and delivery (Al-Zahrani &

Fakieh, 2020; Hart & Burke, 2020; IEEE, 2021;

Wiedemann, Wiesche, Gewald, & Krcmar, 2020).

BizDevOps extends DevOps with a third cycle, which

incorporates the business perspective into software

development (Drews, Schirmer, Horlach, & Tekaat,

2017). This approach, with its business cycle, aims to

strengthen the involvement of business areas in IT

processes, as this provides better aligned responses to

the changing needs of organizations (Sanjurjo,

https://orcid.org/0000-0002-0798-5186

https://orcid.org/0000-0002-4923-7848

https://orcid.org/0000-0002-2066-7131

Pedreira, Garcia, & Piattini, 2020). This IT/Business

alignment is one of the most challenging activities in

IT management and governance for technology

leaders, according to Kappelman, Johnson, Torres,

Maurer, and McLean (2019).

One of the tools to facilitate and support

IT/Business alignment is the Enterprise Architecture

(EA) descriptions (Lankhorst, 2017). According to

Lankhorst, an EA description is a coherent set of

principles, methods and models that are used in the

design and realization of an enterprise's

organizational structure, business processes,

information systems and infrastructure, which

provide a holistic view of the organization.

Moreover, the integration between development

and operations has already been favorably addressed

with DevOps and agility (Almeida, Simões, & Lopes,

2022; Hemon, Lyonnet, Rowe, & Fitzgerald, 2020;

Raj & Sinha, 2020; Snyder & Curtis, 2018). This is

advantageous because there is an early detection of

faults, improved team communication, less resource

consumption (time, money) and improved software

quality (Raj & Sinha, 2020).

Consequently, in the BizDevOps approach it

could also be advantageous to incorporate agility in

608

Fuentes-Quijada, G., Ruiz-González, F. and Caro, A.

Towards Agile IT/Business Alignment at BizDevOps.

DOI: 10.5220/0011965400003467

In Proceedings of the 25th International Conference on Enterprise Information Systems (ICEIS 2023) - Volume 2, pages 608-614

ISBN: 978-989-758-648-4; ISSN: 2184-4992

 2023 by SCITEPRESS – Science and Technology Publications, Lda. Under CC license (CC BY-NC-ND 4.0)

the third cycle, thereby facilitating the inclusion of

business-associated continuous engineering activities

such as ‘Continuous Planning’ and ‘Continuous

Budgeting’ (Fitzgerald & Stol, 2017). This would

allow consideration of continuous IT/Business

alignment proposals (Hinkelmann et al., 2016) in

BizDevOps. However, being a more recent approach,

it is still an open challenge.

With the above in mind, our motivation is to

explore ways in which organizations can achieve

IT/Business alignment while ensuring agility when

using the BizDevOps approach. This would entail

identifying or devising proposals to ensure that

IT/Business alignment is achieved by following agile

practices, and in turn is consistent with agile DevOps

practices. This position paper aims to discuss the

challenge, its difficulties and possible ways to address

it.

The structure of this paper is as follows: Section

2 details the background to this work. Section 3

discusses the problem and possible ways to address it.

Section 4 presents related work. Finally, Section 5

outlines the conclusions and future work.

2 BACKGROUND

Some of the main concepts related to this work are

outlined next.

2.1 BizDevOps

The concept of BizDevOps represents the active and

joint participation of business, development and

operations teams for the purpose of developing

software (Gruhn & Schäfer, 2015).

Figure 1: BizDevOps cycles.

This approach emerges as an extension of

DevOps, and seeks to integrate business stakeholders

(Lohrasbinasab, Acharya, & Colomo-Palacios,

2020). DevOps is defined as a set of principles and

practices that enable better communication and

collaboration among relevant stakeholders in order to

specify, develop and operate software and systems

products and services, and continuous improvements

in all aspects of the lifecycle (IEEE, 2021).

In Gruhn and Schäfer (2015) BizDevOps is

defined from three perspectives, each associated with

one of the cycles (see Figure 1) to which the concept

is linked. This definition indicates that:

 A BizDevOps approach allows people in the

business departments to express and review

requirements in a hands-on manner and thus

reduces the necessary knowledge transfer from

business to IT and provides fastest possible

feedback cycles (the ‘Biz’ in BizDevOps).

 A BizDevOps approach allows IT departments

to govern the whole application development

process to ensure high quality of the software

artifacts (the ‘Dev’ in BizDevOps).

 A BizDevOps approach provides an integrated

and automated tool chain integration to allow as

much automation and thus development pace

(the ‘Ops’ in BizDevOps).

According to (Gruhn & Schäfer, 2015),

BizDevOps ‘reinforces the collaboration between

business, development, and operation stakeholders in

the organization in order to enhance the software

lifecycle’. One characteristic of BizDevOps is that of

proposing that the stakeholders in the business areas

play an active role in SW creation efforts and the fact

that this approach seeks to quickly reflect changes in

requirements in the SW products, with the objective

of improving Time-to-Market (Gruhn & Schäfer,

2015). Strengthening the involvement of the business

areas provides faster and better aligned responses to

organizations’ changing needs, but the

implementation of BizDevOps in an organization

must take into account IT services and infrastructures,

along with tasks, processes and roles (Sanjurjo et al.,

2020).

2.2 Enterprise Architecture

EA allows us to protect the core of the organization

while simultaneously having great flexibility and

adaptability (Lankhorst, 2017). A good EA practice

could help to achieve success in the organization

(Lankhorst, 2017). The useful aspects of EA for

software developers and researchers have been

summarized in (Pérez-Castillo, Ruiz, Piattini, &

Ebert, 2019). For example, it can be used as a tool to

monitor technical resources and thus avoid

Towards Agile IT/Business Alignment at BizDevOps

609

redundancies; it can also be used to control and share

knowledge in a modular manner.

One of the main notations for Enterprise

Architecture modeling is ArchiMate (Rouhani,

Mahrin, Nikpay, Ahmad, & Nikfard, 2015). The

ArchiMate notation, which is now in its version 3.2

(The Open Group, 2022a), is service-oriented and has

6 layers for modelling. Of these layers, three are of

clear interest for BizDevOps initiatives. These are the

business, application and technology layers.

2.2.1 TOGAF and Agility

One of the main de-facto standards employed for the

EA practice is TOGAF (The Open Group

Architecture Framework) (Kornyshova & Barrios,

2021; Simon, Fischbach, & Schoder, 2013; The Open

Group, 2022c). TOGAF states that the purpose of EA

‘is to optimize across the enterprise the often-

fragmented legacy of processes (both manual and

automated) into an integrated environment that is

responsive to change and supportive of the delivery

of the business strategy’. Some of its main benefits

are the following (The Open Group, 2022c): more

effective and efficient business operations; more

effective and efficient Digital Transformation and IT

operations; better return on existing investment,

reduced risk for future investment, and, faster,

simpler and cheaper procurement.

TOGAF incorporates guidelines and methods to

help those in charge of enterprise architectures to

understand and integrate agile practices in the

establishment of the first architecture of the

organization and in its evolution. This framework

leverages agile practices such as sprints with short

iterations, which are useful for obtaining early

stakeholder feedback and results. This enables

enterprise architects to deliver value earlier and

iteratively, either in a planned or emergent manner

(The Open Group, 2022c).

3 DISCUSSION

Our focus is to study how to achieve IT/Business

alignment while ensuring agility, in organizations

using the BizDevOps approach in the context of

software development. In this section, we discuss the

various difficulties associated with this challenge and

the solutions that have been presented in the

literature; we then discuss possible ways to address

this challenge.

3.1 Difficulties and Specific Solutions

Part of this study focused on understanding what the

main difficulties of the Biz cycle are (see Figure 1)

and how they affect organizations. So far, we have

identified some difficulties in 4 dimensions, by means

of a systematic mapping of the literature:

 Stakeholders: in the BizDevOps domain we

can clearly identify two groups of stakeholders:

business stakeholders and IT stakeholders

(development and operations teams)

(Lohrasbinasab et al., 2020). These stakeholders

have a different culture, a different way of

seeing and doing things. More importantly, they

communicate differently (models, diagrams,

etc.). In addition, business stakeholders are not

familiar with many of the stages of the software

development lifecycle. This creates barriers

between teams when collaborating and

communicating.

 Processes: In the development and operations

cycles, the processes adopted by teams follow

continuous engineering trends, which results in

streamlining the software development lifecycle

(Fitzgerald & Stol, 2017). On the other hand, in

the business cycle, despite not being alien to

agile practices (Oprins, Frijns, & Stettina,

2019), they are still far from being the de facto

way to operate. It is common to use hierarchical

and bureaucratic organizational structures and

processes or worse, guided by poor and

misapplied agility (Denning, 2020). On the

other hand, there is a constant need to improve

the time-to-market of organizations (Díaz,

Almaraz, Pérez, & Garbajosa, 2018; Fitzgerald

& Stol, 2017; Gruhn & Schäfer, 2015). But

often the lack of alignment of the teams prevents

them from achieving rapid responses to the

demands of the organizations (Díaz et al., 2018).

 Information: in this dimension, works such as

that of Hart and Burke (2020) have shown that

one of the weaknesses of organizations is not

having indicators that allow them to evaluate the

performance of IT/Business alignment.

 Resources: in BizDevOps cycles,

organizational needs must be met as quickly as

possible. For this reason, software and

infrastructure resources that facilitate and

automate tasks have already been identified as

critical to DevOps success (Azad, 2022). In the

third cycle of BizDevOps, identifying tools that

help or support IT/Business alignment tasks is

an open challenge.

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In the literature reviewed, different types of

proposals describe ways to address these difficulties.

Some of these proposals are presented below.

In terms of processes, the work of

Samarawickrama and Perera (2017) proposes the use

of SCRUM practices to standardize agile processes in

DevOps. SCRUM (Sutherland, 2020) is a framework

that helps solving complex problems in an agile way

and its domain is not only related to software

development. It should be remembered that we could

use this framework to build a bridge or help business

stakeholders to introduce agile practices into their

processes. In addition, works such as Fitzgerald and

Stol (2017) propose continuous engineering practices

to improve time-to-market. In the field of

development and operations, the practices of

‘Continuous Integration’ and ‘Continuous

Deployment’ are proposed, while ‘Continuous

Planning’ is proposed for the business field.

Regarding the stakeholders, BizDevOps

describes values and principles for bridging gaps

between IT and business teams. The work of

Lohrasbinasab et al. (2020) describes the adoption of

the values of the CAMS model (Culture, Automation,

Measurement and Sharing) and principles such as

‘Value stream and process mapping’ among others,

with the aim of establishing multidisciplinary teams

sharing the same culture.

In the information dimension, particularly in

terms of metrics and indicators, we have not

identified proposals associated with BizDevOps.

However, there are proposals associated with DevOps

to measure the performance of ongoing tasks

(Forsgren & Kersten, 2018; Sallin, Kropp, Anslow,

Quilty, & Meier, 2021). Implementing an approach

such as BizDevOps in an organization is risky in the

absence of information such as indicators and/or

metrics to assess its contribution.

In terms of resources, for Biz cycle we have not

identified proposals, which is not the case for Dev and

Ops cycles. The work of Kersten (2018) describes

many tools that support the ongoing tasks associated

with the development and operations cycles to

facilitate the integration of these two teams.

3.2 Proposals for Agile Alignment of IT

and Business

As already mentioned, the literature presents some

ways of resolving the difficulties associated with the

problem that motivates this work. However, tackling

them individually does not solve the problem

described. That is why it makes sense to seek holistic

approaches to the problem.

In order to address the challenge presented and its

difficulties, we believe that there are different ways

of proceeding that allow us to generate proposals for

solutions. One of these ways is to consider the use of

enterprise architectures, as this was designed to

facilitate the alignment of the ITs with the business

since it considers business, systems and technology

aspects in a holistic manner (Lankhorst, 2017).

Besides, recent proposals such as TOGAF version 10

(The Open Group, 2022b) can be used to address this

alignment with agility. This framework describes the

use of SCRUM practices to adopt agility while

exercising enterprise architecture practices. These

agile practices could allow multidisciplinary teams

(such as those established in BizDevOps with

business, development and operations profiles) to

achieve alignment without hindering the software

development lifecycle. In addition to all this, in the

practice of enterprise architecture, there are notations

such as ArchiMate (The Open Group, 2022a), which

allows us to communicate, analyze, share and agree

on ideas, requirements and concerns in

multidisciplinary teams. The idea is to take advantage

of the fact that this visual language can be handled

and understood by all the stakeholder profiles

involved. The proposal is reinforced if we consider

that, in the practice of enterprise architecture,

communication, values and principles are part of its

central axis (Lankhorst, 2017). This is similar to

BizDevOps, where some of its pillars are the

communication, values and principles it promotes

(Lohrasbinasab et al., 2020).

In turn, the proposed solution can consider the use

of artefacts such as reference architectures to specify

how to implement this alignment in an agile way. A

reference architecture is a kind of generic

architectural template that provides guidelines and

options for decision making in the development of

more specific architectures and implementation of

solutions (The Open Group, 2022c). In the context of

BizDevOps, it could be the means to consider the key

aspects of the approach and support to resolve

IT/Business alignment in an agile way, while

implementing solutions. Another useful artefact in

this context could be the viewpoints (ISO/IEC/IEEE,

2011), which allow us to analyze and share the

concerns and interests of each type of stakeholder,

thereby supporting IT/Business alignment and

establishing a standard form of communication in

BizDevOps teams.

Despite this, it is easy to think (in the agile/IT

context) that the concept of ‘enterprise architecture’

is synonymous with excessive documentation

generation and rigid practices. This is at odds with

Towards Agile IT/Business Alignment at BizDevOps

611

what BizDevOps and agile practices promote. We are

aware of this concern and know that proposed

solutions to this challenge must be an enabler of the

process and not a new bottleneck. For this reason, the

design of any solution will be designed with the

objective of making the alignment process more

flexible and agile.

It is also interesting to complement the toolkit

inherited by BizDevOps to consider the tasks

associated with alignment since in DevOps there are

many tools that support the continuous tasks

associated with this approach (Kersten, 2018).

Nevertheless, it is necessary to have tools that

facilitate the tasks associated with the third cycle of

BizDevOps. Therefore, it makes sense to establish a

toolkit that complements what already exists for

DevOps and considers the Biz cycle.

Additionally, the inclusion of indicators and/or

metrics associated with the agile alignment of

IT/Business should be considered for BizDevOps.

These should allow to feed back into the Biz cycle

and make decisions about the process. This can be

done by adapting proposals beyond the context of this

approach, for example as proposed by Imgharene,

Doumi, and Baina (2020), or by specifying new

indicators and/or metrics that could include aspects

associated with agile EA practice and allow us to

evaluate and analyze whether alignment is taking

place.

As already stated, there are several ways of

proceeding and generating proposals to address the

problem and its difficulties. The challenge of

achieving agile IT/Business alignment in the context

of BizDevOps is interesting considering that the use

and the list of benefits of DevOps has increased over

the last two decades (Faustino, Adriano, Amaro,

Pereira, & da Silva, 2022).

4 RELATED WORK

We are not aware of proposals that address

BizDevOps in conjunction with agile and EA

practices. We have however identified proposals that

address part of the challenge or consider partially

useful solutions.

Considering the use of EA in the context of

DevOps, Hadar and Hadar (2016) describe a

reference architecture, with the authors concluding

that the use of EAs 'cultivates knowledge reuse,

harvests information, reduces misinterpretation and

contributes to professional community cohesion'.

Austel et al. (2015) propose an enterprise architecture

that specifies a holistic view of solutions enabling the

integration of development at the operations level. In

Shahin, Rezaei Nasab, and Ali Babar (2021),

descriptions of conceptual enterprise architectures are

presented to guide how software is developed with

DevOps. This type of SW development approach is

not unrelated to the use of enterprise architectures and

is a useful way to address certain issues such as

communication and transmission of knowledge and

concerns. It is worth mentioning that these proposals

do not address IT/Business alignment.

Among the proposals that include software

development and the use of EA practice is the one by

Alzoubi and Gill (2020). In this proposal, the authors

suggest that agile enterprise architecture has positive

effects on active communication, on-budget

completion, functionality and quality of software

development. Hanschke, Ernsting, and Kuchen

(2015) present a proposal for creating enterprise

architecture deliverables when implementing an agile

software project, using SCRUM and Serum

(Software Engineering Risk: Understanding and

Management). They also describe how enterprise

architects can collaborate with agile software

development teams. These proposals that consider the

use of EA are not alien to agile practices. However,

they do not consider BizDevOps and IT/Business

alignment.

In the context of IT/Business alignment and

BizDevOps, there are two interesting proposals.

Gruhn and Schäfer (2015) describe a proposal to

enable end-users to participate in the creation of

applications and even to have at their disposal the

necessary tools that allow them to create their own

applications. The authors indicate that this helps to

bridge the gap between the business and the IT

department. However, we believe that this scenario is

not the most frequent in organizations because end

users are often not involved in software development.

Our target scenario is where experts from each

domain (business, development and operations)

collaborate to realize the organization’s software

requirements.

In Forbrig (2018) a way to represent knowledge

using a formal BPM-based notation, called S-BPM, is

proposed for use in BizDevOps environments. This

knowledge representation allows domain experts to

express their ideas, make them understandable and

visible, in a cross-cutting way, to all actors in the

organization. This proposal aims to contribute to the

alignment and, in particular, to the transversal

communication of knowledge. Yet, formal notations

require specific training, which means that not all

business profiles can benefit from this proposal.

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5 CONCLUSIONS

The study by Kappelman et al. (2019) shows that

IT/Business alignment is in the top 10 of IT leaders'

concerns. In addition, the same study details that

among the top 10 practices associated with

information technology in which organizations

should invest more, is the practice of enterprise

architecture. Considering these two facts, it is

interesting to study agile enterprise architecture

practices to address IT/Business alignment in

software development projects using the BizDevOps

approach.

Furthermore, the literature associated with

BizDevOps has only presented ideas on how to

address IT/Business alignment, but no concrete

proposals have been specified to perform this task and

certainly not on how to ensure agility. Therefore, it

makes sense to think that, by presenting concrete

solutions to the described problem, BizDevOps could

be consolidated as a very beneficial replacement of

DevOps for organizations.

Our paper has presented the discussion of the

described problem, addressing four dimensions of

difficulties encountered (stakeholders, processes,

information and resources) and discussing some

proposals addressing them. Then, we have discussed

different ways to generate proposals for solutions that

address the problem or part of it, being the use of

enterprise architectures one of the most complete

proposals for this purpose. This is so since it describes

interesting characteristics, such as helping to address

IT/Business alignment, providing a holistic

description of the organization and, in addition, the

ability to perform an agile practice of it. We believe

these characteristics are suitable for solving the

potential business cycle bottleneck and addressing

alignment activities in BizDevOps.

As future work we intend to further explore this

challenge, as well as specify and validate the solution

proposals to assist in the IT/business alignment task

of the third cycle of BizDevOps.

ACKNOWLEDGEMENTS

This work has been supported by OASSIS project

(PID2021-122554OB-C31, funded by MCIN / AEI /

10.13039/501100011033 / FEDER, EU). Grant

PRE2019-087303 funded by MCIN/AEI/

10.13039/501100011033 and, by “ESF Investing in

your future”.

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