Alejandro Bianchi holds a bachelor’s degree in Analysis of Information Systems and post degree and a master’s degree in Strategic Management from the School of Business of the Universidad Argentina de la Empresa, also is Software Architect and ATAM evaluator certificate of SEI. He is Partner and President of LIVEWARE Software Engineering since 1993. Alejandro is an international consultant with nearly 30 years of experience in software development and administration of information technology.
He has participated in projects involving process improvement for software development, migration of complex systems, implementation of technological platforms, definition and adaptation of models of estimation, measurement and organizational change management, software architecture design and evaluation, and other topics related to the administration of technology. Some organizations where he has worked are British American Toobaco, (UK), GM, (USA), Canal de Panamá, Sony International, INVAP SE, Oracle Argentina, Accenture, Atos Origin, Global Bank, (Panama), Claro Argentina, Cencosud, (Chile), among others.
He has been a professor at the National University of La Plata, Universidad del Centro, Argentina, and ORT University, Uruguay. He is currently a professor and member of the Academic Board at the Catholic University of Argentina. He has published 10 international papers, presented at more than 150 conferences, and is a member of the IEEE Computer Society.
alejandro.bianchi@liveware.com.ar
Cel phone: +54911 3366-4205
Business phone: +5411 4802-1700
DVP term expires December 2019
Presentations
Applying Software Architecture Techniques to Anchor System Evolution Roadmaps
Abstract: Technology changes and new (functional) features are two common drivers for evolving a software system, and often also evolving its underlying architecture. In these cases, an evolution roadmap that provides a sequence of tasks/activities with a clear rationale is needed, and furthermore, often demanded by management in several projects. In our experience, producing such a roadmap can challenging, even when the source and the target systems are known, due to various business, technology and operational concerns at play, which affect the evolution paths and tend to hinder a global analysis by the project stakeholders. Thus, we argue that evolution planning must be a shared responsibility between managers and architects. In this presentation, we discuss experiences in applying a set of architectural techniques (utility tree, scenarios, and architectural views) to perform architectural assessments of source and target software architectures with the goal of generating an evolution roadmap that facilitates a risk analysis and a convergence of the stakeholders’ decisions. The experiences are based on two projects centered on BPM solutions and a third one involving a legacy core, in the banking and telecom domains. As the main lessons learned, we can say that architecturally-informed roadmaps help decision-makers to understand i) which mix of architectural capabilities should be delivered along the evolution path, and ii) risks associated to the tasks of the roadmap, and iii) system options that can be enabled by architectural capabilities.
Software Architecture Centric Development: Aligning Products, Processes and Teams Work
Abstract: Software-based systems continue to grow in volume, complexity and criticality. Today it is essential for the operation of any type of business the existence of a robust and functional technological platform to the organizational objectives, more: new products and / or services would be unthinkable without the existence of information technology. In this context, it is not enough to satisfy the functionality required by stakeholders, but it must be executed in an environment that sets up a well-defined and balanced set of properties to meet business objectives. These properties known as non-functional requirements or quality attributes are seldom understood by users and / or stakeholders in the system and poorness considered by development teams. The consequences are products that are not very robust, lack performance and difficult to evolve because their architecture is not adequate to the expectations of the business.
In this conference we will analyze the importance of the architectural design of a software-based system and the impact that Architecture Centric Development has on the alignment of: product quality, the appropriate production process and the dynamics of the teams work. Various methods will be presented for the design of architectures and their integration with the rest of the stages of the life cycle.
Also, in particular, we will analyze the role of Architecture in agile methods as a way to balance anticipation vs. Evolution and to manage the “technical debt.”
Digital Transformation: A Technology Framework for Success
Abstract: Mobility, BPM, Cloud Computing, Big Data, IoT and the Industrial Internet are the five technologies that leverage the so-called Digital Transformation, but what does it mean for organizations? What is the impact on their cultures? How should companies prepare for these Challenges? How should their technological platforms be transformed / evolved? What technical and business capabilities must be developed to achieve a successful transformation?
To understand and respond to the scope of this challenge, it is important to clarify its definition: Digital Transformation is the use of information technologies to produce disruptive changes that produce radical improvements in the overall performance of an organization. In this definition the key word is Transformation and not Digital, hence a project of these characteristics must be led from the business and not from the Management / IT area.
This conference presents the basic concepts of digital transformation and describes a Reference Enterprise Architecture based on data and process integration, alignment between IT and business, agile and collaborative work between IT and the business and continuous delivery of solutions, (DevOps). For each of these four capabilities good practices are described for their implementation. Finally, the whole framework is part of an implementation process based on roadmapping.
Throughout the conference are shown experiences in the field of retail, telecommunications and financial business.
