The Modern (IT) Organisation
The Modern (IT) Organisation
Be agile from top to bottom
About the Book
This book can be split up into two sections:
- The first section, containing the vision on the ideal Agile organisation, sketches the complete Enterprise Change Process and the whole IT landscape in the context of Lean-Agile and provides concrete methods, tooling and real life examples on how the modern IT Organisation functions and is agile from top to bottom.
- The second section containing the agile eSDLC, describing in detail the approach for agile product management, feature specification, software development and delivery
About the Author
Table of Contents
1. Epilogue
2. Total Lean-Agility in traditional organisations
The Problem of Traditional Project Cost Accounting and
Product Management
Problems achieving benefits of Lean-Agile
Agile Enterprise Frameworks a nice start
Todays Enterprise Agility goes beyond SAFe, DA, DevOps,
Scrum etc.
Lean-Agile Financial IT management with Devolved budget
streams
Financial IT governance in traditional organisations
Software to be sold, leased or marketed
Internal-use software
Web development costs
Disrupting Software, Cloud and Apps
Financial IT management in Lean-Agile organisations
Other real live approaches for financial enterprise agility
Common denominator for Lean-Agile financial IT
management
Delegated responsibilities in any type of organisation
Schuberg Philis - Harvard’s case for modern empowered
management styles
Visa International
DevOps at Spotify
The Lean-Agile Budgeting processes based on financial
investment practices
3. Lean-Agile corporate planning case
The traditional organisational structure
“Agilize” the traditional organisation
Lean-Agile corporate planning & management
4. Strategic Objectives – 1st Lean-Agile level
Strategic areas
Strategic and Operational objectives
Business Strategy Development
Analysing the company and its environment to set
strategic direction
Analysing the products portfolio and markets to discover
opportunities and develop new business
Strategy implementation
Models for managing strategy implementation
Innovation / Product Growth Strategic Objectives
New Products Design
Product / Application Lifecycle Management
ALM versus SDLC
SDLC
ICT Product & Service Life Cycle Management
Traditional Demand management
Objectives from Risk perspective
Corporate Risk taxonomy
Strategic objectives into tactical / value stream / tribe
objectives
5. Enterprise Release Management
ERM 4X-diagram
The Permanent Organisation
Enterprise Change - changing the permanent
organisation
ERM Business stream
New business
“Disposable” company
ERM Operations stream
ERM Application stream
ERM 4X-diagram Infrastructure stream
ERM compliance stream
ERM Application Quality Control Gates
ERM 4X-diagram
Value Streams and the ERM 4X-diagram
Value Streams vs. traditional Demand & Portfolio
Management
agile Enterprise Release Management
Integrated Enterprise Release Planning
Traditional Release & Change Management
Scaled Agile, DEVOPS and Quality Assurance
6. The traditional and modern Enterprise Portfolio
The traditional Enterprise Portfolio
The modern Enterprise Portfolio
OPS & non-functional requirements
Service Level Agreement (SLA)
Enterprise Quality Management
Quality Management
Nowadays ICT QA is about risk profiles
The need for risk management
QA Standards and frameworks
Risk Assessment
Risk Mitigation according to NIST SP 800-30
Linking Quality Management and Risk Management
ISO 27005, ISO 9001, NIST SP 800-30
Quality Management in DevOps/Agile from policing to
health checks
7. Business and Value Stream objectives - 2nd Lean-Agile level
Identify Value Streams
Operational Value Streams in the Real-Life Automotive Case
Enterprise Change Value stream objective definition
New business and Value Streams
8. Epics and Features - 3th & 4th Lean-Agile levels
Epics and Features
Epics in the real-life automotive case
Features and the agile eSDLC
Requirements Prioritization
9. The agile enterprise SDLC - 5th Lean-Agile level
Traditional Agile “SDLC”
Continuous delivery
eSDLC also covers the product management phase
SPECS cycle
Requirements engineering
DEV cycle
Quality Controls
Real-life case
Feature, PBI and work management with TFS Scrum
Feature Branch Workflow with Gitflow
Branching
Software Configuration management
Fully automated Quality Controls
Fully automated Release Pipeline
Software delivery, how do the BIG guys do it?
Microsoft BING
Amazon
Spotify
Unbounce
Continuous delivery
10. Outsourcing IT Functions
Why choose for outsourcing?
Software development outsourcing models
From total outsourcing to selective outsourcing
Application Delivery, maintenance, support & operations
models
Contractual options for the different outsourcing models
IT Systems multi-criteria outsourcing decision model
IT Systems multi-criteria outsourcing decision model
Go/No-Go layer: Strategic systems and capability
Core systems
Outsource other disciplines / services
Business capability
Functional capability
Requirements engineering / Architecture /
design
Functional testing
Technical capability
Technical Testing
OPS
Differentiating layer: factors for outsourcing
System components selection criteria for
outsourcing
Working environment needs
Organisation & work processes
Maturity level ICT system in Application Lifecycle
Management (ALM)
Management and cooperation models
Methodologies Waterfall agile hybrid
Agile Enterprise Software Development Life Cycle
(agile eSDLC)
practical outsourcing execution implementation
Vendor management
Application Delivery and transition
Change, extra work, issue and dispute management
Contract options
Payment schedules and cancellation procedures
A. Copyright and License
B. Appendix I The ERM-matrix
C. Strategic Objectives
Financial Strategic Objectives
Customer Satisfaction / Service Strategic Objectives
People / Culture Strategic Objectives
Operational excellence Strategic Objectives
Regulatory Strategic Objectives
D. Template OPS requirements
E. Template 4X Quality Management report
F. IT Asset lifecycle management
G. DevOps roles you need to succeed
H. Request For Release form (example)
I. Assets
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