The Modern (IT) Organisation
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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
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  • Categories

    • Agile
    • Management
    • Business Architecture
    • Consulting
    • DevOps
    • Agile Enterprise
    • Business and IT Alignment
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About the Author

Willem Quaranta
Sandro Quaranta

Sandro has over 25 years of experience in agile delivery of successful results. He performed many different management and consultancy roles for both ICT (on development and operations sides) and business departments for a variety of large international organisations, both private and public.

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


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


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


ICT Product & Service Life Cycle Management

Traditional Demand management

Objectives from Risk perspective

Corporate Risk taxonomy

Strategic objectives into tactical / value stream / tribe


5. Enterprise Release Management

ERM 4X-diagram

The Permanent Organisation

Enterprise Change - changing the permanent


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


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


Software Configuration management

Fully automated Quality Controls

Fully automated Release Pipeline

Software delivery, how do the BIG guys do it?

Microsoft BING






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


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 /


Functional testing

Technical capability

Technical Testing


Differentiating layer: factors for outsourcing

System components selection criteria for


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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