This is the book your Systems Integrator and your Application Software vendor don’t want you to read. Enterprise IT (Information Technology) is a $3.8 trillion per year industry worldwide. Most of it is waste.
We've grown used to projects costing tens of millions or even billions of dollars, and routinely running over budget and schedule many times over. These overages in both time and money are almost all wasted resources. However, the waste is hard to see, after being so marbled through all the products, processes, and guiding principles. That is what this book is about. We must see, understand, and agree about the problem before we can take coordinated action to address it.
The trajectory of this book is as follows:In Chapter 1, we explore how bad the current state is. The three industries that address software waste are discussed, including the legacy software industry, neo-legacy software industry, and legacy modernization industry. Examples of application waste are illustrated from both public and private sectors. In Chapter 2, we explore the economics of the software industry. Although the economic tradeoffs are changing at the speed of Moore’s Law, our approaches are not keeping pace. Learn how information systems really behave in terms of actual application development. In Chapter 3 we use “root cause analysis” to reveal the real contributors to this situation, which are dependency, redundancy, complexity, and application centricity. Chapter 4 recounts the many failed attempts we’ve made in the past to deal with information system complexity, including relational databases, ERP systems, enterprise data modeling, service oriented architectures, and APIs, Agile, data warehouse and business intelligence, outsourcing and offshoring, cloud, Software as a Service (SaaS), data lakes, machine learning, and artificial intelligence. Chapter 5 dismantles seven fallacies that contribute to our remaining stuck. For example, the first fallacy is “We need detailed requirements or we won’t get what we want.” The quagmire is not affecting all sectors of the economy equally. Chapter 6 looks at how this is playing out in the government and private sectors, large and small companies, and various parts of the IT industry itself. Chapter 7 outlines some action you can take now to begin to extricate yourself, including a detailed assessment and defining metrics for measuring and preventing software development waste.
Dave McComb is the President and co-founder of Semantic Arts, a consulting firm that helps organizations uncover the meaning in the data from their information systems. For 18 years, Semantic Arts has helped firms of all sizes in this endeavor, including Procter & Gamble, Goldman Sachs, Schneider-Electric, Lexis Nexis, Dun & Bradstreet and Morgan Stanley. Prior to Semantic Arts, Dave co-founded Velocity Healthcare, where he developed and patented the first fully model driven architecture. Prior to that, he was part of the problem.
Master IBM’s Breakthrough DAD Process Framework for Succeeding with Agile in Large, Complex, Mission-Critical IT Projects
It is widely recognized that moving from traditional to agile approaches to build software solutions is a critical source of competitive advantage. Mainstream agile approaches that are indeed suitable for small projects require significant tailoring for larger, complex enterprise projects. In Disciplined Agile Delivery, Scott W. Ambler and Mark Lines introduce IBM’s breakthrough Disciplined Agile Delivery (DAD) process framework, which describes how to do this tailoring. DAD applies a more disciplined approach to agile development by acknowledging and dealing with the realities and complexities of a portfolio of interdependent program initiatives.
Ambler and Lines show how to extend Scrum with supplementary agile and lean strategies from Agile Modeling (AM), Extreme Programming (XP), Kanban, Unified Process (UP), and other proven methods to provide a hybrid approach that is adaptable to your organization’s unique needs. They candidly describe what practices work best, why they work, what the trade-offs are, and when to consider alternatives, all within the context of your situation.
Disciplined Agile Delivery addresses agile practices across the entire lifecycle, from requirements, architecture, and development to delivery and governance. The authors show how these best-practice techniques fit together in an end-to-end process for successfully delivering large, complex systems--from project initiation through delivery.
Coverage includesScaling agile for mission-critical enterprise endeavors Avoiding mistakes that drive poorly run agile projects to chaos Effectively initiating an agile project Transitioning as an individual to agile Incrementally building consumable solutions Deploying agile solutions into complex production environments Leveraging DevOps, architecture, and other enterprise disciplines Adapting your governance strategy for agile projects
Based on facts, research, and extensive experience, this book will be an indispensable resource for every enterprise software leader and practitioner--whether they’re seeking to optimize their existing agile/Scrum process or improve the agility of an iterative process.
This is the first practical, hands-on guide to knowledge transfer in today's agile environments. Using a realistic, large-scale case study, ThoughtWorks expert Vinod Sankaranarayanan shows how to elevate knowledge transfer from "necessary evil" to an activity full of agility and innovation, and bring together multiple organizations and cultures to make ownership transfer work.
Sankaranarayanan explains why mere documentation of error reports and processes isn't enough, and shows how to successfully craft a knowledge transfer program that's more substantive and effective. Along the way, he offers guidance on overcoming the commercial compromises and personal tensions often associated with transferring systems to new ownership; and on transforming mere "knowledge transfer" into something much better: "taking ownership."
Aspiring digital businesses need overall IT agility, not just development team agility. In Agile IT Organization Design , IT management consultant and ThoughtWorks veteran Sriram Narayan shows how to infuse agility throughout your organization. Drawing on more than fifteen years’ experience working with enterprise clients in IT-intensive industries, he introduces an agile approach to “Business–IT Effectiveness” that is as practical as it is valuable.
The author shows how structural, political, operational, and cultural facets of organization design influence overall IT agility—and how you can promote better collaboration across diverse functions, from sales and marketing to product development, and engineering to IT operations. Through real examples, he helps you evaluate and improve organization designs that enhance autonomy, mastery, and purpose: the key ingredients for a highly motivated workforce.
You’ll find “close range” coverage of team design, accountability, alignment, project finance, tooling, metrics, organizational norms, communication, and culture. For each, you’ll gain a deeper understanding of where your organization stands, and clear direction for making improvements. Ready to optimize the performance of your IT organization or digital business? Here are practical solutions for the long term, and for right now.Govern for value over predictability Organize for responsiveness, not lowest cost Clarify accountability for outcomes and for decisions along the way Strengthen the alignment of autonomous teams Move beyond project teams to capability teams Break down tool-induced silos Choose financial practices that are free of harmful side effects Create and retain great teams despite today’s “talent crunch” Reform metrics to promote (not prevent) agility Evolve culture through improvements to structure, practices, and leadership—and careful, deliberate interventions
Mary O’Connell and James "Wes" Wesleyan, recently engaged to be married, share a commitment to Lean and Agile Software. They have recently become leaders in two very different companies – one, stuck in a slow-moving, unresponsive, process-driven quagmire of a software culture; the other, struggling through the chaos of a sales-driven, process-less swirl. Together with their wise mentor, Neville Roberts, they identify two approaches to making needed changes: Drive People (a top-down approach focused on processes and tools), and People Driven (an enablement approach focused on people and organizations). Mary and Wes evaluate their situations and choose approaches that best fit for them, and the transformations commence.
A Tale of Two Transformations differs from many information technology books by grappling with all the complexities of our organizations: the people, the politics, the financials, the processes – in short, the culture from which our Lean and Agile journeys must begin. The change model presented in the flow of the stories is generally applicable, and can help anyone thinking about how to improve their organization.
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