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The vision journey will require progressive elaboration through a changemanagement process or enterprise transformation playbook. Your organizational structures, decision-making frameworks, governance, and metrics will all need to be evaluated to ensure alignment and coherence with the vision.
What does it look like when we’re trying to figure out how to do agile governance? Not only at the team level, but at the program level at the portfolio level, at the strategy level, like at the macro level of governance and that was kind of the problem that we really set off to solve. But a lot of times, and you guys know this.
I wasn’t actually trying to help anybody get better at software development per se, or product management per se. And we’re looking for alignment between what I might say, like the businessarchitecture or the technology architecture and the organizational architecture. That was kind of part of it.
So as you guys know, Leading Agile, we are exclusively in the changemanagementbusiness. Typically, we’re doing Agile transformation and all the changemanagement is associated with that. Implementing solid practices is key to changing hearts and minds over time.
– So, it took what we had understood about architecture and enterprise architecture and good design principles, and applied it to good program management disciplines that folks like you also brought to the table. . And then from the businessarchitecture up, it’s more like a line to strategy.
And one of the things that Dennis Stephens, 50 years ago when we first met, was talking a lot about was the idea of businessarchitecture. And we started talking about teaming strategies, and we started talking about where backlogs come from and what enterprise governance looks like and what we measure and what we control.
So, that was kind of cool, the thing that I was doing like right before we met was I had been brought into Microsoft as a contractor, building out a businessarchitecture practice, I think they called motion. So, I was helping Microsoft build a businessarchitecture practice, on the tail of that. – Hmm.
The two share a candid discussion that connects the dots between the Agile Transformation market and broader organizational changemanagement issues. And so we kind of had this key insight about the relationship between businessarchitecture and team design and enterprise agile. Transcript. – [Mike] David Anderson.
So leading Agile brings this idea of business capability, architecture, teaming strategies, flow-based governance, ultimately starting with business capabilities, but ultimately organizing around value streams, incremental and iterative transformation. Not a lot of people that deeply understand.
So leading Agile brings this idea of business capability, architecture, teaming strategies, flow-based governance, ultimately starting with business capabilities, but ultimately organizing around value streams, incremental and iterative transformation. Not a lot of people that deeply understand.
Business Knowledge. In order to understand the overarching concepts that govern the structure, benefits and value of the situation and how it related to a change or need; it is essential to have the requisite business knowledge; and the competencies underlying it are: Business Acumen. Organization Knowledge.
Would that help your organisation make better changes? How about if you could easily see the benefits of your process improvement work? Andrew Sanford, Director, We Are Lean And AgileWe. The post Process Improvement – Its All About The Benefits appeared first on IRM Connects, by IRM UK | IT Blog.
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