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Mike Cottmeyer was recently a guest on the Agile to Agility podcast with Miljan Bajic where he discussed Transformation, BusinessArchitecture, and Scaling. What do you do with planning cadences? What do you do with Enterprise Architecture like, the whole thing, right? Listen now. Agile to Agility Website.
That having weekly planning cadences; daily standups, reviews, and retrospectives would give people a reason to get in the same room and collaborate. The technology architecture? The governance model? Complex business rules. Governance and control. Dependencies and governance. Large mainframe platforms.
Teams become structure, backlogs become governance, and working tested product becomes metrics. . Governance is the expression of the backlog at scale. It’s about how we govern and manage the flow of work, decompose requirements, and make prioritization decisions and economic tradeoffs in the face of uncertainty. .
It’s not enough to have a ration of Sprint Planning and a slice of Jira and then call ourselves Agile. However, most impediments are knowable, predictable, and can be approached in a planful way. Build the plan, tell people what to do, and micromanage each task along the way. Overcoming our Barriers.
Pragmatically, we expect the plan, the roadmap to get there, to adapt to emerging environments and opportunities. Your organizational structures, decision-making frameworks, governance, and metrics will all need to be evaluated to ensure alignment and coherence with the vision.
So, you’re going to need a better plan of attack. Many organizations we encounter operate in functional silos, have traditional PMOs, and rigid governance and control structures. Imagine a world where the businessarchitecture, business capability model, domain-driven design, product architecture, and key strategies are in alignment.
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. Here’s how you do sprint planning.
You know, we come in and we take a look at the organizational design, we look at the businessarchitecture, the product model hierarchies. We look at the technology architecture. And you can create an operating model that is team-based with lightweight, flow-based governance at the program and portfolio layer.
How are we going to govern the flow of value? If you think a lot about what safe is, safe is fundamentally a particular reference implementation of a governance model that is designed to flow work through agile teams. It’s a way of governing. LeSS is a way of governing. Well, this is the businessarchitecture.
Assisting in portfolio planning. Assisting in managing the realisation of benefits identified in programme and project business cases. Helping to boost business agility. A source for the development of a businessarchitecture. Developing the skills of business analysts in line with the needs of the organisation.
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.
But we were trying to help people figure out how to form teams and how to get backlogs and governance aligned and to be able to just even, conceptually get to the place that you could produce a working test and increment of software. I want an encapsulated business problem, an encapsulated technology solution and a dedicated team.
It brings together all the people that are needed to plan, execute, and deliver valuable products and solutions. PI Planning The expected outcome of this event is that all of the ART members have a shared understanding of the PI objectives, visibility on work needed to accomplish the objectives, and have surfaced risks and dependencies.
I had always planned to try to chase you down and get you to come work with us, and we couldn’t keep up with you. – It’s almost like the line of demarcation is almost like, at the businessarchitecture level, because it’s like, you have the business capabilities, businessarchitecture.
What I had been doing was working with businessarchitecture capability models to try to come up with organizational patterns and work breakdown patterns that matched so we could get worked on organizations. And so we kind of had this key insight about the relationship between businessarchitecture and team design and enterprise agile.
And I was working for this VP that was like really super cool, is very into agile and we were coming up with really creative things for like team formation strategies and agile governance, all stuff. And businessarchitecture kind of a nebulous term, but how do you form teams? We have to figure out how to install governance.
And when you start to set up your release trains and you start to do your planning, Dean Leffingwell makes an assumption that we’re at about 150 people. Big upfront planning and long release cycles? It’s going to assume that you have encapsulated value streams. Functional silos? We’re looking for the answer.
And so if you show up and like you say, “Hey, I want to adopt Agile,” but you know, you’re not familiar with the strategies or Agile governance strategies or such, right? Are we doing story point estimating or are we using planning poker? ” There are a bunch of different things, right? Is there a product owner?
So we start with culture, maybe we go to practices and then all those teaming strategies and dependencies and governance and metrics and all that stuff that we struggle with all the time will just kind of work itself out. We want a culture that values responding to change over, following a plan that want to manifest the lines.
Within both private industry and government agencies, the business analyst is becoming the central figure in leading major change initiatives (1). It is rather simple but we insist to complicate things sometimes…. I hope it could! The quality of the deliverables of your vendors is the quality and timeliness of your specs.
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. We put a heavy amount of orchestration on top of anticipating.
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. We put a heavy amount of orchestration on top of anticipating.
Various techniques that are useful for organization are establishing short-term and long-term goals, action plans, maintaining checklists and prioritizing tasks. Business Knowledge. This information must be stored in an efficient manner to enable re-use later which is possible through Organization of information.
Our new COO, Philippe Bonneton, and Mike Cottmeyer sit down to discuss the challenges associated with moving monolithic legacy applications into the cloud and how an iterative and incremental change model can help you plan out a cloud migration and ensure success. As you mentioned, I spent a good amount of time in big consulting.
Our new COO, Philippe Bonneton, and Mike Cottmeyer sit down to discuss the challenges associated with moving monolithic legacy applications into the cloud and how an iterative and incremental change model can help you plan out a cloud migration and ensure success. As you mentioned, I spent a good amount of time in big consulting.
But also our businessarchitecture approaches and how we shape the right technology and structures behind the business strategies that we’re defining and working with our clients on. So like COVID being the obvious one – probably thrown out so many plans and fine. Tom Carpenter: Simon? I’m Simon Blosse.
And if we can really take this first principle of encapsulation over orchestration, if we can take that idea all the way from the top of the organization all the way down and create these strategies across with minimal, lightweight, flow based governance empowered teams at the bottom right, then we’ve got a shot for. Great idea.
And what systems first means to me is that if we can get the teaming strategies, we can get the governance models, we get the measurement and control, we create the possibility for Agile to do really, really great things in your company. That was the stuff that was getting in my way. I want our family to be successful.
And what systems first means to me is that if we can get the teaming strategies, we can get the governance models, we get the measurement and control, we create the possibility for Agile to do really, really great things in your company. That was the stuff that was getting in my way. I want our family to be successful.
Offering EA as a service positioning architecture as a consultative function that provides value to product and business teams. Shifting from control to collaboration influencing architectural decisions through education, tools, and enablement rather than rigid governance.
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