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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. And you know, the manifesto had just been written and I was working as a projectmanager in a company called CheckFree here in Atlanta and squarely like in the PMO.
Whether you’re learning about businessarchitecture for the first time or dreaming of ways to grow your BA career into a businessarchitecture role, my conversation with Whynde Kuehn will help you discover the value of this role in an organization and what you can do to bridge that gap in your career.
I mostly found that business agility and the existence of references to a good businessarchitecture were missing from many of them. So, I set out to put something together that made sense to me, based on a mash-up of my experience as a business analyst, a projectmanager, and an agilist.
– And I was a projectmanager. – And you were a projectmanager in a different part of the organization. I’m sitting there as this relatively young projectmanager, teaching all these folks at the bank about Agile, right, and risk management and things. – [Mike] Yeah, yeah.
And so if you’ve grown up in a traditional mindset, you’ve grown up in a traditional projectmanagement model. We talk in LeadingAgile a lot about the idea of referencearchitecture versus reference implementation. It’s based upon a very valid referencearchitecture.
I mostly found that business agility and the existence of references to a good businessarchitecture were missing from many of them. So, I set out to put something together that made sense to me, based on a mash-up of my experience as a business analyst, a projectmanager, and an agilist.
– Talk about projectmanagement and things like that. – Well, there were a couple of big things I was doing the fundamental foundational thing I’ve been doing for a long time was kind of big project recoveries. . – And you do that like at a project level. – That’s right. – Hmm.
Tip 1: Treat RDM software selection as any other project. Follow your project lifecycle and requirements definition and management (RDM) process—as you would for any other project. Apply sound projectmanagement and business analysis practices to assure that the solution you select best meets your need.
So I think a lot about the intersection, maybe businessarchitecture, organizational design, domain design, product type organizations, product driven organizations and such. So I grew up, I know you have a lot of background, PMI, projectmanagement, things like that. So you might’ve answered it.
So I think a lot about the intersection, maybe businessarchitecture, organizational design, domain design, product type organizations, product driven organizations and such. So I grew up, I know you have a lot of background, PMI, projectmanagement, things like that. So you might’ve answered it.
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