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Agile architecture v2
Agile architecture v2
Agile architecture v2
Agile architecture v2
Agile architecture v2
Agile architecture v2
Agile architecture v2
Agile architecture v2
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Agile architecture v2

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Agile techniques should not be limited to just development. Even architecture approaches can benefit in this highly dynamic business environment.

Agile techniques should not be limited to just development. Even architecture approaches can benefit in this highly dynamic business environment.

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  • 1. © Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Agilearchitecture AspringboardforITrelevance andenterprisegrowth Discover Forum session DF3567 Charlie Bess/ June 12, 2014 11:15-11:45 in the Discussion forum Twitter Handle:@cebess #HPDiscover
  • 2. © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.2 Architecture focus needs to shift accordingly Transformation of IT Techno-centric Service-centric Business-centric • Control costs • Operate and manage IT viewed as necessity Cost center • Understand the business • Optimize IT process and organization • Manage relationships Solution Service center • Aligned to business • Optimized application portfolio, information and business process • Promote business innovation through IT Partner Business innovator
  • 3. © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.3 Agile architecture: A short definition • Focuses on delivering highest business value in shortest time • Allows rapid and repeated definition of structures and standards needed for development and business support • Depends on business goals to define priorities. The architecture team self-manages to determine best way to deliver highest priority architecture definitions. • Facilitates the decision-making process by allowing anyone to see real models and definitions
  • 4. © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.4 New Style of business (and IT) Client / Server New Style of IT Social Media Systems of record Systems of engagement Cloud Systems of action Devices Global competition Mobile on the go Information explosion Innovation Flexible business models Social media New customs/ behaviors Hybrid sourcing (as a service, private cloud, public cloud) Level of service Automation Security compliance Costs Information optimization Sustainable innovation Personalization Distractions
  • 5. © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.5 Making IT a springboard Reduce complexity Minimize risk Lower costs Improve time-to-value Provide big enough picture
  • 6. © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.6 Shifting how we think Fundamentals of agile architecture Businesses change: Increase return on investment by aligning IT with business goals Focus on value: Create to be used in the near term Visibility: Provide enough standards to allow flexibility Perfection is not good enough: Build only enough structure to proceed, don’t architect s to last forever. Flexibility and efficiency are key. People
  • 7. © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.7 What now? What remains the same: Business-goals based Agreement between architects and business leaders Amount of potential work to be done (there is always going to be more to do, focus on value) Budgets – projects still need to live within financial constraints Performance measurement (what and how you measure will be different). Documentation (the documentation is richer, since it should be completed and consumed all along the way). Governance (critical for continuous change) Defined interfaces What needs to change: Governance processes and approaches to release and acceptance Interfaces to other groups (they need to be more flexible) Continuous engagement level of business users A focus on developing and implementing what is needed, nothing more
  • 8. © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Thankyou The Next Big Thing blog www.hp.com/go/tnbt HP Fellows post on next generation technologies and their effects on the enterprise.

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