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The Disciplined Agile IT Department


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Strategic agility at scale refers to the application of agile and lean strategies across your entire information technology (IT) organization. This includes the majority, if not all, of your IT delivery teams as well as a the IT-level teams support activities such as enterprise architecture, operations, support (IT help desk), portfolio management, IT governance, and others.

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The Disciplined Agile IT Department

  1. 1. The Disciplined Agile IT Department © Disciplined Agile Consortium 1
  2. 2. Agenda •  The evolution of the Disciplined Agile (DA) framework •  Disciplined Agile Delivery (DAD) •  Disciplined Agile DevOps •  Disciplined Agile IT •  The IT Process Blades •  Parting thoughts •  Q&A © Disciplined Agile Consortium 2
  3. 3. Disciplined IT Disciplined DevOps Evolution of the Disciplined Agile Framework © Disciplined Agile Consortium 3 DAD
  4. 4. The Disciplined Agile framework supports four delivery lifecycles © Disciplined Agile Consortium 4
  5. 5. Disciplined DevOps: More Than Delivery + Ops © Disciplined Agile Consortium 5
  6. 6. Strategic Scaling: The Agile IT Department © Disciplined Agile Consortium 6
  7. 7. © Disciplined Agile Consortium 7 The Continuous Improvement process blade addresses strategies for: –  Sharing potential improvements across teams –  Supporting teams –  Governing continuous improvement efforts
  8. 8. © Disciplined Agile Consortium 8 The Data Management process blade addresses strategies for: –  Improving data quality –  Evolving data management assets –  Governing data management efforts
  9. 9. © Disciplined Agile Consortium 9 The Enterprise Architecture process blade addresses strategies for: –  Supporting stakeholders –  Supporting delivery teams –  Evolving the enterprise architecture –  Capturing the enterprise architecture –  Governing enterprise architecture efforts
  10. 10. Goal IT Governance © Disciplined Agile Consortium 10 The IT Governance process blade addresses strategies for: •  Consolidating various governance views •  Defining metrics •  Taking measurements •  Monitoring and reporting on measurements •  Develop and capture guidance •  Defining roles and responsibilities •  Sharing knowledge within your organization •  Managing IT risk •  Governing various governance efforts
  11. 11. © Disciplined Agile Consortium 11 The Operations process blade addresses strategies for: –  Running systems in production –  Managing the infrastructure –  Evolving the infrastructure –  Mitigating disasters –  Governing operations efforts
  12. 12. © Disciplined Agile Consortium 12 The People Management process blade addresses strategies for: –  Forming teams –  Helping people to manage their careers –  Training, coaching, and educating people –  Human resource planning within your IT department –  Managing movement of people within your organization –  Reward structures –  Governing people management efforts
  13. 13. © Disciplined Agile Consortium 13 The Portfolio Management process blade addresses strategies for: –  Identifying products/projects –  Prioritizing products/projects –  Initiating product/project teams –  Managing vendors –  Governing portfolio management efforts
  14. 14. © Disciplined Agile Consortium 14 The Product Management process blade addresses strategies for: –  Managing a product, including allocating features to a product –  Evolving the business vision for a product –  Managing functional dependencies –  Marketing the product line –  Governing product management efforts
  15. 15. © Disciplined Agile Consortium 15 The Program Management process blade addresses strategies for: –  Managing large product/project teams –  Allocating requirements between sub teams –  Managing dependencies between sub teams –  Coordinating sub teams –  Governing a program
  16. 16. © Disciplined Agile Consortium 16 The Release Management process blade addresses strategies for: –  Planning the IT release schedule –  Coordinating releases of solutions –  Managing the release infrastructure –  Supporting delivery teams –  Governing release management efforts
  17. 17. © Disciplined Agile Consortium 17 The Reuse Engineering process blade addresses: –  Strategies for obtaining assets –  Publishing assets –  Supporting delivery teams –  Evolving assets –  Governing reuse engineering efforts
  18. 18. © Disciplined Agile Consortium 18 The Support process blade addresses strategies for –  Determining your overall support strategy –  Escalating incidents –  Addressing incidents –  Governing support efforts
  19. 19. © Disciplined Agile Consortium 19
  20. 20. Strategic Scaling: The Agile IT Department © Disciplined Agile Consortium 20
  21. 21. IT is only one part of your organization © Disciplined Agile Consortium 21
  22. 22. © Disciplined Agile Consortium 22
  23. 23. Got Discipline? © Disciplined Agile Consortium 23
  24. 24. Shuhari and Disciplined Agile Certification At the shu stage you are beginning to learn the techniques and philosophies of disciplined agile development. Your goal is to build a strong foundation from which to build upon. At the ha stage you reflect upon and question why disciplined agile strategies work, seeking to understand the range of strategies available to you and when they are best applied. At the ri stage you seek to extend and improve upon disciplined agile techniques, sharing your learnings with others. © Disciplined Agile Consortium 24
  25. 25. Scott Ambler + Associates is the thought leader behind the Disciplined Agile Delivery (DAD) framework and its application. We are an IT management consulting firm that advises organizations to be more effective applying disciplined agile and lean processes within the context of your business. Our website is We can help © Disciplined Agile Consortium