This document discusses moving IT organizations from project-level agility to enterprise-wide agility. It outlines the history and maturation of agile practices at the project level over the past 20 years. However, true agility now requires addressing the entire application portfolio and IT enterprise through practices like COSM that span projects, applications, and the enterprise. COSM integrates agile development with portfolio management, architecture, and governance to achieve adaptive and aligned IT.
DevOps shifting software engineering strategy Value based perspectiveiosrjce
IOSR Journal of Computer Engineering (IOSR-JCE) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of computer engineering and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications in computer technology. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
DevOps has caught fire in the IT world in the last few years.
Not surprising as delivering faster has become a major
imperative especially with the increasingly digital world
and the convergence of internet, cloud, mobile, social and
analytics. Speed has become the new currency for IT
Technology projects often fail or face challenges. According to a 1998 CIO Magazine study, 46% of projects were challenged, 28% failed or were cancelled, and only 26% were successful. Risks include obstacles in enterprise resource planning implementations and a lack of communication between IT and business executives. Project size also impacts risk - even small projects face a 25% risk of underperforming due to factors like budget, duration, team size, and effort. Successful implementations require aligning technology, processes, and people to business strategy through guidelines addressing various stakeholders and aspects of the project.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document discusses applying agile software development methodology in a dynamic business environment. It begins by defining the traditional software development life cycle and some common development methodologies. It then discusses the principles of agile development, focusing on the Agile Manifesto and Scrum methodology. Some key benefits of agile development discussed include continuous customer feedback, developing products faster through iterative releases, managing change through prioritized backlogs, and continuous risk management through short iterations. Overall, the document argues that agile methods allow for more flexibility and rapid response to changes that are needed in dynamic business environments.
John Blatt has over 30 years of experience in project management, software development, and quality management. He has a proven track record of successfully delivering projects on time and within budget. Currently he is a senior IT specialist and project manager at IBM, where he oversees global development teams and ensures customer requirements are met through the Agile process. He holds multiple degrees in computer science, engineering, and business management.
The document discusses assessing maturity models PMI/OPM3 and CMMI within the context of the COBIT framework. It provides an agenda for an assessment including analyzing the approaches, identifying gaps, and recommending next steps. It describes the models and compares them, noting that while CMMI focuses on software engineering, OPM3 focuses on project management. The approach outlined analyzes the models' coverage within COBIT domains, assesses gaps, and recommends quantified next steps for gap closure.
The document describes the phases of an enterprise architecture (EA) process from initial to optimized. It provides descriptions of five phases - initial, under development, defined, managed, and optimizing. For each phase, it outlines the state of the EA process, architecture development, business linkages, management involvement, operating unit participation, communication, and other aspects such as IT security, governance, and investment strategy.
DevOps shifting software engineering strategy Value based perspectiveiosrjce
IOSR Journal of Computer Engineering (IOSR-JCE) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of computer engineering and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications in computer technology. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
DevOps has caught fire in the IT world in the last few years.
Not surprising as delivering faster has become a major
imperative especially with the increasingly digital world
and the convergence of internet, cloud, mobile, social and
analytics. Speed has become the new currency for IT
Technology projects often fail or face challenges. According to a 1998 CIO Magazine study, 46% of projects were challenged, 28% failed or were cancelled, and only 26% were successful. Risks include obstacles in enterprise resource planning implementations and a lack of communication between IT and business executives. Project size also impacts risk - even small projects face a 25% risk of underperforming due to factors like budget, duration, team size, and effort. Successful implementations require aligning technology, processes, and people to business strategy through guidelines addressing various stakeholders and aspects of the project.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document discusses applying agile software development methodology in a dynamic business environment. It begins by defining the traditional software development life cycle and some common development methodologies. It then discusses the principles of agile development, focusing on the Agile Manifesto and Scrum methodology. Some key benefits of agile development discussed include continuous customer feedback, developing products faster through iterative releases, managing change through prioritized backlogs, and continuous risk management through short iterations. Overall, the document argues that agile methods allow for more flexibility and rapid response to changes that are needed in dynamic business environments.
John Blatt has over 30 years of experience in project management, software development, and quality management. He has a proven track record of successfully delivering projects on time and within budget. Currently he is a senior IT specialist and project manager at IBM, where he oversees global development teams and ensures customer requirements are met through the Agile process. He holds multiple degrees in computer science, engineering, and business management.
The document discusses assessing maturity models PMI/OPM3 and CMMI within the context of the COBIT framework. It provides an agenda for an assessment including analyzing the approaches, identifying gaps, and recommending next steps. It describes the models and compares them, noting that while CMMI focuses on software engineering, OPM3 focuses on project management. The approach outlined analyzes the models' coverage within COBIT domains, assesses gaps, and recommends quantified next steps for gap closure.
The document describes the phases of an enterprise architecture (EA) process from initial to optimized. It provides descriptions of five phases - initial, under development, defined, managed, and optimizing. For each phase, it outlines the state of the EA process, architecture development, business linkages, management involvement, operating unit participation, communication, and other aspects such as IT security, governance, and investment strategy.
Enterprise Architecture is analogous to urban planning for an organization. It involves taking a holistic and future-looking approach to strategically plan and analyze an enterprise in order to efficiently govern projects, services, standards, and growth. Key activities of Enterprise Architecture include identifying interdependencies, innovating and showcasing new technologies, architecting enterprise-wide solutions, and establishing standards and governance processes. Governance is critical for a successful Enterprise Architecture, with governance frameworks and councils guiding strategic planning, architecture, and project development.
Joseph Tafoya has extensive experience managing software projects and IT organizations. He is seeking a part-time position and has a history of delivering projects on time and within budget for both startups and large corporations. Tafoya brings leadership skills to help build and improve organizations. He has experience across the software development lifecycle, including agile and waterfall methodologies.
Maturity modle proposal v1 networked business quickversionJan Kwiecien
The document proposes a maturity model framework for surveying companies' use of emerging technologies. The framework assesses companies across four dimensions - governance, organizational anchoring, business view, and technology - at five levels of maturity from initial to innovative. Each level is defined by characteristics within the four dimensions. The framework draws inspiration from literature on process maturity models and aims to understand how companies employ technologies to support business goals and how their usage can be measured.
TOGAF® & Major IT Frameworks - Architecting the FamilyDanny Greefhorst
This document discusses several major IT frameworks: TOGAF for enterprise architecture, ITIL for IT service management, and COBIT for IT governance. It provides overviews of each framework, how they relate to each other, and how they can be used together. TOGAF provides guidance for developing enterprise architectures, ITIL provides guidance for designing IT service solutions, and COBIT provides guidance for governing IT and relating it to business goals. The frameworks can work together with TOGAF defining strategic architectures, ITIL defining detailed solution designs, and COBIT overseeing governance.
Proven Strategies to Fuel Your Design TeamSOLIDWORKS
1. The document discusses strategies for companies to continuously improve their design teams and processes. It suggests automating repetitive tasks, identifying past mistakes to prevent future errors, leveraging CAD data, and automating scheduling to improve productivity and morale.
2. Design teams can help drive down costs and increase competitiveness by improving products faster. They can also help sales and marketing teams by providing accurate proposals and realistic product visualizations.
3. Small, continuous improvements can lead to big gains over time. Companies that continuously improve their design operations will see continuous improvements in their business results.
The document discusses a software development process designed for small projects. It begins by outlining some of the challenges small projects face, such as having fewer team members and more external dependencies. It then describes the authors' process, which integrates portions of iterative and incremental development models with quality assurance and measurement processes. The goal is to produce high quality results on time with less overhead than typical processes designed for large projects. Key aspects of the process include its iterative nature, use of inspections to ensure quality, and measurements to support process improvement.
Togaf is a high level and holistic approach to design, which is typically modeled at four levels: business, application, data, and
technology. It tries to give a well-tested overall starting model to information architects, which can then be built upon. It relies heavily
on modularization, standardization, and already existing, proven technologies and products.
For More Information please follow the below link:
http://www.xoomtrainings.com/course/togaf
For Togaf 9.1 Online Training Demo Please Find the below link:
https://www.youtube.com/watch?v=TF-h6yUc9eo
For General Queries Email us at sales@xoomtrainings.com or +1-610-686-8077
The document describes the different levels of maturity for an enterprise architecture (EA) program. It provides details on key dimensions at each level including stakeholders, team resources, development processes, integration, and perceptions. The levels progress from initial, where no formal EA exists, to optimizing, where EA is highly mature and integrated across the organization.
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
This document discusses coordination challenges for developing complex aerospace systems across dispersed global teams. It outlines how traditional project management approaches are insufficient due to workforce thinning, varying work practices, and high subsystem interdependencies. The authors propose using collaborative visualization and simulation tools to model projects, forecast coordination needs, and integrate information architectures into practices. This improves situational awareness, reduces waste, and leads to more accurate schedules compared to traditional methods.
The beginning of a checklist version of the CMMI guidelines. If you would like the original Excel version let me know, and let SlideShare know they need to support Excel files.
IT Portfolio Management Using Enterprise Architecture and ITIL® Service StrategyNUS-ISS
The document discusses using enterprise architecture and ITIL service strategy for IT portfolio management. It provides examples of how enterprise architecture helped the Singapore government and Procter & Gamble reduce costs and improve processes by standardizing systems and increasing automation and access to real-time information. The definition of enterprise architecture from Gartner is given as translating business vision and strategy into effective enterprise change by defining requirements, principles and models to describe the future state and enable evolution of the enterprise.
Thomas Graham has over 30 years of experience in IT and consulting. He currently holds dual roles at Sabic Innovative Plastics supporting their global network operations and business applications. Previously he has held director roles at Symantec, GE Plastics, and Axent Security developing services and solutions. He also founded his own consulting firm specializing in software configuration management.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
EXPLORING THE LINK BETWEEN LEADERSHIP AND DEVOPS PRACTICE AND PRINCIPLE ADOPTIONacijjournal
The document discusses exploring the link between leadership and DevOps practice and principle adoption. It analyzes data from interviews with 30 practitioners working in software-intensive organizations across different industries and countries. The interviews identified a set of agile, lean, and DevOps practices and principles commonly adopted as part of transitioning to DevOps. It was found that DevOps-oriented organizations can benefit from certain existing ITIL service management practices like change management and release management. Additionally, the research uncovered that DevOps adoption requires leadership, initially in the form of an individual role to guide the team through the transition process.
Managing Business Analysis for Agile DevelopmentIJMER
This document discusses the impact of agile development methodologies on the role of business analysts. It explains that in agile projects, requirements are defined collaboratively by business analysts, developers, testers and product owners working together incrementally. The business analyst facilitates discussions to help translate user needs into technical requirements. Some new skills required for business analysts in agile include facilitation, coaching and writing user stories. The document also discusses how business analysts can help transition conventional projects to more agile approaches.
This document discusses how DevOps is emerging as a new methodology to address challenges in distributed software engineering and global software engineering (GSE). It introduces a new 5-level DevOps maturity model based on CMMI, assessing communication, automation, governance, and quality. The document also proposes a transformation framework to help organizations assess their current state and implement DevOps practices to bridge gaps between development and operations teams.
Innovation Agile Methodology towards DevOpsIRJET Journal
This document discusses the relationship between DevOps and agile methodologies for software development. It notes that while DevOps and agile are related concepts that both aim to improve efficiency, they differ in their specific focuses. Agile focuses on iterative development processes within software teams, while DevOps also encompasses collaboration between development and IT operations teams. The document argues that combining agile and DevOps approaches can provide benefits like continuous delivery and improved communication across teams. It also addresses some common challenges faced in transitioning to agile and DevOps cultures.
Integrated Analysis of Traditional Requirements Engineering Process with Agil...zillesubhan
In the past few years, agile software development approach has emerged as a most attractive software development approach. A typical CASE environment consists of a number of CASE tools operating on a common hardware and software platform and note that there are a number of different classes of users of a CASE environment. In fact, some users such as software developers and managers wish to make use of CASE tools to support them in developing application systems and monitoring the progress of a project. This development approach has quickly caught the attention of a large number of software development firms. However, this approach particularly pays attention to development side of software development project while neglects critical aspects of requirements engineering process. In fact, there is no standard requirement engineering process in this approach and requirements engineering activities vary from situation to situation. As a result, there emerge a large number of problems which can lead the software development projects to failure. One of major drawbacks of agile approach is that it is suitable for small size projects with limited team size. Hence, it cannot be adopted for large size projects. We claim that this approach can be used for large size projects if traditional requirements engineering approach is combined with agile manifesto. In fact, the combination of traditional requirements engineering process and agile manifesto can also help resolve a large number of problems exist in agile development methodologies. As in software development the most important thing is to know the clear customer’s requirements and also through modeling (data modeling, functional modeling, behavior modeling). Using UML we are able to build efficient system starting from scratch towards the desired goal. Through UML we start from abstract model and develop the required system through going in details with different UML diagrams. Each UML diagram serves different goal towards implementing a whole project.
Enterprise Architecture is analogous to urban planning for an organization. It involves taking a holistic and future-looking approach to strategically plan and analyze an enterprise in order to efficiently govern projects, services, standards, and growth. Key activities of Enterprise Architecture include identifying interdependencies, innovating and showcasing new technologies, architecting enterprise-wide solutions, and establishing standards and governance processes. Governance is critical for a successful Enterprise Architecture, with governance frameworks and councils guiding strategic planning, architecture, and project development.
Joseph Tafoya has extensive experience managing software projects and IT organizations. He is seeking a part-time position and has a history of delivering projects on time and within budget for both startups and large corporations. Tafoya brings leadership skills to help build and improve organizations. He has experience across the software development lifecycle, including agile and waterfall methodologies.
Maturity modle proposal v1 networked business quickversionJan Kwiecien
The document proposes a maturity model framework for surveying companies' use of emerging technologies. The framework assesses companies across four dimensions - governance, organizational anchoring, business view, and technology - at five levels of maturity from initial to innovative. Each level is defined by characteristics within the four dimensions. The framework draws inspiration from literature on process maturity models and aims to understand how companies employ technologies to support business goals and how their usage can be measured.
TOGAF® & Major IT Frameworks - Architecting the FamilyDanny Greefhorst
This document discusses several major IT frameworks: TOGAF for enterprise architecture, ITIL for IT service management, and COBIT for IT governance. It provides overviews of each framework, how they relate to each other, and how they can be used together. TOGAF provides guidance for developing enterprise architectures, ITIL provides guidance for designing IT service solutions, and COBIT provides guidance for governing IT and relating it to business goals. The frameworks can work together with TOGAF defining strategic architectures, ITIL defining detailed solution designs, and COBIT overseeing governance.
Proven Strategies to Fuel Your Design TeamSOLIDWORKS
1. The document discusses strategies for companies to continuously improve their design teams and processes. It suggests automating repetitive tasks, identifying past mistakes to prevent future errors, leveraging CAD data, and automating scheduling to improve productivity and morale.
2. Design teams can help drive down costs and increase competitiveness by improving products faster. They can also help sales and marketing teams by providing accurate proposals and realistic product visualizations.
3. Small, continuous improvements can lead to big gains over time. Companies that continuously improve their design operations will see continuous improvements in their business results.
The document discusses a software development process designed for small projects. It begins by outlining some of the challenges small projects face, such as having fewer team members and more external dependencies. It then describes the authors' process, which integrates portions of iterative and incremental development models with quality assurance and measurement processes. The goal is to produce high quality results on time with less overhead than typical processes designed for large projects. Key aspects of the process include its iterative nature, use of inspections to ensure quality, and measurements to support process improvement.
Togaf is a high level and holistic approach to design, which is typically modeled at four levels: business, application, data, and
technology. It tries to give a well-tested overall starting model to information architects, which can then be built upon. It relies heavily
on modularization, standardization, and already existing, proven technologies and products.
For More Information please follow the below link:
http://www.xoomtrainings.com/course/togaf
For Togaf 9.1 Online Training Demo Please Find the below link:
https://www.youtube.com/watch?v=TF-h6yUc9eo
For General Queries Email us at sales@xoomtrainings.com or +1-610-686-8077
The document describes the different levels of maturity for an enterprise architecture (EA) program. It provides details on key dimensions at each level including stakeholders, team resources, development processes, integration, and perceptions. The levels progress from initial, where no formal EA exists, to optimizing, where EA is highly mature and integrated across the organization.
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
This document discusses coordination challenges for developing complex aerospace systems across dispersed global teams. It outlines how traditional project management approaches are insufficient due to workforce thinning, varying work practices, and high subsystem interdependencies. The authors propose using collaborative visualization and simulation tools to model projects, forecast coordination needs, and integrate information architectures into practices. This improves situational awareness, reduces waste, and leads to more accurate schedules compared to traditional methods.
The beginning of a checklist version of the CMMI guidelines. If you would like the original Excel version let me know, and let SlideShare know they need to support Excel files.
IT Portfolio Management Using Enterprise Architecture and ITIL® Service StrategyNUS-ISS
The document discusses using enterprise architecture and ITIL service strategy for IT portfolio management. It provides examples of how enterprise architecture helped the Singapore government and Procter & Gamble reduce costs and improve processes by standardizing systems and increasing automation and access to real-time information. The definition of enterprise architecture from Gartner is given as translating business vision and strategy into effective enterprise change by defining requirements, principles and models to describe the future state and enable evolution of the enterprise.
Thomas Graham has over 30 years of experience in IT and consulting. He currently holds dual roles at Sabic Innovative Plastics supporting their global network operations and business applications. Previously he has held director roles at Symantec, GE Plastics, and Axent Security developing services and solutions. He also founded his own consulting firm specializing in software configuration management.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
EXPLORING THE LINK BETWEEN LEADERSHIP AND DEVOPS PRACTICE AND PRINCIPLE ADOPTIONacijjournal
The document discusses exploring the link between leadership and DevOps practice and principle adoption. It analyzes data from interviews with 30 practitioners working in software-intensive organizations across different industries and countries. The interviews identified a set of agile, lean, and DevOps practices and principles commonly adopted as part of transitioning to DevOps. It was found that DevOps-oriented organizations can benefit from certain existing ITIL service management practices like change management and release management. Additionally, the research uncovered that DevOps adoption requires leadership, initially in the form of an individual role to guide the team through the transition process.
Managing Business Analysis for Agile DevelopmentIJMER
This document discusses the impact of agile development methodologies on the role of business analysts. It explains that in agile projects, requirements are defined collaboratively by business analysts, developers, testers and product owners working together incrementally. The business analyst facilitates discussions to help translate user needs into technical requirements. Some new skills required for business analysts in agile include facilitation, coaching and writing user stories. The document also discusses how business analysts can help transition conventional projects to more agile approaches.
This document discusses how DevOps is emerging as a new methodology to address challenges in distributed software engineering and global software engineering (GSE). It introduces a new 5-level DevOps maturity model based on CMMI, assessing communication, automation, governance, and quality. The document also proposes a transformation framework to help organizations assess their current state and implement DevOps practices to bridge gaps between development and operations teams.
Innovation Agile Methodology towards DevOpsIRJET Journal
This document discusses the relationship between DevOps and agile methodologies for software development. It notes that while DevOps and agile are related concepts that both aim to improve efficiency, they differ in their specific focuses. Agile focuses on iterative development processes within software teams, while DevOps also encompasses collaboration between development and IT operations teams. The document argues that combining agile and DevOps approaches can provide benefits like continuous delivery and improved communication across teams. It also addresses some common challenges faced in transitioning to agile and DevOps cultures.
Integrated Analysis of Traditional Requirements Engineering Process with Agil...zillesubhan
In the past few years, agile software development approach has emerged as a most attractive software development approach. A typical CASE environment consists of a number of CASE tools operating on a common hardware and software platform and note that there are a number of different classes of users of a CASE environment. In fact, some users such as software developers and managers wish to make use of CASE tools to support them in developing application systems and monitoring the progress of a project. This development approach has quickly caught the attention of a large number of software development firms. However, this approach particularly pays attention to development side of software development project while neglects critical aspects of requirements engineering process. In fact, there is no standard requirement engineering process in this approach and requirements engineering activities vary from situation to situation. As a result, there emerge a large number of problems which can lead the software development projects to failure. One of major drawbacks of agile approach is that it is suitable for small size projects with limited team size. Hence, it cannot be adopted for large size projects. We claim that this approach can be used for large size projects if traditional requirements engineering approach is combined with agile manifesto. In fact, the combination of traditional requirements engineering process and agile manifesto can also help resolve a large number of problems exist in agile development methodologies. As in software development the most important thing is to know the clear customer’s requirements and also through modeling (data modeling, functional modeling, behavior modeling). Using UML we are able to build efficient system starting from scratch towards the desired goal. Through UML we start from abstract model and develop the required system through going in details with different UML diagrams. Each UML diagram serves different goal towards implementing a whole project.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Skill-based team structures and automated processes helped ensure success. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
The Big Three tech trends—mobility, cloud computing and the
Internet of Things—show that the world is truly going digital. As a
result, organizations need to begin operating at the speed of digital, especially if the business is to take advantage of real-time, alwayson connections within a data-rich environment.
Mobility in particular is at the heart of the digital customer
experience, with users increasingly spending more time with their
devices. And the mobile theme of always-on, always-available further increases the need for organizations to embrace truly agile approaches to development, expanding the definition of becoming quicker and more adaptive. Mobility also relies on an ecosystem of applications and systems to deliver desired, compelling customer experiences. It requires that front-end mobile apps as well as other applications in the ecosystem move at lightning speed.
Accelerate Innovation & Productivity With Rapid Prototyping & Development - ...Attivio
Today, development teams typically need hundreds of person hours to develop an application or to fully
integrate a new platform. Prototypes and Proofs of Concept (PoC) also take many weeks (or even months)
to develop. If you could significantly reduce these timeframes, you would accelerate time to market and
expedite PoCs and rollouts. This advantage saves money and reduces the risk of missing features, late deliveries or inadequate testing.
Paradigm Shift for Project Managers in Agile ProjectsBharani M
This document discusses the paradigm shift needed for project managers in agile projects. It explains that traditional project management roles focused on rigid control and planning, which does not fit with agile methodologies that emphasize flexibility, iteration, and customer collaboration. The document argues that in agile projects, the project manager's role should shift from "taskmaster" to leader. As a leader, the project manager focuses on goals, teamwork, removing obstacles, and adapting to change rather than strict control and documentation. This allows the development team to self-organize their work while the manager provides high-level guidance to help ensure success.
EXPLORING THE LINK BETWEEN LEADERSHIP AND DEVOPS PRACTICE AND PRINCIPLE ADOPTIONacijjournal
Our research focuses in software-intensive organizations and highlights the challenges that surface as a result of the transitioning process of highly-structured to DevOps practices and principles adoption. The approach collected data via a series of thirty (30) interviews, with practitioners from the EMEA
region (Czech Republic, Estonia, Italy, Georgia, Greece, The Netherlands, Saudi Arabia, South Africa, UAE, UK), working in nine (9) different industry domains and ten (10) different countries. A set of agile, lean and DevOps practices and principles were identified, which organizations select as part of DevOps-oriented adoption. The most frequently adopted ITIL® service management practices, contributing to DevOps practice and principle adoption success, indicate that DevOps-oriented
organizations benefit from the existence of change management, release and deployment management, service level management, incident management and service catalog management. We also uncover that the DevOps adoption leadership role is required in a DevOps team setting and that it should, initially, be an individual role.
Enterprise architecture is a discipline that helps define, develop, and exploit boundaryless information flow capabilities to achieve an organization's strategic goals. It translates business vision and strategy into effective enterprise change by developing principles and models that describe the future state and enable evolution. Common enterprise architecture frameworks include TOGAF, Zachman Framework, FEAF, and DODAF, which provide standardized approaches and classifications.
A Methodology For Large-Scale E-Business Project ManagementApril Smith
This document proposes an environment-based methodology for managing large-scale e-business projects. The methodology defines six working environments - development, integration, pre-production, production, demonstration, and software repository - that represent increasing stages of stability for a software product. It describes the tasks and migration processes between environments. The methodology aims to systematically guide e-business project management according to an organization's needs and resources.
1. The document discusses CASE tools and their impact on business processes and organizational structures. It examines how CASE tools have led to the formation of technical and functional subcultures within project teams.
2. The implementation of CASE tools shifted responsibilities within project teams and increased the dependence of functional teams on technical teams. This led to conflicts between the subcultures and a polarization of perspectives.
3. CASE tools can automate tasks but also introduce challenges to social relations as new expertise and roles emerge. How organizations manage these impacts and cultural divides influences how successful the implementation of new technologies will be.
This document discusses strategies for modernizing enterprise applications and infrastructure. It identifies key challenges such as poor alignment between IT and business strategies, high application maintenance costs, inflexible aging systems, and lack of collaboration between development teams. The document proposes four strategies to address these challenges: 1) modernizing the application portfolio to improve understanding and flexibility, 2) empowering development teams with new skills and tools, 3) unifying development teams across platforms, and 4) optimizing infrastructure efficiency.
Interaction Room - Creating Space for Developments (Software Projects)adesso Turkey
The Interaction Room serves several purposes:
1) The focus on mission-critical aspects
2) Identification and elimination of risks associated with intuitive visualization methods at an early stage
3) Improving teamwork and the establishment of joint project responsibility between the IT and specialist departments.
The Interaction Room makes the relationships between processes, data and the application environment transparent and creates the basis for efficient decision-making processes. It is a method which steers the interest of those involved in the project’s progress and contributes to ensuring that all participants continuously work on the vision of the software that is being developed. The Interaction Room is not a theoretical concept but has proven itself in the business environment, as can be seen in successful projects in which the Interaction Room has already been used effectively.
This document discusses extending agile methodologies to large, distributed projects. It argues that with some modifications, agile practices can be applied successfully to complex projects. Some key extensions discussed are establishing an agile architecture team, using "super leads" to oversee multiple agile teams, and emphasizing light-weight documentation. The advantages of taking an agile approach to large projects include gaining an early market edge, improving quality through incremental releases, better managing risks, and ensuring the delivered product meets customer needs.
Agile methodologies in_project_managementPravin Asar
In today's unpredictable markets, companies are feeling the squeeze to achieve more with fewer resources in shorter periods of time. In addition to controlling operational costs, IT is looking to increase the value of information to make the business more profitable. So, necessity to complete and develop projects with changeable requirement ,short period of time ,easily to manage risk , adaptability to changing market requirements has become undeniable main principles for each organization ‘s approach .While traditional methodologies or heavy weight with huge bulk of documentation and long term for planning and designing significantly affects the speed of developing process and customer satisfaction. Hence, using innovative methods for building project are important matter which has introduced in the recent years. Light weight methodologies evolve to meet changing technologies and new demands from users in dynamic business environment.
As a result, agile methodologies and practices emerged as an explicit attempt to more formally embrace higher rates of requirements change.
Agile development methodologies claim to go a step further in overcoming the limitations of traditional one and coping with high speed and high changes on relationships with customers and responsiveness to changes of business processes.
This paper is an evaluation of the agile development methodologies. Furthermore, it includes a discussion about the critical success factors of the agile methodologies, reasons for its failure. A case-study gives a real-world success story.
This document outlines guidelines for computer engineering thesis projects at a university. It provides objectives for thesis projects, including applying skills and theories learned in class and developing communication skills. It also describes acceptable topics like security, automation, and infrastructure design. Basic and applied research projects are defined, and requirements like a concept paper and alignment with research thrusts are explained.
This document is a project report on a Library Management System created by Mahdeep Bisht and Himanshu Dumaga for their class XII computer science project. The report includes an introduction describing the project, objectives of creating a software for library management, a proposed system describing how such a system would work, phases of the system development life cycle used to create the project including planning, analysis, design, implementation, testing and deployment. It also includes contents, acknowledgements and screenshots of the output of the library management software created.
An Inside Look At Extreme Programming EssaySharon Roberts
The document discusses the history and evolution of extreme programming (XP) as an agile software development methodology, describing how it originated from collaborations between developers at Tektronix and was later used successfully on large projects at Chrysler. It explains the core values and practices of XP, including communication, simplicity, feedback, and courage, as well as practices like pair programming, daily meetings, and test-driven development. The document also explores how XP aims to lower the cost of changes by making projects more flexible and adaptable through its iterative and incremental approach.
This document provides details about a student project on a cable management system. It includes an introduction describing the purpose of the project, objectives, proposed system, system development life cycle phases from initiation to maintenance, flow charts, source code, hardware and software requirements, and more. The project aims to develop a software to allow users to login, manage customer details, view maintenance costs, provide customer feedback, and retrieve customer information to resolve issues.
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
The presentation culminates in a live demonstration. We'll showcase the manipulation of Galileo's Open Service pilot signal, simulating an attack on various software and hardware systems. This practical demonstration serves to highlight the potential consequences of unaddressed vulnerabilities, emphasizing the importance of offensive security practices in safeguarding critical infrastructure.
Trusted Execution Environment for Decentralized Process MiningLucaBarbaro3
Presentation of the paper "Trusted Execution Environment for Decentralized Process Mining" given during the CAiSE 2024 Conference in Cyprus on June 7, 2024.
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
Digital Banking in the Cloud: How Citizens Bank Unlocked Their MainframePrecisely
Inconsistent user experience and siloed data, high costs, and changing customer expectations – Citizens Bank was experiencing these challenges while it was attempting to deliver a superior digital banking experience for its clients. Its core banking applications run on the mainframe and Citizens was using legacy utilities to get the critical mainframe data to feed customer-facing channels, like call centers, web, and mobile. Ultimately, this led to higher operating costs (MIPS), delayed response times, and longer time to market.
Ever-changing customer expectations demand more modern digital experiences, and the bank needed to find a solution that could provide real-time data to its customer channels with low latency and operating costs. Join this session to learn how Citizens is leveraging Precisely to replicate mainframe data to its customer channels and deliver on their “modern digital bank” experiences.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
A Comprehensive Guide to DeFi Development Services in 2024Intelisync
DeFi represents a paradigm shift in the financial industry. Instead of relying on traditional, centralized institutions like banks, DeFi leverages blockchain technology to create a decentralized network of financial services. This means that financial transactions can occur directly between parties, without intermediaries, using smart contracts on platforms like Ethereum.
In 2024, we are witnessing an explosion of new DeFi projects and protocols, each pushing the boundaries of what’s possible in finance.
In summary, DeFi in 2024 is not just a trend; it’s a revolution that democratizes finance, enhances security and transparency, and fosters continuous innovation. As we proceed through this presentation, we'll explore the various components and services of DeFi in detail, shedding light on how they are transforming the financial landscape.
At Intelisync, we specialize in providing comprehensive DeFi development services tailored to meet the unique needs of our clients. From smart contract development to dApp creation and security audits, we ensure that your DeFi project is built with innovation, security, and scalability in mind. Trust Intelisync to guide you through the intricate landscape of decentralized finance and unlock the full potential of blockchain technology.
Ready to take your DeFi project to the next level? Partner with Intelisync for expert DeFi development services today!
leewayhertz.com-AI in predictive maintenance Use cases technologies benefits ...alexjohnson7307
Predictive maintenance is a proactive approach that anticipates equipment failures before they happen. At the forefront of this innovative strategy is Artificial Intelligence (AI), which brings unprecedented precision and efficiency. AI in predictive maintenance is transforming industries by reducing downtime, minimizing costs, and enhancing productivity.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
This presentation provides valuable insights into effective cost-saving techniques on AWS. Learn how to optimize your AWS resources by rightsizing, increasing elasticity, picking the right storage class, and choosing the best pricing model. Additionally, discover essential governance mechanisms to ensure continuous cost efficiency. Whether you are new to AWS or an experienced user, this presentation provides clear and practical tips to help you reduce your cloud costs and get the most out of your budget.
1. Beyond Agile Projects: Agile IT
Executives need the business to be adaptable to the continu-
ous business changes. This has implications on the organiza-
tion, business structure and processes, offering, and other
business dimensions. Often, IT legacy is what prevents the
business from moving at the speed it needs.
IT in many organizations has evolved over decades. During
this time it has built in structure, integration points, depend-
encies, and habits that are difficult to change. And even if the
organization is new, as in a start-up, you may be building to-
day what will prevent you from being agile tomorrow.
On the other hand, we are nearing 20 years of project-level
“agile” best practices. We have now tried out these practices
on a variety of projects, teams, and organizations. We know
what works and in which contexts.
The Agile Architecture Company™
This paper illustrates the state of the art of agility in the en-
terprise, the relationship between agility at the IT enterprise proach, COSM adopted terms and concepts from other agile
level and project-level practices, and what is needed to suc- methodologies such as Scrum and XP.
ceed.
Project Agility today
Brief history of project agility
Today, the practices of agility at the project level have largely
In the 80’s, many organizations were experimenting with new matured, both in its methodology elements and in its other
processes, best practices, organizational concepts, and archi- dimensions.
tectural styles to make projects more agile. This included
iterative OO methodologies, spiral, RAD, and others. At the methodology level, there is a convergence of many
best practices. For example, for small to medium projects,
In the mid-90’s, a number of efforts evolved similar practices. we all tend to use sprints, stories, backlogs, TDD, scrums,
In 1992, Peter Herzum defined and applied the concepts that and frequent releases. For larger projects, we integrate fea-
became known as COSM Project. COSM brought together a tures and stories (and in some situations, even use cases),
number of architecture-centric agile best practices such as iterations and sprints, user-centered design, continuous as-
component-based development, iterative development, fea- sembly, and others. Many organizations also adopt architec-
ture-driven development, continuous assembly, test early and ture-centric agile concepts, such as component-based and
test often, and others. He and Oliver Sims formalized, with a service-oriented development.
focus on architecture, these best practices in papers pre-
sented at OOPSLA and ultimately in the best-selling Today, it is also known when to apply what. For example,
“Business Component Factory” book. In 1993, Jeff Sutherland COSM encourages projects to perform a COSM Project Pro-
experimented with the first Scrum concepts, which Ken file early in the project, so to select practices appropriate to
Schwaber formalized in a paper at OOPSLA 1995. Scrum was the project size, complexity, objectives, organizational matur-
described as a framework with three roles, three ceremo- ity, and other elements.
nies, and three artifacts designed to deliver working software
in sprints. In 1999, Kent Beck and others introduced eXtreme Most importantly, there is a significant body of experience
Programming (XP) to the public as a set of lightweight devel- today on the non-methodology key areas to be addressed for
opment practices, and a discipline of software agility: architecture, factory setup, project support, organiza-
development that follows a set of rules designed to simplify tion, and the project context.
and expedite software development.
Architecture: The ability of a project, and ultimately of an
Over time, methodologies have cross-pollinated; aligning ter- application, to withstand rapid changes and evolutions of re-
minology or integrating the best elements from other prac- quirements and capability depends on the architecture being
tices. For example, while keeping its architecture-centric ap- “adaptive”.
2. Agile architecture practices, both in the sense of what it takes
to make the architecture agile, and in the sense of how to
integrate an agile definition of architecture in the overall agile Application Agility
lifecycle, are now well-established.
At some point, every project ends. If successful, it typically
Architecture-centric agility refers to the belief that adaptive delivers an application, or a new version of an application.
architectures, and ultimately any agility beyond an individual Depending on how the project was defined, the application
project, can only be obtained by also addressing architecture is delivered either to another IT team (for example, for pre-
in its various viewpoints. Capability to rapidly adapt to new production testing, integration, migration) or directly into
requirements is not only a process or technology challenge: production. Soon thereafter, the project team is often dis-
there are application architectures that more or less naturally banded. At this point, Application Agility, i.e. the ability to
support changes. For medium-large projects, these architec- adapt the applications to new requirements rapidly and cost
tures are typically component-based and service-oriented. -effectively becomes a primary consideration.
Today, experienced organizations can pre-define many techni- The deliverables and best practices applied at the project-
cal, structural, and functional elements of an adaptive architec- level, or even the definition of what project agility means,
ture, and by so doing can significantly reduce time-to-market, can be significantly impacted by the inclusion or exclusion of
enhance quality, improve productivity, and reduce waste. Application Agility objectives in the project. For example:
whether the application properly supports integration with
Software Factory Setup. Agility relies and benefits from other applications and migration from a previous application
automation, especially on significant projects. Many elements database may affect the architecture and the level of docu-
of the code can be generated. Continuous assembly requires mentation required by the project.
scripts to make it efficient. Test code can also be largely gen-
erated. Relationship between requirements and their tracing Agile best practices today must cover not only the project
can benefit from tools, and so can planning and reporting. This lifecycle (from requirements to release to acceptance) but
is why agility and software factories go hand in hand. also the application lifecycle (the “software supply chain”),
including migration, integration with other applications, de-
Statistically speaking, in medium-large projects, the “setup” ployment, maintenance, and evolution.
part of the first version of an application release can cost 70%
of the overall budget. This means that the factory setup itself Application Portfolio Agility
requires optimization and agility. Statistics also say that a
proper factory setup can reduce development costs (including It is not surprising that IT can not always keep up with the
design, code, unit tests) by 20-25%, and maintenance costs of new demands of the business after years or decades of inte-
30-40%. It can also reduce cost of learning new technologies gration projects between redundant applications, of rapid-
by 50-60%. but-often-unmaintenable evolution of applications, and of
“don't-touch-it-if-it-works” applications that now have obso-
Project Support. Support for collaboration has dramatically lete technologies.
improved in the last few years. This is particularly important
since many development teams do NOT have the luxury of Organizations today are often concerned not about chang-
working co-located in a “war room”. Integrated tools for ing one single application, but rather about changes and ini-
knowledge databases, wikis, efficient story/issue/change man- tiatives that affect an integrated set of applications. This re-
agement systems can support communication, collaboration, quires addressing agility at the application portfolio level.
and ultimately success. Program managers, IT managers and executives, and enter-
prise architects are looking for ways to simplify their portfo-
Organization. There is a team behind every project success. lio, rationalize their cross-application enterprise architec-
And teams are complex systems composed of complex indi- ture, and govern new projects to assure that they align with
viduals. The context-specific organizational patterns that can the enterprise business and IT objectives.
enhance chances of team success, and the experience on how
to mentor/support them to success, is available today. There are fewer and fewer applications that are truly
“autonomous”, and very few projects that are allowed to
Project Context. Projects interact with other projects. And define “their own practices”, and “their own architecture”.
must relate to pre-existing enterprise contexts: pre-existing Enterprises are looking for ways to adopt project-level agile
business processes, pre-existing applications or services with practices while driving toward agile IT.
which to interoperate, pre-defined technologies, and more.
The ability to integrate these contexts is a key element of “Agile” meet Enterprise architecture
modern agile projects.
Over the last 20 years, many companies have launched en-
3. terprise architecture (EA) efforts, for a variety of reasons that the company’s business objectives.
often include making the whole enterprise (not only individual
These characteristics are the success criteria that allow
projects or IT) more agile to change. companies to manage IT as an agile business, to align busi-
ness and IT, and use IT for their innovation and competitive
For many project “agilists”, dealing with an EA team or with an
advantage.
EA reference architecture is the exact opposite of what they
would consider “agile”: they believe they have to deal with
constraints, deliverables, and complexities that slow down COSM: an Approach for Agile IT
their ability to proceed rapidly to the desired solution. On the
other hand, this is enterprise reality today. The agility dimensions described in this paper are well-
known. At Herzum, over the past 10 years, we have experi-
Luckily, it is possible to align agile IT, enterprise architecture mented both with traditional agile methodologies such as
efforts, and project agility. It requires long-term planning, co- Scrum and XP, and with scalable architecture-centric ap-
ordination, and enterprise-level architectural patterns. It re- proaches. The result of all these activities has lead us to
quires experience in organizational transformations, and coor- continuously evolve and optimize our project-level, archi-
dinating organizational phases top-down with the project-level tecture-centric agile approach: COSM Project.
iterations and sprints.
At the same time, we have worked with medium and large
It is of course a question of balance. But often, enterprise-level enterprises to help them optimize IT, their application port-
agility best practices trump project-level practices. folio, and their enterprise architecture. We have also helped
them align IT to the business, use IT for competitive advan-
Agile IT tage, and transform their organization. All of this has al-
lowed us to strengthen, optimize, and evolve the enterprise
Ultimately, the continuous journey toward an increasingly Ag- best practices that are today synthesized in COSM Enter-
ile IT requires a number of dimensions to come together. The prise, our agile IT approach.
good news is that many of the best practices to support this
have matured. With some simplification, an Agile IT today has COSM today covers projects, enterprises, and the alignment
several key characteristics. of projects to the enterprise context. It has integrated best
practices to solve specific project problems, but also to de-
First of all, the enterprise has rationalized (or is in the process fine IT strategy and enterprise architectures that are permit-
of rationalizing) their application portfolio. This often requires ting enterprises and IT teams to solve the various challenges
a 3-5 year-long transformation program, supported by an en- of continuous change, continuous cost reduction, and con-
terprise architecture team and a good Reference Architecture, tinuous business/IT alignment.
that eliminates or reduces the application redundancies, the
technology redundancies, and the integration approaches. COSM goes beyond the agile development lifecycle to cover
the agile software-supply chain, the agile application portfo-
Application portfolios often consists of coordinated sets of lio, the agile IT, and ultimately support the Agile Enterprise.
purchased and built applications. New applications are being
built, deployed, and operated by outsourced organizations. It
is becoming crucial to IT agility to have clear rules for these
organizations to cooperate toward common goals.
The enterprise-level management and governance process for
strategy, on-going IT management, operations, project man-
agement, and application management have been optimized.
The project level agile practices feed into the enterprise proc-
esses and are aligned with them.
The ability of financially managing IT, including ability to prop-
erly calculate costs, value, benefits of IT assets, projects, appli-
cations, and ability to monitor progress of individual projects
is, also due to the current economic crisis, a prominent char-
acteristic.
Paramount is a culture that on the one hand fosters innova-
tion, cooperation, and transparency, and on the other hand
provides clear alignment of individuals, teams, and projects to