Transcript of a discussion on how Enterprise Architecture defines and supports more agile business methods and builds competitive advantages for enterprises and governments.
This presentation introduces Semantech Inc's InnovationWorx practice. The practice focuses on developing Continuous Innovation processes for global organizations as well as in developing sophisticated strategies across a variety of industries and problem domains.
Innovation as Problem Solving: Managing Problem SpacesStephen Lahanas
This presentation provides an overview of how Problem Solving and Innovation can be enhanced through the exploitation of Problem Space Management. This presentation is one of a series of briefs highlighting aspects of our InnovationWorx practice.
Agile tour Ottawa 2017 - Agility in the face of Perplexity (by Gunther Verheyen)Gunther Verheyen
In February 2001, 17 software development leaders published the “Manifesto for Agile Software Development”.
The Agile Manifesto is 16+ years old. Does it mean it is outdated, Are the days of Agile over?
Gunther reflected upon the value and originality on Agile, as it is. No new names. No new content. Other, better words to describe it, and describe its need.
Efficient Teams Do Not Happen. They are Designed. It's called DesignOpsUXDXConf
There's an art behind happy and efficient teams and it's called DesignOps. Several studies demonstrate that designers spend up to 60% of their time doing non-design work.
But do you know where your team is spending their time instead of working on doing great design? Have you ever thought to measure your teams' inefficiencies?
DesignOps is the facilitating function that supports design teams to scale by improving ways of working, x-functional collaboration and processes so that designers can focus 100% on doing design.
This talk, based on first-hand experiences and learnings, will focus on key best practices to help position DesignOps at the right altitude, identify the right allies, and assess design teams’ performance and opportunities.
This presentation introduces Semantech Inc's InnovationWorx practice. The practice focuses on developing Continuous Innovation processes for global organizations as well as in developing sophisticated strategies across a variety of industries and problem domains.
Innovation as Problem Solving: Managing Problem SpacesStephen Lahanas
This presentation provides an overview of how Problem Solving and Innovation can be enhanced through the exploitation of Problem Space Management. This presentation is one of a series of briefs highlighting aspects of our InnovationWorx practice.
Agile tour Ottawa 2017 - Agility in the face of Perplexity (by Gunther Verheyen)Gunther Verheyen
In February 2001, 17 software development leaders published the “Manifesto for Agile Software Development”.
The Agile Manifesto is 16+ years old. Does it mean it is outdated, Are the days of Agile over?
Gunther reflected upon the value and originality on Agile, as it is. No new names. No new content. Other, better words to describe it, and describe its need.
Efficient Teams Do Not Happen. They are Designed. It's called DesignOpsUXDXConf
There's an art behind happy and efficient teams and it's called DesignOps. Several studies demonstrate that designers spend up to 60% of their time doing non-design work.
But do you know where your team is spending their time instead of working on doing great design? Have you ever thought to measure your teams' inefficiencies?
DesignOps is the facilitating function that supports design teams to scale by improving ways of working, x-functional collaboration and processes so that designers can focus 100% on doing design.
This talk, based on first-hand experiences and learnings, will focus on key best practices to help position DesignOps at the right altitude, identify the right allies, and assess design teams’ performance and opportunities.
Work 2028: Trends, Dilemmas and OpportunitiesMarc Wagner
How will we work in 2028? What effects do digitization and AI have on our work and our lives? How will management take place in ten years and how will companies have changed? Detecon investigated these and other questions together with Deutsche Telekom and Henley Business School. The results were summarised in the comprehensive study "Work 2028 - Trends, Dilemmas and Opportunities". The survey included 50 influential leaders from a wide variety of industries and sectors in various countries.
Agility is why organizations adopt Scrum. The Agility an organization demonstrates outward is not just a result of their product delivery process, but also a function of its internal structures. Scrum is often twisted to fit old processes and structures, and its potential for deep improvement and creating a future-proof organization is lost. Growing a Scrum Studio allows emerging an environment in which people can develop themselves while developing great products. A Scrum Studio is one way for an organization to re-invent itself around Scrum, one way to re-vers-ify.
DOES15 - Paula Thrasher - Three Steps to Change: Lessons from Battling Bureau...Gene Kim
Paula Thrasher, Application Delivery Lead, CSC
Paula Thrasher has spent the last 15 years trying to implement Agile cultural in the federal government. Her DevOps journey began after a career switch from application developer to IT Director, when she started trying to bridge the worlds of Development and Operations. Having worked with 16 different federal agencies and components she has seen both success and failure in IT transformation at scale. This talk is not about the successes – it’s about different ways to fail. Cultural change is hard – and real transformation requires changing how organizations work and collaborate. When transformation does succeed, it shares a common themes that make it possible.
Agile leadership is considered the modern miracle cure. Hardly any executive gets past this topic. Yet in many places this topic is nothing more than a buzzword. Unfortunately - because agile leadership is a valuable tool that can be acquired and applied by every manager.
What does agile leadership mean in the context of digital transformation? How does it change leadership responsibility and style? How can agile leadership competence be developed in everyday life? How do you become an agile leader driving transformation?
Puckett and Neubauer`s book provides answers to these questions. It looks beneath the surface and shows evidence-based which competencies and personality traits distinguish agile leaders, and how they can be acquired. This is complemented by the perspective of how agile leadership can be successfully implemented. Agile leadership must be authentic and connect. It all too often fails due to the existing environment or resistance from others. Pragmatically, the book shows how this resistance can be overcome and how the transformation of the organization can succeed.
This book is based on decades of work with leaders and organizations, and a scientifically substantiated behavior-oriented competency model.
It focuses on how learning agile leadership helps to use our existing strengths, competencies and experiences to become fit for the future.
“I consider this book a ‘Must Have’ for all current and future leaders.”
Michael Wade, Professor at IMD, Director of the Global Center for Digital Business Transformation
What I Learned From Burning Down My HouseYves Hanoulle
This presentation is about what I learned from when my house burned down.
The presentation is elling the story of a sense of urgency, but targeted at (agile) software development
CIPD HRBP Conference Evolution as a function the beyond case study of OD & D Kate Rand
This was the case study and presentation for the HRBP CIPD conference on the 27th March. This includes the case study of Beyond and our use of AgileHR and agile methodologies, along with the approach taken toward organisational design and development
Being Agile vs Agile Doing - Luke Hohmann - AgileNZ 2017AgileNZ Conference
The Agile Community loves to talk about 'leadership' and how better 'leaders' can bring project success. And most of the popular Agile methods love to frame 'leadership' as the essential ingredient of success. Unfortunately, too many teams spend too much time discussing these topics without fully appreciating their deeper meanings.
About Luke Hohmann:
Luke Hohmann is the Founder and CEO of Conteneo, Inc. Known globally as The Prioritization Company, Conteneo's platforms help identify, shape and align on priorities and customers' priorities, increasing engagement and improving effectiveness. Luke is also co-founder of Every Voice Engaged Foundation, a 501(c)(3) non-profit that helps citizens and governments tackle technical and wicked social problems.
Blending appreciative inquiry and continuous improvementBusiness901
Ankit Patel, principal partner with The Lean Way Consulting firm while doing some work with the Cleveland Clinic, discovered Appreciative Inquiry and saw an opportunity to blend it with his work in Continuous Improvement.
Normalizing agile and lean product development and aimRussell Pannone
The what, why, and how of agile and lean product (system-software) development and delivery is not one persons vision alone; to become reality it needs to be a "shared" vision through negotiation and compromise between individuals, the team and the organization.
The following is a set of norms for your agile and lean product (system-software) development teams to rally around and evolve.
I quickly came up with this Web2.0 business readiness self assessment for a talk I did for the IABC. It helps companies check how they are responding to the growing importance of social media
02062012 togfs businesstransEnterprise Architecture and Enterprise Transforma...Dana Gardner
Transcript of a sponsored podcast discussion on the respective roles of enterprise architecture and enterprise transformation and the danger of conflating the two.
Work 2028: Trends, Dilemmas and OpportunitiesMarc Wagner
How will we work in 2028? What effects do digitization and AI have on our work and our lives? How will management take place in ten years and how will companies have changed? Detecon investigated these and other questions together with Deutsche Telekom and Henley Business School. The results were summarised in the comprehensive study "Work 2028 - Trends, Dilemmas and Opportunities". The survey included 50 influential leaders from a wide variety of industries and sectors in various countries.
Agility is why organizations adopt Scrum. The Agility an organization demonstrates outward is not just a result of their product delivery process, but also a function of its internal structures. Scrum is often twisted to fit old processes and structures, and its potential for deep improvement and creating a future-proof organization is lost. Growing a Scrum Studio allows emerging an environment in which people can develop themselves while developing great products. A Scrum Studio is one way for an organization to re-invent itself around Scrum, one way to re-vers-ify.
DOES15 - Paula Thrasher - Three Steps to Change: Lessons from Battling Bureau...Gene Kim
Paula Thrasher, Application Delivery Lead, CSC
Paula Thrasher has spent the last 15 years trying to implement Agile cultural in the federal government. Her DevOps journey began after a career switch from application developer to IT Director, when she started trying to bridge the worlds of Development and Operations. Having worked with 16 different federal agencies and components she has seen both success and failure in IT transformation at scale. This talk is not about the successes – it’s about different ways to fail. Cultural change is hard – and real transformation requires changing how organizations work and collaborate. When transformation does succeed, it shares a common themes that make it possible.
Agile leadership is considered the modern miracle cure. Hardly any executive gets past this topic. Yet in many places this topic is nothing more than a buzzword. Unfortunately - because agile leadership is a valuable tool that can be acquired and applied by every manager.
What does agile leadership mean in the context of digital transformation? How does it change leadership responsibility and style? How can agile leadership competence be developed in everyday life? How do you become an agile leader driving transformation?
Puckett and Neubauer`s book provides answers to these questions. It looks beneath the surface and shows evidence-based which competencies and personality traits distinguish agile leaders, and how they can be acquired. This is complemented by the perspective of how agile leadership can be successfully implemented. Agile leadership must be authentic and connect. It all too often fails due to the existing environment or resistance from others. Pragmatically, the book shows how this resistance can be overcome and how the transformation of the organization can succeed.
This book is based on decades of work with leaders and organizations, and a scientifically substantiated behavior-oriented competency model.
It focuses on how learning agile leadership helps to use our existing strengths, competencies and experiences to become fit for the future.
“I consider this book a ‘Must Have’ for all current and future leaders.”
Michael Wade, Professor at IMD, Director of the Global Center for Digital Business Transformation
What I Learned From Burning Down My HouseYves Hanoulle
This presentation is about what I learned from when my house burned down.
The presentation is elling the story of a sense of urgency, but targeted at (agile) software development
CIPD HRBP Conference Evolution as a function the beyond case study of OD & D Kate Rand
This was the case study and presentation for the HRBP CIPD conference on the 27th March. This includes the case study of Beyond and our use of AgileHR and agile methodologies, along with the approach taken toward organisational design and development
Being Agile vs Agile Doing - Luke Hohmann - AgileNZ 2017AgileNZ Conference
The Agile Community loves to talk about 'leadership' and how better 'leaders' can bring project success. And most of the popular Agile methods love to frame 'leadership' as the essential ingredient of success. Unfortunately, too many teams spend too much time discussing these topics without fully appreciating their deeper meanings.
About Luke Hohmann:
Luke Hohmann is the Founder and CEO of Conteneo, Inc. Known globally as The Prioritization Company, Conteneo's platforms help identify, shape and align on priorities and customers' priorities, increasing engagement and improving effectiveness. Luke is also co-founder of Every Voice Engaged Foundation, a 501(c)(3) non-profit that helps citizens and governments tackle technical and wicked social problems.
Blending appreciative inquiry and continuous improvementBusiness901
Ankit Patel, principal partner with The Lean Way Consulting firm while doing some work with the Cleveland Clinic, discovered Appreciative Inquiry and saw an opportunity to blend it with his work in Continuous Improvement.
Normalizing agile and lean product development and aimRussell Pannone
The what, why, and how of agile and lean product (system-software) development and delivery is not one persons vision alone; to become reality it needs to be a "shared" vision through negotiation and compromise between individuals, the team and the organization.
The following is a set of norms for your agile and lean product (system-software) development teams to rally around and evolve.
I quickly came up with this Web2.0 business readiness self assessment for a talk I did for the IABC. It helps companies check how they are responding to the growing importance of social media
02062012 togfs businesstransEnterprise Architecture and Enterprise Transforma...Dana Gardner
Transcript of a sponsored podcast discussion on the respective roles of enterprise architecture and enterprise transformation and the danger of conflating the two.
Examining the State of EA and Findings of Recent SurveyDana Gardner
Transcript of a sponsored podcast panel discussion on the findings from a study on the current state and future direction of enterprise architecture from a from The Open Group 2011 U.S. Conference.
DevOps by Design -- Practical Guide to Effectively Ushering DevOps into Any O...Dana Gardner
Transcript of a Briefings Direct discussion on some powerful best practices on making DevOps an accelerant to broader business goals, but at the level of a multigenerational IT activity.
A transformative role for Enterprise Architecture (EA) in today's dynamic Ent...Fru Louis
This article articulates and offers a summary of Enterprise Architecture (EA) and the transformational role it can play in today’s dynamic enterprises. It also makes recommendations on how a successful implementation of an EA practice can help companies do the “right things right” by facilitating rational decision making, and allowing them to easily respond to disruptive forces such as change, alignment, complexity and innovation.
How The Open Group Enterprise Architecture Portfolio Approach Enables the Agi...Dana Gardner
Transcript of a discussion on leveraging a comprehensive standards resources approach for transforming businesses in a new era of agility and competitiveness.
As more organizations are transforming to agile the competition in the business world is increasing, as agile is improving productivity, reducing time to market, better management of uncertainty, and employee satisfaction. Increasing the implementation of agile correctly and with accuracy is providing many benefits and hence the organization is driving their employees towards achieving accuracy in agile methodology to reduce their competition. When get disrupted by new competitors agile organizations further moves towards using the latest technologies and trends with agility. But what if you still want to improve further?
Incremental innovations are good enoughRajagopalan V
Incremental innovations can be a forte of any company as long as they have the culture to be innovative. Disruptive innovations happen once in a while and few companies evolve out of them. But doing continuous improvement, and having a process to take ideas to realize products is essential for any company to stay alive.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...
How Agile Enterprise Architecture Builds Agile Business Advantage
1. Page 1 of 14
How Agile Enterprise Architecture
Builds Agile Business Advantage
Transcript of a discussion on how Enterprise Architecture defines and supports more agile
business methods and builds competitive advantages for enterprises and governments.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: The Open
Group.
Dana Gardner: Hi, this is Dana Gardner, Principal Analyst at Interarbor Solutions, and
you’re listening to BriefingsDirect. Our next digital business trends discussion explores
how Enterprise Architecture (EA) defines and supports more agile business methods
and outcomes.
We will now learn how Enterprise Architects can embrace agile approaches to build
competitive advantages for enterprises and governments, as well as to keep those
organizations more secure and compliant.
To learn more about attaining agility by the latest EA approach, we are now joined by
our panel, Mats Gejnevall, Enterprise Architect at minnovate and Member of The Open
Group Agile Architecture Work Group. Welcome, Mats.
Mats Gejnevall: Thanks, Dana.
Gardner: We are also here with Sonia Gonzalez, Forum Director of the Architecture
Forum at The Open Group. Welcome, Sonia.
Sonia Gonzalez: Thank you very much, Dana.
Gardner: And we are here as well with Walters
Obenson, Director of the Agile Architecture Framework at
The Open Group. Welcome, Walters.
Walters Obenson: Thank you, Dana.
Gardner: And lastly, we are also here with Łukasz
Wrześniewski, Enterprise Architect and Agile
Transformation Consultant. Welcome, Łukasz.
Łukasz Wrześniewski: Welcome all.
Gardner: Mats, what trends are driving the choice and
motivation behind a career in EA? What are some of the
motivations these days that are driving people into this very important role?
Obenson
2. Page 2 of 14
EA’s holistic point of view
Gejnevall: Most people are going into EA because they
want to have a holistic view of the problem at hand. I do
think that EA is a mindset that you can use to apply to
any type of issue or problem you have. You look at an
issue from many different perspectives and try to
understand the fit between the issue or the problem and
potential solutions.
That’s human nature to want to do, to look at things from
a holistic point of view. It’s such an interesting area to be
in, because you can apply it to just about everything.
Particularly, a general EA application, where you look at
the business, how it works, and how that will affect the IT
part of it. So looking at that holistic view I think is the
important part -- and that’s the motivation.
Gardner: Łukasz, why do you think agility particularly is well addressed by EA?
Wrześniewski: I agree with Mats that EA provides a holistic view to understand how
organizations work and can enable agility. As one of the main enablers for agility, EA
changes the organization in terms of value. Nowadays agility is the trend, the new way
of working and how the organization transforms itself for scaling the enterprise. EA is
one of the critical success factors.
Gardner: It’s one thing to be a member of this noble profession; it’s another for
organizations to use them well.
Mats, how should organizations leverage architects to better sustain an agile approach
and environment? It takes a receptive culture. How do organizations need to adjust?
Gejnevall: First of all, we need to distinguish between being agile doing EA and EA
supporting an Agile approach. They are two very different things.
Let’s discuss being agile doing EA. To create
a true agile EA, the whole organization needs
to be agile, it’s not just the IT part. EA needs
to be agile and loosely coupled, one of the
key concepts, applied both to the business
and the IT side.
But to become agile doing EA, means adopting the agile mindset, too. We talked earlier
about EA being the mindset. Agile is also a mindset – how you think about things, how to
do things in different ways than you have been doing before, and to look at all the
different agile practices out there.
To create a true agile EA, the
whole organization needs to be
agile, it’s not just the IT part.
Gejnevall
3. Page 3 of 14
For instance, you have sprints, iterations, demos, and these kinds of things. You need to
take them into your EA way of working and create an agile way of working. You also
need to connect your EA with the solution development in agile ways. So EA and
solution development in an agile way needs to connect in the long-term.
Gardner: Mats, it sounds a little bit like the chicken and the egg. Which comes first, the
EA or the agile environment? Where do you begin?
Change your mind for enterprise agility
Wrześniewski: Everything is about achieving the agility
in the enterprise. It’s not about doing the architecture.
Doing the architecture in an agile way is the one thing,
but our main goal is to achieve enterprise agility. EA is
just a means to do that. So we can do the architecture in
a really agile way. We can do the sprints, iterations, and
apply the different agile methodologies to deliver
architecture.
But also, we can do architecture in more traditional way,
the understanding of how a system is complex and how
to transform the system in a proper way, the organization
as a system, and we can achieve agility.
That’s a very important factor when it comes
to people’s mentality and how the people work
in the organization. That’s a very big
challenge to an organization, to change the
way of working, to change the mindset, and
really the Enterprise Architect has to
sometimes take the shoes of the psychologist.
Gonzalez: Like Łukasz said, it’s the mindset and to change your mind. At first,
organizations need to be agile based on Agile principles, such as delivering value
frequently and aligning with the business strategy. And when you do that, you also have
to change your EA capability to become more agile, starting with the process and the
way that you do EA.
For example, using sprints, like Łukasz said, and also to be aware of how EA
governance can support agile. As you know, it’s important to deliver value frequently, but
it has to be aligned with the organization view and strategy, like Mats said at the
beginning, to have the overall view of the organization, but also to be aware, to handle
risk, and also addressing compliance. You may go through an agile effort without
considering the whole enterprise, and you are facing the risk of different teams doing
things in an agile way, but not connected to each other.
That’s a very big challenge to an
organization, to change the way
of working, to change the
mindset, and really the Enterprise
Architect has to sometimes take
the shoes of the psychologist.
Wrześniewski
4. Page 4 of 14
It’s a change of mindset that will automatically make you change the way you are doing
EA.
Gejnevall: As Łukasz was saying, I think it’s very much connected to the entire
organization becoming agile. It’s a challenge. If you want to do EA for an agile
organization, that’s something that probably needs to be done. You need to plan, but
also open up the change process so it can change in a correct and slower way, because
you can’t just come at it top-down, to make an organization agile top-down, it has to
come both from top-down and bottom-up.
Gardner: I also hear people asking, “I have heard of Agile development, and now I am
hearing about agile enterprise. Is this something different than DevOps, is it more than
DevOps?” My impression is that it is much more than DevOps, but maybe we can
address that.
Mats, how does DevOps fit into this for those people that are thinking of agile only in
terms of development?
Gejnevall: It depends on the normal way of doing Agile development, doing something
in short iterations. And then you have some demos at the end, retrospectives, and some
planning for the next iteration. And there is some discussion ongoing right now whether
or not the demo needs to be something executable, that it’s used quickly in the
organization. Or it could be just an architecture piece, a couple of models that are
showing some aspect of things. In my view, it doesn’t have to be something executable.
And also when you look at DevOps as well, there are a lot of discussions now about
industrial DevOps, where you actually produce not software but other technical stuff in
an agile way, with iterations, and you do it incrementally.
Wrześniewski: EA and architecture work as an
enabler that allow for increasing complexity. We
have many distributed teams that are working on
the one product in DevOps, not run on Agile, and
the complexity of the product, of the environment
will be growing.
Architecture can put it in a proper direction. And I mean intentional architecture that is
not like big upfront design, like in traditional waterfall, but intentional architecture that
enables the iterations and drives DevOps into the proper direction to reduce complexity -
- and reduces the possibility of failure in product development.
Gardner: I have also heard that architecture is about shifting from building to assembly,
that it becomes repeatable and crosses organizational boundaries. Does anyone have a
response to this idea of shifting from building to assembly and why it’s important?
EA and architecture work
as an enabler that allows for
increasing complexity.
5. Page 5 of 14
Strong building blocks bring success
Wrześniewski: The use of microservices, containers, and similar technologies will
mean components that you can assemble into entire products. These components are
replaceable. It’s like the basic elements of EA when talking about the architecture and
the building blocks, and good composition of the building blocks to deliver products.
Architecture perfectly addresses this problem and shift. We have already had this
concept for years in EA.
Gardner: Anyone else on this topic of moving toward assembly, repeatability, and
standardization?
Gejnevall: On the IT side, I think that’s quite common. It’s been common for many years
in different ways and then new things happen. We talked about service-orientation for
quite a while and then we started talking about microservices. These are all types of
loosely coupled systems that become much more agile in certain ways.
The interesting thing is to look at the business side of things. How can you make the
business side become more agile? We have done a lot of workshops around service-
orienting the business, making it capability-based and sustainable. The business
consists of a bunch of services, so capabilities, and you can connect these capabilities
to value streams and change the value streams in reaction to changes in the business
side. That’s much easier than the old way of having strict boundaries between business
units and business services that are developed.
We are now trying to move the thinking from the
IT side up into the business side to enable the
business to become much more componentized
as you put different business services that the
organization produces together in new ways
and allow the management to come up with
new and innovative ideas.
Gardner: That gets to the heart of what we are trying to accomplish here. But what are
some of the common challenges to attaining such agility, when we move both IT and the
business to an agile perspective of being able to react and move, but without being
brittle or having processes that can be extended -- without chaos and complexity?
Wrześniewski: One of the challenges for the business architecture is the proper
partitioning of the architecture to distinguish the capabilities across the organizational
silos. That means keeping the proper level of detail that is connected to the
organizational strategy, and to be able to understand the system. Another big challenge
is also to get the proper sponsorship for such activity and so to proceed with the
transformation across the organization.
We are now trying to move the
thinking from the IT side up
into the business side to
enable the business to become
much more componentized.
6. Page 6 of 14
Gejnevall: Change is always hard for a lot of people. And we are trying to change, and
to have people live in a more changeable world than they have been in before. That’s
going to be very hard. Because people don’t like change, we are going to have to
motivate people much more and have them understand why we need to change.
But change is going to be happening quicker and quicker, and if we create a much more
agile enterprise, changes will keep rolling in faster and faster all of the time.
Wrześniewski: One of the areas where I ran into a problem when creating an
architecture in an agile way was that if you have lots and lots of agile projects ongoing,
or agile teams ongoing, you have to have a lot of stakeholders that come and watch
these demos and have relevant opinions about them. From my past experiences of
doing EA, it’s always hard to get the correct stakeholders’ involvement. And that’s going
to be even harder, because now the stakeholders are looking at hundreds of different
agile sprints at the same time. Will there be enough stakeholders for all of that?
Gardner: Right, of course you have to address the people, the process, and the
technology, so the people, maybe even the most important part nowadays.
Customer journey from finish to start
Gonzalez: With all of those agile digital trends, what is
more important now is to have two things in mind, a
product-centric view and the customer journey. In order
to do that the different layers that aren’t traditional
architecture are blurry, because now it’s not about
business and IT anymore -- it’s about the organization as
a whole that needs to be agile.
And in that regard, for example, like Mats and Łukasz
have said, the right stakeholder needs to be in for the
whole process. So it’s no longer saying, “I am the
business, I am giving this request.” And then the IT
people need to solve it. It’s not about that anymore. It’s
having in mind that the product has services included, has an IT component, and also a
business component.
When you are building your customer journey, just start from the very end, the
connection with the customer, and move back all the way to the background and
platform that are delivering the IT capabilities.
So it’s about having a more cross view of doing architecture, which is important.
Gardner: How does modeling and a standardized approach to modeling help overcome
some of these challenges? What is it about what EA that allows for agility to become a
common thread across an organization?
Gonzalez
7. Page 7 of 14
Wrześniewski: When it comes to the modeling, the models are different, so different
viewpoints are just the tools for EA. Enterprise Architects should choose proper means
to define the architecture that should enable the change that the organization needs.
So the common understanding -- or maybe some stereotype of the Enterprise Architect -
- is they are the guys that draw the lines and boxes and deliver only big documentation,
but then nobody uses it.
The challenge here is to deliver the MVPs
in terms of modeling that the development
teams and business will consider as
something valuable and that can guide
them. It’s not about making nice
documentation, depositories in the tools,
even if somebody is happy with some nice
sketch on paper. It’s good architecture for the architect, because the architecture is
about enabling the change in the organization and supporting the business and IT to
deliver value, it’s not about only documenting every component. This is my opinion about
what is the role of the architect and the model.
And, of course, we many different methods and conventions and the architect should
choose the proper one for the organization.
Model collaborations create solutions
Gejnevall: I don’t think that the architects should sit around and model on their own, it
should be a collaboration between the solution architect and the solution developers in
some ways. It’s a collaborative effort, where you actually work on the architecture
together. So you don’t have to hand over a bunch of papers to the solution developers
later on, they already know the whole stuff.
So you are working in a continuous way of moving the material over to them, and you
send it over to them in pieces, start with the most important pieces first or the slices of
the architecture that is the most important and is most valuable, that’s sort of the whole
Minimum Viable Architecture (MVA) approach. You can create lots of small MVAs, and
then together with the solution teams allow them to work on that. It continuously creates
new MVAs and the solution team continuously develops new MVPs. And that will go on
for the entire length of a project, if that’s what you are working on, or for a product.
Gonzalez: In terms of modeling, there are at least two ways to see this. One of them is
the fact that you need to model your high-level landscape for the enterprise in order to
have this strategic view. You have some tools to identify which items you should have
priorities for, going into your backlog and then going into the iteration, you need to be
aligned with that.
Architecture is about enabling the
change in the organization and
supporting the business and IT to
deliver value, it’s not about only
documenting every component.
8. Page 8 of 14
Also, for example, you can model high-level value streams, identify key capabilities and
then try to define which one would be the item you would be delivering, in that you don’t
need to do a lot of modeling, just high-level modeling which you are going to depict that.
On the other hand, we have other models
that are more solution-level-oriented and
in that case, one of the challenges that
architects have now in relationship to
modeling is how to deal with the fact that
models are changing – and should
change faster now because trends are
changing and the market is changing. So there are different techniques that can be used
for that. For example, test-driven design, domain design, domain-driven design,
refactoring, and some others that support agile modeling.
Also, like Mats mentioned, having lots of corporate architecture that would allow you to
facilitate these different building blocks for changing. And there are a lot of tools in the
market now that will allow you to have automation in the things you are doing. For
example, to automate testing, which is something that we should do. It’s actually one of
the key components of DevOps to automate the testing, to view how this facility really
continues with the integration, the development, and finally, the delivery.
Gardner: Sonia, you mentioned automation, but a lot of organizations, enterprises and
governments are saddled with legacy systems. That can be quite complex, having older
back end systems that require a lot of manual support. How do we move past the
restraints, if you will, of back-end systems, legacy systems, and still become agile?
Combine old and new
Gonzalez: That’s a very good question, Dana. That’s precisely one of the stronger
things of our EA. Łukasz mentioned that is the fact that you can use it in different ways
and adapt it to different uses.
So, you can, for example, if you have a bank where you usually have a lot of systems,
you have legacy systems that are very difficult to change and risky to change. So, what
a company should do is to have this combined approach saying, “Okay, I have a more
traditional EA to handle my background systems because they are more stable and
perhaps require fewer changes.”
But on the other hand, if you have your end-user platform, such as online banking or
mobile banking, that development should be faster. You can have an agile view on that.
So you can have a combined view.
However, we also depend on the background. One of the things that companies are
doing right now is to try to go over components and services, microservices, and
One of the challenges that
architects have now in relationship
to modeling is how to deal with the
fact that models are changing – and
should change faster now.
9. Page 9 of 14
outsourcing to build a corporate architecture for customer services platforms without
having to change all the background systems at once because that’s very risky.
So it’s some kind of like a combined effort that it can be used in these cases.
Gardner: Anyone else have some insights on how to make agile EA backward
compatible?
Wrześniewski: What Sonia said is really
important, that we have some sort of combined
or hybrid approach for EA. You will always have
some projects that run in the agile part, some
projects that have a more traditional approach
that are longer, and that the delivery of
architecture will take a longer time to reduce the
risk when we are replacing some, for example, core banking system. The role of the EA
is to know how to combine these different approaches and how to find the silver bullets
to solve all the different situations.
So, we wouldn’t be always looking for the organization on the one perspective that we
are agile and everything that was before is a batch practice. We try to combine, and this
is the evolution of organization’s new approach. So we will have to step by step improve
the organization to get the best results if we are completely agile.
Gardner: Walters brought up the important issue of governance. How can agile EA
allow organizations to be faster, focused on business outcomes, and also be more
secure and more compliant? How does EA and agile EA help an organization attain both
a secure and compliant environment?
Security architecture essential
Gejnevall: You need to have a security architecture, and that has to be set up in a very
loosely coupled way so you can select the security features that are needed for your
specific project.
You need to have that security architecture as a reference model at the bottom of your
architecture. That is something you need to follow. But then the security architecture is
not just the IT part of it, it’s also the business side of things, because security has got a
lot to do with the processes and the way a company works.
The role of the EA is to know
how to combine these different
approaches and how to find
the silver bullets to solve all
the different situations.
10. Page 10 of 14
All of that needs to be taken into
consideration when we do the
architecture and it needs to be known
by all the solution development
teams, these are the rules around
security. I think you can’t let go early
in that, but security architecture needs to be flexible as well, and it needs to be adapting
continuously, because it needs to handle new threats all the time. You can’t do one
security architecture and think it’s going to live there forever; it’s going to have the same
type of renewal and refactoring things happening to it as anything else.
Wrześniewski: I would like to add that, in general, the agile approaches are more
transparent and the testing of the security requirements often is done in an interactive
way, so this approach can ensure higher security.
Also, the governance should be adapted to the agile governance and some governance
body that works in an agile way and you have different level of enterprise; I mean
portfolio management, project management and teams. So there is also some
organizational change that needs to be done.
Gardner: Many times when I speak with business leaders, they are concerned about
mounting complexity, and one of the ways that they are very attracted to trying to
combat complexity is to move towards minimum viable products and minimum viable
services. How does the concept of an MVA help agility, but at the same time combat
complexity?
MVA moves product from plan to value
Wrześniewski: MVA is the architecture of minimum viable products that can enable
the development of the product. This can help you to solve the complexity issues with
the minimum viable product to focus on this functionality, the capabilities that are
mandatory for the organization and can deliver the highest percentage of value in the
software.
And also if the minimum viable product fails, we don’t invest too much for the entire
product development.
Gejnevall: Inherently, organizations are complex. You have to start very much higher up
than the IT side of it to take away complexity. You need to start at the business level, on
the organizational level, on the process level, on how you actually do work. If that’s
complex, the IT solutions for that will still be complex, so it needs to have a good EA and
MVA can test out new things and new ways of organizing yourself, because everything
doesn’t have to be an IT project in the end.
You do an MVA and that’s a process change or an organization will change, you test it
out and you say, did it actually minimize our complexity or did it actually increase our
Security architecture needs to be flexible
as well, and it needs to be adapting
continuously, because it needs to
handle new threats all the time.
11. Page 11 of 14
complexity, at least you can stop the project very quickly and go in another direction
instead.
Gonzalez: Handling complexities is challenging, especially for big organizations that
have been in the market for a longer time, the new ones. You will need to focus on the
minimum viable product for leveraging the MVA, and go by slices, like taking smaller
pieces to avoid going into much modeling.
However, at the end, even though you are not conceding things to be only IT, at the end
you have a platform which is the one that is providing your IT capabilities. In that case,
my view is use of architecture is important. So you may have a more traditional EA for
keeping the maintenance of your complex landscape. That’s already there. You cannot
avoid that or ignore that, but you need to identify which components are there.
So whenever you are deciding a new problem with MVA, you can also be aware of the
dependencies there at the platform level, which is where most of the time the
complexities rely on. So that’s in my view a combined use again of both of them.
And the other key thing here is having the
good integration and automation tooling,
because sometimes you need to do things
manually and that’s where it takes a lot of
time, so you just make some automations of
that, then it will be easier to maintain and to
allow you to handle that complexity without
going against an agile view.
Gardner: And before we start to wrap up, I wanted to ask you what an organization will
experience when they do leverage agile EA and become more adaptive in their business
in total, holistically. What do you get when you do agile EA? What do you recognize as
metrics of success if this is going well?
Deliver value and value delivery
Gejnevall: Each one of these MVAs and minimum viable products is actually supposed
to leave us some business value at the end. If you look a the framework like the
TOGAF® standard, a standard of The Open Group, there is a phase at the end where
you actually look at to see, “Did we really achieve this value that we expected to?”
This a part of most product management frameworks as well. So we need to measure
before we do something and then we need to measure afterward, did we get this
business value that we expected, because just running a project at the demo, we can’t
really tell if we got the value or not. We need to put it out in operations and measure it
that way.
The key thing here is having the
good integration and automation
tooling … then it will be easier
to maintain and … to handle
that complexity without going
against an agile view.
12. Page 12 of 14
So getting that feedback loop much quicker than we did in the past when it took a couple
of years to develop a new product and at the end of it we have changed and we didn’t
get the value, even though we spent many million dollars to do that. Now we might
spend a lot less money, but we can actually prove that we are getting some business
value out of this and actually measure it appropriately as well.
Wrześniewski: I agree fully with Mats that
the value is quicker delivery. Also, the
product quality should be much higher and
all the people should be much more
satisfied. I mean the team that delivers the
service or product changes the business,
the stakeholders, and direct clients. This really impacts the clients and team’s
satisfaction. This is one of the important benefits of agile EA as well.
Gejnevall: Just because you have a term called minimum viable product and you think it
always needs to be IT that’s doing that, I think you can do a minimum viable product in
many other ways. Like I was saying before, process changes, organizational changes
and other things. So it doesn’t always have to be IT that is doing the minimum viable
product that gives you the best business value.
Gardner: How about the role of The Open Group? You have a number of certification
programs, standards, workgroups, and you are talking with folks in the EA field all the
time. What is it that The Open Group is bringing to the table nowadays to help foster
agile EA and therefore better, more secure, more business-oriented companies and
governments?
Open Group EA and Agile offerings abound
Gonzalez: We have a series of standards from The Open Group. One of the subsets of
that is the architecture portfolio. We have several activities going on. We have the Agile
Architecture Framework snapshot, product of The Open Group Board Members’ activity
which is already in the market for test and comments, but it’s not yet an approved
standard. The Agile Architecture Framework™ (O-AAF) covers both Digital
Transformation of the enterprise, together with Agile Transformation of the enterprise
considering concepts like Lean and DevOps among others.
On the other hand, we have the Architecture or the Agile EA one at the level of the
Architecture Forum, which is the one Mats and Łukasz are dealing with, of how to have
an agile EA practice. There is a very good white paper published, and other deliverables,
like a guide about how to use or make the TOGAF framework an agile sprint using the
Architecture Development Method (ADM), so that’s another paper that is under
construction, and there are also several that are on the way.
We also have in the ArchiMate® Forum, we have Agile Modeling Activity, which is
precisely dealing with the modeling part of this, so the three activities are connected.
The value is quicker delivery.
Also, the product quality should
be much higher and all the people
should be much more satisfied.
13. Page 13 of 14
And into a separate working group, even though it is related, we have Digital
Practitioners Work Group, aimed to address the digital enterprise. Also there is
connection with the Agile Architecture Framework and we just started looking for some
harmonization also with EA and the TOGAF standard.
In the security space, we recently started the Zero Trust Architecture product, which is
precisely trained to address this part of Zero Trust Architecture, which is securing the
resources instead of securing the network. That’s a joint activity between Security Forum
and the Architecture Forum. So, some of those are the things that are going on.
And also at the level of the Agile Architecture Framework, there is also conversation
about how to handle security and cloud in an agile environment, so you see we have
several moving things at the table at the moment.
Gejnevall: Long-term, I think we need to look into agile enterprise much more, but I
think that all these efforts sort of are converging up to that point sooner or later that we
need to look to see what would an agile enterprise looks like and create reference
architectures and ideas for that. And I think that that will be sort of the end result
somewhere, but we are not there yet, but we are going in that direction with all these
different projects.
Gardner: And, of course, more information is available at The Open Group website.
They have many global events and conferences that people can go to and learn about
these issues and contribute to these issues as well.
I’m afraid we will have to leave it there. You have been listening to a sponsored
BriefingsDirect discussion on how EA defines and supports more agile business
methods and outcomes. And we have learned how agile EA can embrace approaches to
build competitive advantages for both enterprises and governments as well keep those
organizations more secure and compliant.
So a big thank you to our panel, Mats Gejnevall, Enterprise Architect at minnovate and
Member of The Open Group Agile Enterprise Architecture Work Group. Thank you,
Mats.
Gejnevall: Thank you, Dana.
Gardner: We have also been here with Sonia Gonzalez, Forum Director for the
Architecture Forum at The Open Group. Thank you, Sonia.
Gonzalez: Thank you very much, Dana.
Gardner: We have been joined by Walters Obenson, Director of the Agile Architecture
Framework at The Open Group. Thank you, Walters.
Obenson: Thank you, Dana.
14. Page 14 of 14
Gardner: And lastly, a big thank you to Łukasz Wrześniewski, the Enterprise Architect
and Agile Transformation Consultant. Thank you, Łukasz.
Wrześniewski: I am also a Member of The Open Group. Thank you, Dana.
Gardner: And a big thank you as well to our audience for joining this BriefingsDirect
agile business innovation discussion. I’m Dana Gardner, Principal Analyst at Interarbor
Solutions, your host throughout this series of BriefingsDirect discussions sponsored by
The Open Group.
Thanks again for listening, please pass this along to your IT community, and do come
back next time.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: The Open
Group.
Transcript of a discussion on how Enterprise Architecture defines and supports more agile
business methods and builds competitive advantages for enterprises and governments. Copyright
Interarbor Solutions, LLC and The Open Group, 2005-2019. All rights reserved.
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