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In der vierten Folge unserer Serie “IT-Industrialisierung” veranschaulicht Dirk Krafzig die monetären Vorteile für den Fachbereich, welche mit dem effektiven Einsatz einer IT-Factory einhergehen und zeigt wie der Fachbereich langfristig seine IT-Kosten senken kann.
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In der fünften Folge unserer Serie “IT-Industrialisierung” veranschaulicht Jürgen Hemmer die monetären Vorteile für die IT, welche mit dem effektiven Einsatz einer IT-Factory einhergehen und zeigt wie die IT-Abteilung langfristig ihre IT-Kosten senken kann.
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In der sechsten Folge unserer Serie “IT-Industrialisierung” veranschaulicht Dirk Krafzig die qualitativen Vorteile für den Fachbereich, welche mit dem effektiven Einsatz einer IT-Factory einhergehen und zeigt wie der Fachbereich nachhaltig seine IT-Qualität steigern kann.
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In der siebten Folge unserer Serie “IT-Industrialisierung” veranschaulicht Jürgen Hemmer die qualitativen Vorteile für die IT, welche mit dem effektiven Einsatz einer IT-Factory einhergehen und zeigt wie die IT-Abteilung nachhaltig ihre IT-Qualität steigern kann.
You are not alone if you experience shortcomings and inefficiencies of processes in your work environment. For example, because the collaboration between departments is poor, co-workers lack the know-how, vendors are not appropriately managed, different stakeholders have diverging interests, or because of many other reasons. Interestingly, problems like that can persist over a very long time and even inherited from one generation of employees to the next. People tend to ignore poor processes if there is no simple way of fixing problems, and nobody is held responsible for the end-to-end process performance.
Nowadays, quickly changing markets are the norm for most industries. As a consequence, products, sales channels, brand image, and business models of any enterprise require ongoing attention. From time to time, tough decisions are needed, which change the direction of the business – for example, if companies abandon outdated product lines or enter new business areas with all their risks and uncertainties. These decisions typically have to be made by the top management. For the managers concerned, these decisions mean a lot of personal trouble and risk. In times of “agility” we increasingly often see that inconvenient and risky decisions are delegated to the “teams” or postponed after agile reorganisations.
(by M. Deb)
New collaboration models arise. We are talking about horizontal and lateral leadership, the delegation of responsibility and digital organizations. All these concepts are great and address the rights points to overcome some hurdles we have maybe seen in the past and today. But are we really there? I think it is worth thinking about this. But – unfortunately – this journey is not easy and not for free and fur sure not an easy task.
So, we often see that maybe we are just in the middle of the transformation and therefore in some cases responsibility is transferred to somebody, but who is that?
(by C. Breithaupt)
Standardisation and governance are crucial for the success of large-scale agile organisations since there are several concerns like UX design, security, technology stack decisions and architecture principles that have to be solved consistently across all teams. Recently, the adoption of digital platforms in organisations or new regulatory requirements, for example, in the financial industry make this even more important. Standardisation in large-scale agile organisations is typically failing for two reasons.
First, there is a common misinterpretation that agile teams don’t have to adhere to standards and guidelines; agile frameworks struggle to find the right balance between emergent and intentional architecture design. Second, traditional governance processes established in many organisations are slowing down agile teams and decisions are detached from development teams since they are discussed and decided only on the management level.
(by M. Hauder, O. Frank and B. Perkens-Golomb)
“Everything everywhere” – the age of digitalization requires convenient access to and constant availability of IT systems throughout all channels and devices. However, this means additional complexity in company processes and procedures. As a result, the digital transformation is accompanied by a rigorous agile restructuring of organizations – often blindly following every trend. A consistent enterprise architecture often falls by the wayside and technical debts pile up continuously. Whilst agile evangelicals often fail to pay the necessary attention to sustainable architectural approaches, conventional enterprise architects and lead architects lend weight to holistic architectural management. Based on the views of these colliding worlds, we call the fifth sin, the “Deadly Sin of Architectural Superbia”.
(by C.Tonk, M. Fuchs and M.-V. Waschak)
The transformation initiatives heading towards agile enterprises are accelerating. In order to survive on the market, enterprises need to get fast, to face current and future challenges. On the one hand, these go along with dynamic, cross-linked and globalised ecosystems. On the other hand, especially a more and more well-informed customer full of expectations with respect to product, service and process excellence puts pressure on companies to develop and refine.
This evolutionary change is closely linked with the new implementation of approaches, methodology and engagement or the modification of existing ones. An exemplary view on the insurance industry illustrates the current trend to transform entire classical organisations into agile communities. So, the establishment of self-organized, cross-functional and elastic units is an attempt to withstand the pressure to innovate.
(by J. Giese and F. Petermann)
They can put a man on the moon! And they still cannot make a system that makes our customers happy?!
If only we had the superheroes that Gaagle had, they would surely be able to save us! Even with our Agile initiative with lots of self-organizing teams and focus on quality and team satisfaction, we didn’t find the success we deserved; we got a lot of problems instead. No fun at all!
(by H. Wilhelmsen and C. Bergström)
