The true purpose of IT is to extend support to fulfill business goals those goals are often linked to metrics like customer satisfaction, revenue, and market penetration, while IT, in most cases, focuses strictly on metrics like story points and velocity.Īn enterprise can call itself agile provided that it has acquired the ability to deliver products and services at speeds matching customer requirements. In a NutshellĪn organization can be good at agile software development, but that does not mean that the organization has achieved true business agility. Systems taking more time to make low-impact changes will face challenges to survive in the modern world of cloud, mobile, and web, mobile. In most instances, a system does not require the highest level of scalability from the start, but some degree of thought needs to be implemented in the initial architecture it will assure an enterprise that making changes within the system to accommodate future growth will be more streamlined and easier. This stage is followed by the creation of user stories to be included in the roadmap. This is the stage where the architects start exploring their requirements for abilities including reliability, scalability, portability, maintainability, etc. Architects and business partners are required to collaborate upfront and focus on a far-sighted vision involving what their services and products should do. That approach may work for a cash-starved startup but may create major crisis situations for many enterprises. Instead of focusing on other priorities, the norm is to create a web page first, start pitching customers, and consider other aspects later. UI is surely one of the critical aspects for any successful project to consider, but there are other more important areas that demand to be given priority by organizations before building their user interface those areas include planning to attract new customers onboard, figuring out ways for the server team to support their underlying infrastructure and also ways in which their operation team can extend support to customer calls, and ways to accommodate new customer requests through rules or configurations. Surprisingly, one can find a large number of projects in which the first thing that their management team has planned to build is a user interface (UI). The vision to become a truly Creating an Agile Enterprise involves agility being a driving force in their underlying architecture. Undoubtedly, enterprises should keep a close watch on their teams’ performances, but they also must remain focused on metrics like new customer registrations, customer satisfaction, revenue growth, new features that are based on time periods (month, quarter, year), etc. As a result, they often end up developing a rigid and fragile system lacking the ability to manage the required speed of the business to achieve a truly agile status.Ĭreating an Agile Enterprise demands to be measured keeping the viewpoint of the target customer in the center. Under many circumstances, companies take the term agile literally and begin to build stuff without visualizing how their architecture will manage the demands of business in the future. For instance, a team can be highly skilled at building stuff, which is quite different from the process of achieving corporate-wide agility. Instead of measuring agility, they are more leaned towards measuring IT productivity, and both metrics are quite different from one another. Now the interesting thing is that most of these numbers really don’t measure business agility. One can find many IT shops where agility is being measured in so many different terms including story points, velocity, burn-down charts, and other data points and metrics all of those terms are focused on analyzing how well a team is performing with respect to historical numbers. The issue is that IT often defines “agile” in many different ways than businesses do.
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