rethinking the agile enterprise
TRANSCRIPT
Rethinking the agile enterpriseBrandon Byars
Testing
Integrating
Showcasing
RequirementsDefinition
Scope ProjectFunding
MarketResearch
“Agile” ReleaseManagement
Batch size
Scaled Agile Framework™ Big Picture
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What prevents us from being agile at
scale?
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leading causes of paralysis
• Focus on business alignment over IT efficiency
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The alignment trap
Leading causes of paralysis
• Focus on business alignment over IT efficiency• Tech debt
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prod
uctiv
ity
time
XP
waterfall
Leading causes of paralysis
• Focus on business alignment over IT efficiency• Tech debt• Centralization
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Economies of scale
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Leading causes of paralysis
• Focus on business alignment over IT efficiency• Tech debt• Centralization• Budgeting
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http://search.dilbert.com/comic/Leadership%20By%20Words
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Don’t just do something,
STAND THERE!!!
The three tradesmen
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eXtreme Enterprise
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Values & principles
Values:•trust•independence•pride of ownership•feedback
Principles:•decentralization•design to throw away•fail fast / fail cheap•plurality•devolve accounting to value centers
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Practice: products over projects
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Customer focused
Competitive marketplace
Cost / customization balance
Customer support
Practice: Vc funding model
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http://www.quicksprout.com/2009/01/21/how-to-raise-venture-capital/
Practice: business process precedes automation
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Business process experimentation with out of
band integration
Lightweight integration
Full integration
Practice: experiments precede large capex spend
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Practice: full lifecycle ownership
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Funding approval
Development
Operations
Upgrades and retirement
Practice: all shared code is publicly hosted
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Open source curation
Optional adoption
Runtime integration
No domain logic
Practice: replaceability as a first class “ility”
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Limit depreciable lifetime
Eschew centralized solutions
Careful package selection and implementation
Communication > Implementation
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The Douglas Adams rules
TV
spam
grunge
REST Snapchat
twerkingme
me @ 15
me @ 35
Inherent context
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Ids => URLsState => State MachineN/A => Referer headers
Practice: dissolve shared services
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Analysis App QA Security DBA Release Ops
1 week4 weeks
1 week2 weeks1 week
2 weeks2 days
1 week1 day
2 weeks3 days
12 weeks
Customer
Practice: dissolve information technology
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Align automation with business units
Centralized IT decisions made by top management
Cost / benefit analysis on business, not IT
Manifesto for enterprise agility
I have imagined better ways of running enterprises by sitting and thinking inside my ivory tower.
Through this work I have come to value:
Economies of flow over economies of scaleDevolved accountability over standardsSystems thinking over analytical thinking
Replaceability over reusability
That is, while there is value in the items on the right, I value the items on the left more
Brandon Byars
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