Discover Performance Blog

Welcome to the Discover Performance blog, a resource for enterprise IT leaders who share a passion for performing better. Here you’ll find strategic insights and best practices from your peers as well as from HP’s own practitioners who help others define, measure and achieve better IT performances.

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Coordinating releases across hundreds of development teams? Here’s how to maintain agility

shamim ahmed.jpgShamim Ahmed has over 20 years of experience in large-scale application architecture, design and development, product research and development, large multi-shore project/program management, organizational quality management, and IT consulting.

 

When I talk to customers I hear that because of cloud and mobility, enterprise IT is under intense pressure to increase agility. Traditional IT might release application updates every six or nine months. But the level of agility the business is looking for requires updates every week. If you’re a laggard you’ve pretty much lost the business.

 

But—as I’ve written before—enterprise IT has a hard time scaling up to this level of agility. Sure, Agile principles work well in small app dev teams. But there’s a pretty large gap between something that’s effective when you have ten developers coding one app versus hundreds of developers working on a host of enterprise applications. I work with customers through our Enterprise Agile Transformation Services to take Agile principles and adapt them to work at an enterprise scale.

                                                                                                                      

Here’s a very condensed version of what I tell these large enterprise clients about how they can become agile at coordinating application releases from multiple teams. This is what we call the program level of enterprise agility, and this is how you get there.

An Agile Manifesto for enterprise IT

shamim ahmed.jpgShamim Ahmed has over 20 years of experience in large-scale application architecture, design and development, product research and development, large multi-shore project/program management, organizational quality management, and IT consulting.

 

How can enterprise IT become more agile? This question is one I constantly get from customers as I meet with them in IT transformation workshops.  IT is under intense pressure to release applications at a pace that enables the business to remain competitive. And in answer, we’ve seen the rise of Agile development. But Agile principles really work best in small teams. When you try to scale up those principles to large enterprises it’s a challenge.

 

With my colleagues in HP ALM and HP Software Professional Services, I’ve been working on defining what the agile enterprise looks like and how traditional IT organizations can get there.

Stop project failure: 4 goals to help you improve requirements processes with COBIT 5

IMG_1614-Edit_SML.jpgIf you’ve ever looked at reports about trends in software success (like the Standish CHAOS study), you’ll be familiar with disheartening statistics that the majority of IT projects aren’t delivered on time, on budget or with the required features and functions. Needless to say this doesn’t do much to help IT’s credibility with the business. What can your organization do to make sure IT projects aren’t failing? You can start by taking a good look at your requirements process. This is the process that ensures you’ve got the right requirements in place for enterprise strategic needs in terms of business processes, applications, information/data infrastructure, and services.

COBIT 5 tears down the wall between Dev and Ops and puts quality squarely in between

IMG_1614-Edit_SML.jpgThis week we turn to what COBIT 5 can tell us about quality. This process aims to define and communicate quality requirements for all processes, procedures, and the related to enterprise outcomes. This includes controls, ongoing monitoring, and the use of proven practices and standards in continuous improvement and efficiency efforts. This makes the wall between development and ops an artificial one. Quality clearly needs to not only be designed in, but measured throughout the application lifecycle. The purpose of this process is to ensure consistent delivery of solutions and services that meet quality of the enterprise and satisfy stakeholder needs. The key idea is that projects and programs deliver services (enterprise capabilities) and these capabilities need to be continuously improved and made more efficient during their lifetime.

3 progress metrics you need for managing applications development teams

dpblogpromo.jpgApps execs often rely on legacy processes like spreadsheets to manage their departments. But these outdated methods that can’t hope to keep up with the new realities of application delivery. What’s needed is a system that will provide the kind of in-context visibility that a manual system can’t. Here’s what you need to know to start better managing large teams and modern development demands.

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About the Author(s)
  • Alec Wagner is a longtime writer & editor, enterprise IT insider, and (generally) fearless digital nomad.
  • Lending 20 years of IT market expertise across 5 continents, for defining moments as an innovation adoption change agent.
  • This account is for guest bloggers. The blog post will identify the blogger.
  • I'm the community manager for Discover Performance and have been a writer/editor in the technology field for several years.
  • Mike has been with HP for 30 years. Half of that time was in R&D, mainly as an architect. The other 15 years has been spent in product management, product marketing, and now, solution marketing. .
  • Paul Muller leads the global IT management evangelist team within the Software business at HP. In this role, Muller heads the team responsible for fostering HP’s participation in the IT management community, contributing to and communicating best-practice in helping IT perform better.
  • Rafael Brugnini (Rafa) serves as VP of EMEA & APJ for HP Software. Joining in 1996 and has more than 20 years of knowledge and experience linked to HP. He resides in Madrid with his wife and family, and in his spare time he enjoys windsurfing.
  • Evangelist for IT Financial Management (ITFM), IT Governance and IT Portfolio Management, consulting IT organisations for Close to 15 years on principles of good governance.
  • Chief of Staff for Software & Information Management IT at HP, driving business and IT initiatives, as well as executive, employee, and customer communications and management of change for the CIO of HP Software.
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