Agile-Embedded Group Coherence Ingredients
The collaborative nature of Agile projects has exposed participants to opportunities to experience a number of ingredients associated with group coherence (GC) in the research literature. We call these "Agile embedded ingredients," as they surface in Agile work. We present four here and discuss both their Agile appearance and the research about them. They are: (1) the commonly shared goal, (2) shared leadership, (3) trust and respect, and (4) practice.
EA Value Proposition
In my last Advisor (see "Firmitas, Utilitas, Venustas"), I introduced some of the ideas presented by EA Conference Chair Chris Potts in his keynote at the IRM Enterprise Architecture Conference, "High Im
Why We Need the Data Knowledge Network
Many projects concentrate their efforts on implementing technology used to support the business needs (replace System X with System Y) or deliver new functionality. In meetings, the topic of conversation is usually about which application to purchase and which vendor to choose. Those are important issues, but equally important considerations are how your company will use the information to conduct business, the readiness of existing data, and how you can adapt the data to fulfill the requirements of the new system.
Expanding Agile for the Enterprise
Enterprises and large projects increasingly express interest in using Agile methods due to its success in small teams. In this Executive Report, we discuss expanding Agile for the enterprise through techniques for scaling, extending, and embracing Agile methodologies. Through the "discovery curve" technique, we show that discovering needed knowledge constitutes the largest obstacle any project team faces. Agile shortens discovery times in small teams.
Expanding Agile for the Enterprise
Small Agile teams have attained a reputation for delivering continuous customer value using the Agile Manifesto and its principles with Agile mentors and literature as a guide. The success of these teams has whetted the appetite of both large corporations and large project teams to adopt Agile in hopes of achieving these results in a larger context.
Did I Do That?
In early June, the International Monetary Fund (IMF) released a remarkable report entitled, "Greece: Ex Post Evaluation of Exceptional Access Under the 2010 Stand-By Arrangement," documenting the IMF's decision to participate in the economic rescue of Greece from its self-created ec
Did I Do That?
In early June, the International Monetary Fund (IMF) released a remarkable report entitled, "Greece: Ex Post Evaluation of Exceptional Access Under the 2010 Stand-By Arrangement," documenting the IMF's decision to participate in the economic rescue of Greece from its self-created ec
Architecture Debt
The Mainframe Cloud
The Mainframe Cloud
IT Development As Last, Not First
It is time to turn our thinking about IT development's role in change on its head. Instead of IT being the driver and necessary means for change, it should be relegated to last in the order of things. The first step is study, which changes management's perception of the problem(s). The second step is to improve the service design so that it works for customers. The third and final step is to pull in IT development to provide the means to run the service in the new way.
The New Techniques of Fifth-Generation EA: Part II
Here, we examine techniques used by EA teams to support fifth-generation EA.
Too Many Secrets, Too Many Secret Keepers
I don't know about you, but I've begun to notice a pattern in the problems that we have in keeping our secrets lately. Three years ago, a US Army enlisted man stationed in Iraq downloaded 250,000 US State Department cables and then handed them over to WikiLeaks which in turn handed them over to the press.
Disciplined Agile Delivery in the Enterprise
"The Agile and Lean movements clearly have a lot of life left in them. My expectation is that we’ll spend the next decade or more adopting disciplined Agile strategies to enable us to solve more complex problems and make possible a truly Agile enterprise."
-- Scott W. Ambler, Guest Editor
Beyond Scrum + XP: Agile Architecture Practice
Beyond Software: Composite Agile Method and Strategy (CAMS) and Agile Business
Integrating Lean Thinking to Achieve Multi-Product and Multi-Team Agility
A Disciplined Approach to Agile Project Deployments
The Central Role of Personality in Agile Success
Agile Maturity Assessments: Boon or Bane?
Circa 1990 (memo from the quality head): The lead assessor will be visiting our organization to check the maturity level this week. Please ensure documents are checked into the repository and folders named as per the standards. We need to get CMM Level 5 this year.
Circa 2010 (memo from Agile group lead): Please ensure every one completes the Agile maturity assessment as we need to understand the maturity levels of our teams.
Managing Customer Expectations: How to Take Care of Perceptions
Aldous Huxley, author of the classic novel Brave New World, once said, "There are things known and there are things unknown, and in between are the doors of perception."
Firmitas, Utilitas, Venustas
Unearthing the Nexus of Cloud Computing, Big Data, Mobility, and Analytics
Humans have always exploited data to achieve social, cultural, and technological advances. In this digitized world, there is an obvious need to harness and manage this data more efficiently and effectively. In this Executive Update, we discuss cloud computing, Big Data, the Internet of Things (specifically, mobile applications), and analytics, as well as recent revolutionary developments occurring as a result of the amalgamation of these four technologies.


