Guidance in Delivering Value through Architecture
You can create and deploy business and enterprise architectures that improve organizational understanding, increase business opportunities, support agility, and deliver value. Cutter’s Architecture team delivers continuous insights based on their hands-on experience assisting organizations worldwide.
Digital transformation has hit a wall. The need for reinventing how we think about and approach architecture is becoming ever more prevalent, especially if an organization is to truly become Agile.
Aligning strategic objectives and tactical demands is critical to successfully execute your strategy and drive change. Cutter Consortium Senior Consultant Brian Cameron explores the ways you can structure your business architecture to effectively facilitate strategy execution in this on-demand webinar.
It may be my narrow experience, but most Agile teams I encounter develop few to no diagrams or high-level views of the architecture they’re implementing. Instead, they allude to “being Agile,” where architectural documentation is unnecessary, which implies that you simply collaborate around the code and magic (emergent architecture) occurs. In this Advisor, I suggest documentation as a good tool for striking the right balance between architecture and agility.
How can business architecture help execute strategic vision? This two-day workshop led by Cutter Consortium Senior Consultant Brian Cameron explores the ways you can structure your business architecture to effectively facilitate strategy execution.
There is no single career path for the business architecture professional today. Today’s business architecture professional requires educational career options that provide the flexibility needed to enable multiple career paths and choices.
The authors examine how a limited view of digital transformation impedes organizations from fully benefiting from the new, Agile ways of working. They attribute this failure, fundamentally, to reliance on traditional architectural stacks where multiple teams and products rely on large, shared layers, and a change in a layer to meet the needs of one product may inadvertently break other products. To support a feature team–based organization, each team must have full end-to-end ownership of its stack, which consists of smaller, decoupled parts — microservices — that are loosely bound together. The authors advocate domain-driven design and the atomic design principle as the basis for enabling reuse.
The rise of software represents the biggest single hurdle and opportunity to business. This issue of Cutter Business Technology Journal will inspire you to conquer the fundamental challenges facing your organization today and help you unlock your full value-creating potential.
This Advisor describes one way of establishing a non-blocking architecture governance practice for Agile development teams.