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Organisations everywhere are implementing Agile as a dynamic approach to speed up the creation of value and improve development of new and improved services and products. It should be noted that despite all the strengths of Agile it is not suited to all projects. Adopting a best practice such as Agile is more than learning a new process and skill and then applying it in a project environment. Implementing Agile in an established organisation means that there are often a number of other frameworks, best practices and procedures that will need to co-exist with Agile. Without looking at Agile as part of the whole ecosystem, the results can seem underwhelming or negatively impact on other areas, and can cause a lack of appreciation for Agile and subsequent lack of adoption, or a complete rejection of an approach that has so much to offer.
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Delivering value faster and better with quality code has been the holy grail of software development and support for many years. Navigating a post-COVID-19 world, organisations will find themselves faced with new challenges and the expectation of delivering value and quality results in a shorter time frame.
DevOps is a set of practices that works to automate and integrate the processes between software development and support, so project teams can build, test, and release software faster and more reliably. As such, DevOps and Agile methodologies have become key tools in responding to an increasingly diversified and dynamic business landscape where most, if not all businesses are using technology to reshape their respective organisations.
Yet despite its potential to deliver, many organisations are struggling with DevOps implementations. Developing a clear roadmap based on best practices and a pragmatic approach will accelerate this journey and minimise the risk of failure.
The disruption brought about by the COVID-19 pandemic has highlighted how essential agility is to business. Many organisations were able to quickly respond to the challenges of the restrictions and lockdowns by focusing on the needs of their customers while transitioning into remote work. This response shaped how the public now sees and perceives the organisation and the critical role of ICT. At the same time it has raised business expectations of ICT and organisational response that can only be addressed by utilising Agile approaches.
Conclusion: Agility to respond to change has become essential. Compared with previous years, CIOs are expected to produce results over longer periods of time, now expectations have become much higher. Stakeholders are expecting results as soon as possible. With the trend geared towards an increase in technology dependence, the pressure of delivering results has therefore increased for CIOs and IT leaders.
Part of this new set of expectations is improved efficiency and productivity, which in most cases requires a thorough evaluation of business processes to garner potential inefficiencies. One of the primary tools organisations have at their disposal is the enterprise resource planning (ERP) systems. Eventually, it all boils down to whether or not the migration to S/4 HANA can be justified in terms of value-add-services. Implementation effort and run costs are only a part of the business case, not the whole.
Conclusion: Machine learning operations (MLOps) adapts principles, practices and measures from developer operations (DevOps), but significantly transforms some aspects to address the different skill sets and quality control challenges and deployment nuances of machine learning (ML) and data engineering.
Implementing MLOps has several benefits, from easing collaboration among project team members to reducing bias in the resulting artificial intelligence (AI) models.
IBRSiQ is a database of client inquiries and is designed to get you talking to our advisors about these topics in the context of your organisation in order to provide tailored advice for your needs.
Conclusion: With business demands driving CIOs to be more innovative and apply digital innovation, Agile project management methodology is being adopted to manage customer-centric projects to create minimal viable products quickly. Agile methodology is used across technology teams in government, healthcare, education and the private sector. The benefits of Agile versus traditional waterfall project methodology such as PRINCE2 include stronger engagement with the business and product owners, better business outcomes, reducing the time to deliver a minimum product and cost savings.
This research paper looks at Harvard Business Review’s comparison of when to adopt Agile project management or when it may be more suitable to apply a PRINCE21. With the prevalence of Agile projects, 50 % of IT staff interviewed across NSW are seeking to upskill and become accredited in Agile project management techniques. This paper includes reference sites on where to gain further insights on Agile project methodology and accreditation.
"Agile: The other considerations" IBRS, 2018-03-31 06:46:04
"SNAPSHOT: Agile services spectrum" IBRS, 2018-05-04 19:10:01
"When the Stars are Aligned use Agile" IBRS, 2016-04-22 23:15:40
Project directors and SROs1 are still falling for the same mistakes that Brooks explained so elegantly in 19722.In large government environments where project scope and deadlines are dictated years in advance by election promises and new policy initiatives, many aspects of ‘agile’ can’t be adopted: BDUF (Big Design Up Front) is alive and well.
Conclusion: Over the last five years agile software development approaches have become more popular, and are increasingly replacing heavy-handed methodologies. At the same time there is a growing interest in benchmarking the productivity of software projects, and in achieving process maturity that can be measured against certification standards such as CMMI. At first sight it would seem that these two trends represent two mutually exclusive philosophies. When taking a closer look it becomes clear that both trends can indeed complement each other.
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