In my recent Blog http://www.optimation.co.nz/our-people/life-at-optimation/blog/for-pms-its-not-all-handshakes-and-lattes/ “For PMs its Not All Handshakes and Lattes” I talked about some of the challenges faced when getting a new IT project or programme successfully launched. I talked about team building, having a methodology, and setting quality expectations and the benefits of getting these challenges resolved early.
Everyone knows the standard benefits of outsourcing, like reducing costs and focusing on core competencies. But a well-structured outsource engagement can also deliver some significant business returns that you may not expect.
Have you tried to introduce, or are you trying to introduce, agile practices in your organisation? If so, how is it going?
There are a few organisations who have successfully implemented agile practices across their whole organisation; re-inventing the way they structure themselves, how they interact with and treat their staff, plan and direct their strategy, provide services to and support their customers, as well as how they deliver change (the traditional home ground of agile practices).
At Optimation, we’ve invested in developing our understanding and capabilities around Business Agility, because our customers are looking for ways to develop their overall responsiveness, through adopting lean governance, moving to management by coordination rather than control, combining a strategic focus with a tactical flexibility, innovating confidently while keeping it simple, maintaining the energy and connectedness of start-ups and avoiding the silos that destroy collaboration and slow everything down.
Alongside focusing on delivering value, responding well to change, and collaborating well with stakeholders, agile practices are dependent on high-performing teams of motivated practitioners who embody technical excellence and great design.
On 10 Sep 2013, Optimation hosted an AgileTribe supper at Everybody’s restaurant in Auckland. We invited a small number of agile practitioners from Auckland, with me hosting was Colart Miles (one of our business agility coaches at Optimation), and our guest of honour was Steve Forte – a successful serial entrepreneur, developer, MBA, and Scrum Alliance board member.
When the discipline of business analysis first established itself, it was important that it be differentiated from other disciplines. Part of this distinction was that business analysis focuses on the 'what' and 'why' of a solution, rather than the 'how' – the latter being the role of solution architects, developers, and the like.
Documenting the real business problem that a project team is tasked to solve is easy when you have one local Subject Matter Expert (SME) or business owner to talk to. A discussion in front of a whiteboard will generally enable you to get a good idea of the core problem that needs to be solved. You can then use whatever style of documentation to record it as you like.
In preparation for a consulting assignment I’m about to begin, I’ve been reading up and refreshing myself on the techniques available out there for modelling information. One of those techniques is one I first came across a few years ago called Object Role Modelling and in the intervening time, it seems to have become more widely accepted.
'It’s all about the foundations son.' Such were the fateful words uttered to me many years ago by an old builder friend. When I think of the IT programme and project management I have done in recent years, I think these simple but sage words still apply.