Is your DW/BI team able to easily respond to changing requirements? Are your stakeholders ecstatic with what is delivered by your DW/BI team? Is your DW/BI team able to deliver new changes quickly into production? If the answer to any of these questions is no, then you likely want to consider adopting a disciplined agile approach to DW/BI development.
Disciplined Agile (DA) is a hybrid of existing methods that provides the flexibility to use a tailored approach that matches your context. In a nutshell, Disciplined Agile is “pragmatic agile”. This webinar explores how different business teams in an established enterprise apply Disciplined Agile strategies over time to successfully improve their own agility while also supporting the agile software delivery teams and the organization’s overall journey towards business agility.
Despite claims to the contrary, the need for governance does not disappear for agile projects. Your project sponsors have a right to know the status of the health and risk of their investments. But trying to blend traditional agile methods such as Scrum with traditional stage gate approaches can cause frustration for both project teams and their stakeholders. Disciplined Agile (DA) provides straightforward and common sense ideas for applying governance in a lightweight fashion for agile projects. This webinar explores these lean governance strategies using the Disciplined Agile tool kit.
IT portfolio management is the activity of identifying, organizing, and governing an organizations's various IT endeavours. IT endeavours include solution delivery projects, product development teams, business experiments (along the lines of a lean startup strategy), and even the operations of existing IT based solutions.
Disciplined Agile provides a foundation from which you can tailor a viable strategy for disciplined agile outsourcing. This presentation explores strategies for effectively initiating and governing an offshore IT delivery project in an agile manner. Offshoring introduces a collection of risks that can be uniquely addressed with a disciplined agile strategy.
The way that you operate and support your solutions in production is a key aspect of your overall DevOps strategy. Every organization’s context is different, so having choices in how you approach operations and support is critical to developing a streamlined strategy that is right for you.
What is product management? How does product management fit into, and go beyond, the overall IT process? What does a Product Manager do? What is the difference between Product Managers and Product Owners? How do they work together? In what situations does product management make sense?
We work through critical principles for effective release management; several potential release management strategies including agile release trains (ARTs), agile release streams, and as-needed releases; release/deployment infrastructures; and potential teaming structures. Every organization’s context is different, so having choices in how you approach release management is critical to developing a streamlined strategy that is right for you.
The vast majority of developers, agile or otherwise, take an ad-hoc approach to reuse. Although this is a good start, we have the opportunity to do much better. The goals of reuse engineering are to achieve quicker time to market, improved ROI, improved consistency within delivered solutions, and easier updates to common functionality.
The Disciplined Agile (DA) tool kit has management and governance strategies explicitly built into it. DA does this at the team level with the Address Risk process goal and at the enterprise level with the Governance process blade. But wait a minute – Address Risk, not Manage Risk? The difference is a subtle but important nuance. There are many issues for teams to consider, and options to choose from, when they identify how they may best address the risk that they face. But addressing risk at the team level is only a good start, we must also address enterprise risk as well. What appears to be small, acceptable risks at the team level soon add up to unacceptable risks at the organizational level that must be addressed appropriately.
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You suffer for your soup. - Kramer |
