Workflow With Other IT Teams

The following diagram overviews the major workflows that a disciplined agile reuse engineering team is associated with. Note that feedback is implied in the diagram. For example, where you see the Technology Roadmap flow from Enterprise Architecture to Reuse Engineering there is an implied feedback loop from the reuse engineers to the enterprise architects. Also note that the workflows do not necessarily imply that artifacts exist. For example, the guidance workflow from IT Governance could be a conversation with a governance person, it could be a concise description of organizational standards, or it could be a combination of the two.

Goal - IT - Reuse Engineering External Workflow

Figure 1. The external workflow of reuse engineering.

The following table summarizes the workflows depicted in the diagram.

Process Blade Process Blade Overview Workflow with Reuse Engineering
Continuous Improvement Addresses how to support process and organizational structure improvement across teams in a lightweight, collaborative manner; how to support improvement experiments within teams; and how to govern process improvement with your IT department.  
Enterprise architecture Addresses strategies for collaborative and evolutionary exploration, potential modelling, and support of an organization’s architectural ecosystem in a context-sensitive manner. The enterprise architects will produce a technology roadmap that delivery teams should follow and be a good source of development guidance (such as programming guidelines, user interface conventions, security guidelines, and so on). Delivery teams will provide development intelligence (metrics) and feedback pertaining to the usage of key architectural components and frameworks to help inform the decisions of the enterprise architects.
Solution Delivery Addresses how to develop solutions in a disciplined agile manner. This includes the four lifecycles – basis/agile, advanced/lean, continuous delivery, and exploratory – supported but DAD plus the program management blade (effectively a large team following one or more of the lifecycles).  
IT Governance Addresses strategies for consolidating various governance views, defining metrics, taking measurements, monitoring and reporting on measurements, developing and capturing guidance, defining roles and responsibilities, sharing knowledge within your organization, managing IT risk, and coordinating the various governance efforts (including EA governance). The IT governance team will provide guidance to all IT teams, including large delivery teams. This guidance typically focused on financial and quality goals as well as any regulatory constraints where appropriate. Delivery teams will provide development intelligence to the IT governance team to enable them to monitor your team and provide informed guidance to it.
Operations Addresses how to run systems, evolve the IT infrastructure, manage change within the operational ecosystem, mitigate disasters, and govern IT operations. Your operations group will provide operations intelligence (metrics) to IT delivery teams, in particular around the usage of systems and features that a team is responsible for. This enables the IT delivery teams to make informed decisions regarding the value of delivered features.
Portfolio Management Addresses how to identify potential business value that could be supported by IT endeavors, explore those potential endeavors to understand them in greater detail, prioritize those potential endeavours, initiate the endeavours, manage vendors, and govern the IT portfolio. Your organization’s portfolio management activities will provide the initial vision and funding required to initiate a program, as well as ongoing funding for the program. It will also provide guidance, often around management and governance conventions, to the team. IT delivery teams will make their development intelligence (metrics) available to the portfolio management team to help inform their decisions.
Product Management Addresses strategies for managing a product, including allocating features to a product, evolving the business vision for a product, managing functional dependencies, and marketing the product line. The Product Management team will provide a business roadmap and stakeholder priorities to all IT delivery teams, including programs.

 

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