Get modernisation and digital transformation right and your company will be more efficient, more agile, and positioned to deliver innovative products and services through multiple channels.
However, experience shows that traditional firms, even those currently undergoing digital transformations often continue to build ever-more-complicated IT systems. The propensity to deploy new features, patches and fixes on the fly to meet urgent needs without any clear road map or consideration of future IT requirements builds technical debt into products and contributes to the failure of many transformation programs. Ensuring you have a firm understanding and control of project progress and direction is more critical than ever.
The top 3 reasons people choose Agile
(Version One State of Agile Survey 2013)
Changing Project Controls
There are tangible risks associated with modernisation and digital Transformation. When a company embarks on a digital transformation project they move from a traditional development environment using a Waterfall methodology delivering fully functioning applications over a lengthy timescale to a micro-services approach using Agile and Devops methodologies. Traditional project controls, to provide assurance to the Board and auditors that value is being delivered don’t apply. In fact, if you do try and use the same old controls the Board and auditors won’t have any assurance.
The need for assurance doesn’t change, nor even the nature of the assurance. What changes are the controls that are put in place. Part of this is what do you measure? This changes in a Devops environment. Auditors and Boards need to be brought up to speed so they understand this. Percipience understands this and will put in place the right controls and measurements and review them on a rolling basis through the lifecycle of the project.
- Set operating standards
- Promote cross-functional collaboration
Start-ups don’t usually have to worry about Project Management Office (PMO) oversight. However, this is common practice for larger organisations. The PMO leads on planning strategy, requirements gathering, project prioritisation, resource allocation and budgets. It manages project risk, and reports on delivery. In short, the PMO provides project governance. This means DevOps initiatives must bring the PMO along too. After all, you cannot deliver business-critical software faster if you have no idea of your business priorities or requirements. You cannot claim a successful release without measuring how it has delivered on business goals. While this will often happen organically in small businesses, in larger firms this is the remit of the PMO.
Traditional firms want to behave like start-ups, but without modern technology infrastructure and operating models they are being left behind by companies that were born in the Cloud
How do we address these issues?
An important step in Architecting Change is to set the baseline (the “As-Is”) and the desired end state (the “To-Be”). Progress can then be measured by establishing the delta from the starting point.
During the “Manage Transformation” phase we define and agree a measurement framework. Our Transformation Managers then report against that framework every time the team iterates. The key is open and transparent communications across key stakeholders and all members of the transformation team.
Establish a single authority on IT architecture and empower it through responsibility and performance measurement.
What to measure?
Our approach to measurement has been designed to answer the most common complaint we hear from every firm that has used traditional business transformation services. Repeatedly we hear firms complain that they never get an actionable status from their transformation team. Our data driven approach allows us to provide a clear status and detailed recommendations that are backed by the data.
Our proprietary scorecards allow us to observe and record hundreds of specific measures which when viewed in the aggregate allow even subjective measures to be analysed and grouped to create measurable objective patterns.