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Fred A. Cummins - One of the best experts on this subject based on the ideXlab platform.
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Chapter 10 – The Agile Organization Structure
Building the Agile Enterprise, 2017Co-Authors: Fred A. CumminsAbstract:The traditional business organization structure focuses on the management hierarchy. Unfortunately, much of the way the Enterprise actually works is not visible in a hierarchical organization chart. Furthermore, the sharing of capabilities in an Agile Enterprise occurs across the traditional organizational boundaries and requires a form of matrix organization structure in addition to collaborations of various forms that cross organizational boundaries. This chapter describes an appropriate organizational structure and relationships of the Agile Enterprise from five perspectives: the governing body, the executive staff, administrative support organizations, business operations, and interorganizational collaborations. Highlights of a transformation are identified in the context of the Value Delivery Maturity Model of Appendix A.
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Agile Enterprise Leadership
Building the Agile Enterprise, 2017Co-Authors: Fred A. CumminsAbstract:This chapter focuses on the needs for change in the roles of business leaders: the governing board, top management, capability management, and knowledge workers. It begins with a summary of the Agile Enterprise capabilities that can empower business leaders. The implications of the Agile Enterprise and the changing world are discussed with respect to each of the four roles identified, here. It then turns to a focus on achieving industry leadership by becoming a source of industry advances and by taking an active role in the development of industry standards and government regulations. The final section identifies a number of information technology standards that continue to advance business design, management, and agility.
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Chapter 1 – The Agile Enterprise
Building the Agile Enterprise, 2017Co-Authors: Fred A. CumminsAbstract:This chapter begins with an introduction to the Agile Enterprise concept and provides a somewhat historical perspective on the evolution of information technology and its impact on business operations and management. It then introduces three new ways of thinking that are key to today's Agile Enterprise and are referenced in the subtitle of this book: (1) capability-based architecture, (2) business collaboration management (BCM), and (3) value delivery management (VDM). Finally, the impact of VDM is discussed related to the management of major business changes, along with some critical success factors for the journey to agility.
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Event Driven Operations
Building the Agile Enterprise, 2017Co-Authors: Fred A. CumminsAbstract:An Agile Enterprise must respond the events as they happen. This chapter addresses events that are relevant to routine business operations and events that threaten or signal operational failures. Action on these events must be supported by the IT infrastructure, particularly a notification service. Chapter 9 addresses events and trends that signal a need for change.
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Building the Agile Enterprise, Second Edition: With Capabilities, Collaborations and Values
2016Co-Authors: Fred A. CumminsAbstract:Building the Agile Enterprise with Capabilities, Collaborations and Values, Second Edition covers advances that make technology more powerful and pervasive while, at the same time, improving alignment of technology with business. Using numerous examples, illustrations, and case studies, Fred Cummins, an industry expert, author and former fellow with EDS and Hewlett Packard, updates his first edition incorporating the following industry developments: The ubiquitous use of the Internet along with intelligent, mobile devices, which have enabled everyone and everything to be connected anytime, anywhere The emergence of a business architecture discipline that has driven improvements in business design and transformation practices The development of CMMN (Case Management Model and Notation) that will provide automation to support the collaboration of knowledge workers and managers The development of VDML (Value Delivery Modeling Language) that supports modeling of business design from a management perspective The importance of big data management and analysis as a new source of insight into evolution of the business and the ecosystem How the architecture of the Agile Enterprise and business modeling change Enterprise governance, management and innovation Building the Agile Enterprise with Capabilities, Collaborations and Values, Second Edition is a must have reference for business leaders, CTOs; business architects, information systems architects and business process modeling professionals who wish to close the gap between strategic planning and business operations as well as the gap between business and IT and enhance the creation and delivery of business value. Explains how business design abstraction based on collaborations, capabilities and values provides a management view of how the business works, the aspects to be improved or changed, and the means to quickly reconfigure to address new business challenges and opportunities Discusses how technology must be exploited for efficiency, effectiveness, innovation and agility Provides practicable and use-case based insights from advisory work with Fortune 100 and 500 companies across multiple verticals Presents the features of CMMN (Case Management Model and Notation) and explains how it enables automation to support knowledge workers, managers and Enterprise agility Describes application of the Value Delivery Modeling Language (VDML) to link strategic business transformation to operational design
Asif Qumer Gill - One of the best experts on this subject based on the ideXlab platform.
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An Empirical Investigation of Geographically Distributed Agile Development: The Agile Enterprise Architecture is a Communication Enabler
IEEE Access, 2020Co-Authors: Yehia Ibrahim Alzoubi, Asif Qumer GillAbstract:Agile software development performance depends on active communication. Active communication is an arduous task when Agile teams are geographically distributed. Agile Enterprise architecture was reported to enhance such active communication and performance. There is little empirical evidence on how Agile Enterprise architecture can enhance communication and performance of geographically distributed software development. This paper contributes to this research gap by empirically examining the relationships between Agile Enterprise architecture, active communication, and performance (on-time completion, on-budget completion, software functionality, and software quality). Using a quantitative data analysis approach, the PLS results of survey responses of 160 research participants suggest that Agile Enterprise architecture has positive effects on active communication, on-budget completion, functionality, and quality. The results also indicate that communication efficiency has positive effects on on-time and on-budget completion; while communication effectiveness has positive effects on functionality, quality, and on-budget completion.
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A measurement model to analyze the effect of Agile Enterprise architecture on geographically distributed Agile development
Journal of Software Engineering Research and Development, 2018Co-Authors: Yehia Ibrahim Alzoubi, Asif Qumer Gill, Bruce MoultonAbstract:Efficient and effective communication (active communication) among stakeholders is thought to be central to Agile development. However, in geographically distributed Agile development (GDAD) environments, it can be difficult to achieve active communication among distributed teams due to challenges such as differences in proximity and time. To date, there is little empirical evidence about how active communication can be established to enhance GDAD performance. To address this knowledge gap, we develop and evaluate a measurement model to quantitatively analyze the impact of Agile Enterprise architecture (AEA) on GDAD communication and GDAD performance. The measurement model was developed and evaluated through developing the AEA driven GDAD model and associated measurement model based on the extensive literature review, model pre-testing, pilot testing, item screening, and empirical evaluation through a web-based quantitative questionnaire that contained 26 different weighted questions related to the model constructs (AEA, GDAD active communication, and GDAD performance). The measurement model evaluation resulted in validated research model and 26 measures: 7 formative items for AEA, 5 reflective items for communication efficiency, 4 reflective items for communication effectiveness, 2 reflective items for each on-time and on-budget completion, and 3 reflective items for each software functionality and quality. The results indicate the appropriateness and applicability of the proposed measurement model to quantitatively analyze the impact of AEA on GDAD communication and performance.
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An Agile Enterprise Architecture-Driven Model for Geographically Distributed Agile Development
Transforming Healthcare Through Information Systems, 2016Co-Authors: Yehia Ibrahim Alzoubi, Asif Qumer GillAbstract:Agile development is a highly collaborative environment, which requires active communication (i.e., effective and efficient communication) among stakeholders. Active communication in the geographically distributed Agile development (GDAD) environment is difficult to achieve due to many challenges. Literature has reported that active communication plays a critical role in enhancing GDAD performance through reducing the cost and time of a project. However, little empirical evidence is known about how to study and establish active communication construct in GDAD in terms of its dimensions, determinants and effects on GDAD performance. To address this knowledge gap, this paper describes an Enterprise architecture (EA) driven research model to identify and empirically examine the GDAD active communication construct. This model can be used by researchers and practitioners to examine the relationships among two dimensions of GDAD active communication (effectiveness and efficiency), one antecedent that can be controlled (Agile EA), and four dimensions of GDAD performance (on-time completion, on-budget completion, software functionality and software quality).
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Agile Enterprise architecture modelling
Information & Software Technology, 2015Co-Authors: Asif Qumer GillAbstract:ContextAgile Enterprise architecture artefacts are initially architected at the high-level and the details of those artefacts iteratively evolve in small project increments. There is a need to model Agile Enterprise architecture artefacts both at the high and low detailed level for a particular context. ArchiMate is relatively a new high-level architecture modelling standard. There is a growing interest amongst organisations in applying ArchiMate for high-level Agile Enterprise architecture modelling. However, organisations are unsure how to effectively apply ArchiMate at high-level and integrate it with their existing low detailed level modelling standards in practice for supporting end-to-end Agile Enterprise architecture modelling. ObjectiveThis paper evaluates the applicability and integration of high-level ArchiMate modelling standard with the existing low-level modelling standards such as BPMN (Business Process Model and Notation), UML (Unified Modelling Language), FAML (FAME Framework for Agent-Oriented Method Engineering Language), SoaML (Service Oriented Architecture Modelling Language), and BMM (Business Motivation Model). MethodA qualitative questionnaire-based evaluation criteria has been developed based on the well-known and comprehensive The Open Group Architecture Framework (TOGAF). The evaluation criteria has been applied to evaluate the applicability and integration of the selected six modelling standards from the business, application, infrastructure and extension perspectives. ResultsEach modelling standard is different in scope. A single modelling standard usually does not provide the kind of support required by the Agile Enterprise architecture modelling. Based on the review results, a hybrid Enterprise architecture modelling approach is proposed. This paper demonstrates the application of the proposed hybrid approach with the help of an Agile Enterprise architecture modelling case study. ConclusionIt is concluded that the ArchiMate does not replace the existing low-level modelling standards, rather it can be used in conjunction with low-level modelling standards. This calls for the adoption of hybrid and integrated approach for Agile Enterprise architecture modelling.
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PACIS - Agile Enterprise ARCHITECTURE: A CASE OF A CLOUD TECHNOLOGY-ENABLED GOVERNMENT Enterprise TRANSFORMATION
2014Co-Authors: Asif Qumer Gill, Stephen Smith, Ghassan Beydoun, Vijayan SugumaranAbstract:Australian government Enterprises have shown a significant interest in the cloud technology-enabled Enterprise transformation. Australian government suggests the whole-of-a-government strategy to cloud adoption. The challenge is how best to realise this cloud adoption strategy for the cloud technologyenabled Enterprise transformation? The cloud adoption strategy realisation requires concrete guidelines and a comprehensive practical framework. This paper proposes the use of an Agile Enterprise architecture framework to developing and implementing the adaptive cloud technology-enabled Enterprise architecture in the Australian government context. The results of this paper indicate that a holistic strategic Agile Enterprise architecture approach seems appropriate to support the strategic whole-of-a-government approach to cloud technology-enabled government Enterprise transformation.
John Bulles - One of the best experts on this subject based on the ideXlab platform.
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OTM Workshops - An Evaluation of a Design Science Research Artefact in the Field of Agile Enterprise Design
Lecture Notes in Computer Science, 2018Co-Authors: Klaas Meijer, Maurice Nijssen, John BullesAbstract:This paper describes a research approach to an evaluation of a Design Science Research (DSR) Artefact in the field of Agile Enterprise Design. The Artefact, the result of a program which engineered and combined three methodologies, is developed on the basis of an emerging concept since 2009 and recently (in 2016) implemented in several information systems. Because of the availability of several implementations of the artefact, a post evaluation based on hypothesis testing of the real artefacts is a feasible and necessary next research step, on which will we elaborate in this paper. Rather than a research question, three hypotheses are proposed in this research.
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an evaluation of a design science research artefact in the field of Agile Enterprise design
OTM Confederated International Conferences "On the Move to Meaningful Internet Systems", 2017Co-Authors: Klaas Meijer, Maurice Nijssen, John BullesAbstract:This paper describes a research approach to an evaluation of a Design Science Research (DSR) Artefact in the field of Agile Enterprise Design. The Artefact, the result of a program which engineered and combined three methodologies, is developed on the basis of an emerging concept since 2009 and recently (in 2016) implemented in several information systems. Because of the availability of several implementations of the artefact, a post evaluation based on hypothesis testing of the real artefacts is a feasible and necessary next research step, on which will we elaborate in this paper. Rather than a research question, three hypotheses are proposed in this research.
Manfred Reichert - One of the best experts on this subject based on the ideXlab platform.
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Collaboration and Interoperability Support for Agile Enterprises in a Networked World: Emerging Scenarios, Research Challenges, Enabling Technologies
2013Co-Authors: Manfred ReichertAbstract:The economic success of Enterprises increasingly depends on their ability to react to changes in their environment in a quick and flexible way. Examples of such environmental changes include regulatory adaptations (e.g. introduction of Sarbanes-Oxley or Basel II), market evolution, altered customer behavior, process improvement, and strategy shifts. Companies have therefore identified business agility as a competitive advantage required for coping with business trends like increasing product and service variability, faster time-to-market, and increasing division of labor along the supply chain. In particular, the Agile Enterprise should be able to quickly set up new business processes as well as to adapt existing ones. However, networked Enterprises must not accomplish such business process changes independent from the interactions they have with their partners and customers; e.g., business contracts and business compliance rules must be ensured after business process changes as well. This keynote will discuss major research challenges to be tackled in this context. Further, it will present advanced methods, concepts and technologies enabling collaboration and interoperability support for the Agile Enterprise in a networked world.
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IWEI - Collaboration and Interoperability Support for Agile Enterprises in a Networked World: Emerging Scenarios, Research Challenges, Enabling Technologies
Lecture Notes in Business Information Processing, 2013Co-Authors: Manfred ReichertAbstract:The economic success of Enterprises increasingly depends on their ability to react to changes in their environment in a quick and flexible way. Examples of such environmental changes include regulatory adaptations (e.g. introduction of Sarbanes-Oxley or Basel II), market evolution, altered customer behavior, process improvement, and strategy shifts. Companies have therefore identified business agility as a competitive advantage required for coping with business trends like increasing product and service variability, faster time-to-market, and increasing division of labor along the supply chain. In particular, the Agile Enterprise should be able to quickly set up new business processes as well as to adapt existing ones. However, networked Enterprises must not accomplish such business process changes independent from the interactions they have with their partners and customers; e.g., business contracts and business compliance rules must be ensured after business process changes as well. This keynote will discuss major research challenges to be tackled in this context. Further, it will present advanced methods, concepts and technologies enabling collaboration and interoperability support for the Agile Enterprise in a networked world.
Daniel R. Greening - One of the best experts on this subject based on the ideXlab platform.
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Agile Enterprise Metrics
2015 48th Hawaii International Conference on System Sciences, 2015Co-Authors: Daniel R. GreeningAbstract:Key performance indicators are used by some large Enterprises to alert executives to opportunities and dangers. Executives seek "leading indicators" to help them make decision early enough to make a difference. In large Enterprises adopting Agile practices, managers sometimes use behavioral compliance metrics to help teams self-assess or to gauge how practices are performed. These often cause dysfunctions, especially when coupled with incentives to meet metric-based targets. We outline a set of scalable metrics that articulate the "Why?" of Agile practices, and allow freedom for teams to explore their own approaches. Anecdotally, these approaches seem to produce improved Product Owner communication, team member alignment, more accurate forecasting and higher quality software production.
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HICSS - Agile Enterprise Metrics
2015 48th Hawaii International Conference on System Sciences, 2015Co-Authors: Daniel R. GreeningAbstract:Key performance indicators are used by some large Enterprises to alert executives to opportunities and dangers. Executives seek "leading indicators" to help them make decision early enough to make a difference. In large Enterprises adopting Agile practices, managers sometimes use behavioral compliance metrics to help teams self-assess or to gauge how practices are performed. These often cause dysfunctions, especially when coupled with incentives to meet metric-based targets. We outline a set of scalable metrics that articulate the "Why?" of Agile practices, and allow freedom for teams to explore their own approaches. Anecdotally, these approaches seem to produce improved Product Owner communication, team member alignment, more accurate forecasting and higher quality software production.
