12 Jul 2016

Bimodal IT and two-speed IT miss the point

We can't trade-off reliability for speed in the medium term. Models that make this assumption are inherently flawed. If you really want to think in terms of a two-pronged approach, think strategic and utility as I describe in my post on business-capability centric orgs. Martin Fowler seconds it.

5 Apr 2016

How Product-Centric IT Disrupts Portfolio Management

One of the key functions of Project Portfolio Management (PPM) in IT is that of allocating finite funds to a subset of projects that vie for funding. When it works well, PPM becomes an effective agent of capital allocation within enterprise IT by funding promising projects and terminating underperforming ones. In principle, this is not very different to how a venture capitalist might manage their portfolio by investing in promising ventures and freezing funding or writing off investments in ventures that don’t show promise. But in practice, PPM tends to work very differently in a typical setup. Read more

16 Mar 2016

Decision Records For Accountability

Although we need to arrive at an operating model that allows for autonomy, mastery, and purpose, we need to balance it with mechanisms for accountability and alignment. This has to be done for each dimension of the operating model.
In the area of decision making, we allow for autonomy by letting outcome owners have decision rights while others who support the outcome have input rights. That said, we have to ensure that people with decision rights do not disregard the opinions of those with input rights. Decision records are the balancing act. They provide a transparent audit trail for important decisions.

Recently, Michael Nygard of Release It fame argued for architecture decision records. That's one more reason to consider them.

10 Mar 2016

Metrics, Targets and Incentives

Chapter 12 of Agile IT Org Design is on metrics. It argues that we have to be very careful of elevating measurements to targets and elevating targets to incentives. In this post, I'll continue to add relevant articles around the internet as and when I find them.

Powerful People React More Unethically to Incentives (HBR, March 2016)

Martin Fowler's infodeck on sales commissions at Thoughtworks

23 Dec 2015

Does Product-Centric IT Need Projects and Programs?

Product-centric IT differs from conventional, project-centric IT in significant ways.

Product-Centric
Project-Centric
Stable long-lived teams
Temporary teams
Teams aligned to long-term business capabilities
Teams aligned to scope of project
Cross-functional teams are the norm
Functional specialty teams are common
Focus is value (actual benefits realization)
Focus is plan compliance

But projects and programs are a staple of enterprise IT. Doesn't Product-Centric IT need projects and programs? And what does it mean for the roles of project and program managers? Read it here.