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Final Transition and Decommissioning Sprint Goal - "By the end of this sprint, all remaining applications will be fully migrated to the cloud, and on-premises infrastructure will be decommissioned." Final Transition and Decommissioning - KR12: Fully migrate all remaining applications to the cloud and decommission on-premises infrastructure.
Tech Infrastructure != I’m including all IT resources “in front of” the API layer in the organization’s technical infrastructure. Dividing your transformation initiative along the seams of the technical infrastructure will often be a suboptimal approach. Value Stream. Half-Agile Transformations.
As we adopt a continuous planning cadence, the ability to manage uncertainty with incomplete data becomes much more tolerable because we know we will have the opportunity to inspect and adapt at more frequent intervals. Intuit’s innovation success was also featured in Eric Reis’ book The Lean Startup (Crown Business, 2011).
Three primary bodies of knowledge make up agile software development, lean product development, and systems thinking. Cadence is an important aspect of agile mindset training. From infrastructure to setup and monitoring, the industry has a profusion of tools for every purpose. SAFe® Lean Portfolio. Purposeful automation.
Given a heterogeneous and complicated technical infrastructure, multiple different platforms and programming languages, and a need for specialized skills in areas where skilled personnel are rare (rules engines, ETL tools, call center platforms, database systems, network engineering, security, etc.), Time-Boxed Iterations.
What do you do with planning cadences? Well, I guess, you know I spent the first 10 years of my career mostly in IT infrastructure. And the way that you’re going to maximize value at an enterprise level is to take your multi year annual planning cycles and to break them into some sort of quarterly cadence with quarterly funding, right?
But a full Agile transformation isn’t just about the development process you use — it’s a way to bring creativity, innovation, and lean operations to every aspect of your business. On the other hand, an Agile organization is lean and constantly adapting to the customer’s needs and the business’s goals. Do you have the people you need?
And we can have multiple teams that are integrated in such a way that they produce integrated deliverables on regular cadences and where we have our portfolio items that actually move through our portfolio at a predictable rate. And ultimately that enable us to inspect and adapt and market and achieve our business goals.
It incorporates elements of other Agile frameworks — including Lean product development , Scrum, and Kanban — to optimize project execution efficiency, streamline processes and workflows, and reduce waste in big-sized teams. Collaboration: The Lean-Agile mindset emphasizes collaboration and teamwork across all levels of the organization.
At the enterprise level we want encapsulated either value streams, products or business capabilities that can take strategic initiatives and reliably and predictably on a cadence of probably 12 to 24 weeks or something like that, be able to produce value into market. That’s moving through a set of various states.
Actually before that I grew up in IT infrastructure. There’s cadences. Sure, there’s some people that just want to do lean startup stuff and I’m all for all of ’em, and they all have their place. Lean’s a good idea, Ru wasn’t a bad idea. That was probably the first 10 years.
The infrastructure can handle dynamic destruction and creation of OS instances and application components as VMs and/or containers. Some of the contemporary approaches to operations include ideas like infrastructure as code and phoenix servers. It’s possible to set things up such that no VM has a root account.
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