How can Fragile to Agile help me as a CFO?

The CFO must ensure adequate internal controls to safeguard financial assets; oversee and endorse fiscal reporting requirements both internally and externally; manage financial risk; initiate investment appraisals; ensure compliance to legal and regulatory requirements; forecast financial needs and identify and secure new funding opportunities.

Challenges for a CFO

I need to ensure that we are deriving the promised value from our technology investments.

The level of rigour applied to the development of our Business Capability Models make them suited for both business consulting and deep technical design. They provide a single tool that can seamlessly flow from business consultation to technology architecture design and maintain business engagement throughout the process. This not only provides a shared language and collaboration tool to facilitate these discussions but is fundamental to converting business strategy into execution.

With the application of heat maps and overlays, which depict various organisational attributes, the Business Capability Model can be used as an important business design artefact for a number of business and technical purposes. This may include the identification of gaps in functionality, duplicated solutions, IT spend in proportion to strategic business capabilities and technology obsolescence risks. The unique visual representation of these attributes can provide insight into the cost of, and value derived from, an organisation’s investment in IT and where to direct that spend more appropriately, if needed.

Services

Business Capability Model, Heat Maps & Overlays

The Fragile to Agile Investment & Prioritisation Framework takes a single, enterprise view of change and provides a methodical mechanism for choosing which business change initiatives to fund and how much funding to allocate. As there is always more demand than can be fulfilled, investment decisions need to be made in a systematic and prudent way against balanced decision criteria. Therefore, the framework enables consistent and transparent decision making that is aligned with the strategic vision, objectives and values of the organisation. It has been designed as an extensible framework that can be tailored to complement the existing executive decision making process of any organisation.

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Investment & Prioritisation Process

We have difficulty prioritising business change initiatives to ensure the optimal allocation of limited funding.

The Fragile to Agile Investment & Prioritisation Framework takes a single, enterprise view of change and provides a methodical mechanism for choosing which business change initiatives to fund and how much funding to allocate. As there is always more demand than can be fulfilled, investment decisions need to be made in a systematic and prudent way against balanced decision criteria. Therefore, the framework enables consistent and transparent decision making that is aligned with the strategic vision, objectives and values of the organisation. It has been designed as an extensible framework that can be tailored to complement the existing executive decision making process of any organisation.

Service

Investment & Prioritisation Process

We require planning certainty for business change initiatives to minimise scope creep and cost overruns.

Fragile to Agile’s Conceptual Design Process (CDP) is specifically architected to ensure core decisions regarding the scope and solution are made in the design phase so that solution delivery can commence with a level of certainty. Analogous to the construction of a house, the CDP generates the information required to commence the building phase such as the foundations, footings, floor plans etc. It does not consider the colour of the walls or internal fittings as these decisions can be made at a later stage and without significantly impacting cost and time.

The CDP captures measureable business intent of a change; assesses its business viability and provides a mechanism to terminate non-viable initiatives early to ensure constrained resources are optimally employed; produces a business case and conceptual solution summary and provides a greater level of accuracy in time and cost estimations. From an aggregated perspective, it is designed to improve the overall speed and quality of change within an organisation.

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Conceptual Design Process

I must have confidence in the quality and integrity of our corporate information.

Strategic reference architectures provide guidance on technology investment decisions and how various domains of technology and business design will be achieved. They include high level reference architectures and a set of design principles, or building codes, that guide design activity. Their adoption accelerates the design and delivery of IT solutions by their re-use and alignment to agreed business outcomes.

The Strategic Information Architecture applies to the management of information and knowledge assets used within an organisation and shared with external parties. It describes how information required by an organisation to perform is obtained, managed, classified, disseminated, retained, interrogated and converted into knowledge.

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Reference Architecture Development (Information)

Data modelling defines and analyses data requirements to enable business capabilities. It models data in a standard, consistent and predictable manner to deliver a logical data model to act as the single source of truth for the data needs of solution design and information governance. This ensures quality, consistency and integrity of corporate data and information.

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Data Modelling Delivery

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Please contact us if you require further information about our services.

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