How can Fragile to Agile help me as a CIO?

CIOs face a unique set of challenges that are often similar but also different to that of many C-level executives. In addition to running the business of IT, CIOs must also drive the direction and implementation of technology within the organisation. A CIO must simultaneously meet business-as-usual demand from the business, deliver change quickly, plan for future business growth, and adjust to the ever changing nature of technology.

Challenges for a CIO

I need to ensure that IT is viewed as a strategic business partner and not just a cost centre to the organisation.

Identifying business intent and a clear set of measurable business outcomes linked to that intent should act as fundamental input into solution designs. We can enable the development of these inputs using a unique facilitated technique which identifies current issues, outcomes and actions. The outcomes are expressed from multiple perspectives and linked to architecture design principles which inform all domains of design from a business perspective. This approach ensures that the design elements of an organisation’s strategic projects and change initiatives are business driven and aligned to business outcomes.

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Business Intent Definition

We need to align our IT strategy with the organisation’s business strategy in meaningful terms to the business.

The level of rigour applied to the development of our Business Capability Models make them suitable for both consulting and deep technical design. It provides 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 many different purposes, both tactical and strategic, business and technology.

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Business Capability Model

We need to understand which applications are serving specific business capabilities and how well those applications are performing.

Using our Business Capability Model as its base, our current state overlay and assessment provides a unique visual representation of which applications and services enable an organisation’s business capabilities and how well they are performing. The level of rigour applied to the assessment varies depending on an organisation’s needs and can include both qualitative and quantitative measures. Mapping a Current State Solution Architecture onto the Business Capability Model provides a visual depiction of where functionality duplication, gaps and shortfalls exist. These outputs then inform the definition of a Target State Solutions Architecture and Solution Roadmap.

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Current State Solution Architecture, Current State Assessment

I need to keep our technology and skills current in today’s constantly evolving technology landscape.

Our collaborative approach to determine an organisation’s Target State Solution Architecture focusses on information gathering from all areas of the business and discussing their needs based on the business capabilities that must be supported. Using the Business Capability Model, the target state is developed in full consultation with the business and acceptance is gained from all levels of the organisation. It is supported by a well-defined strategic roadmap which is realistic, executable and structured within agreed funding parameters. The roadmap can cater for strategic business change, tactical imperatives, internal capability uplifts and the introduction of new technologies as they emerge.

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Target State Determination

I must introduce innovation to the organisation without causing significant disruption and incurring considerable cost.

Our strategic roadmaps can cater for each design domain (business, people and technology) and all of the elements of an organisation’s target state. This may include strategic priorities; tactical and operational imperatives; internal capability uplifts; sourcing mix; organisational change initiatives and watching briefs for emerging technologies. To effect a successful transition to a target state, a roadmap must be designed to continually deliver improvements in short term iterative phases; deliver meaningful business benefit early; and allow for the decommissioning of legacy and revitalisation of heritage applications being retained. It should also simultaneously execute strategic change and efficiency based measures to drive cost out of the business to assist the funding of the remaining change program.

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Targeted Strategic Roadmaps

We lack a consistent process to convert an idea into a business case and solution design with accurate cost estimates.

Fragile to Agile’s Conceptual Design Process (CDP) is specifically architected to ensure core decisions regarding scope and solution are made in the solution 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 is designed to improve the overall speed and quality of change within an organisation.

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Conceptual Design Process

We want to adopt an Agile delivery method but are unsure how to implement this change.

Fragile to Agile’s Conceptual Design Process (CDP) is specifically architected to ensure core decisions regarding scope and solution are made in the solution 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 can cater for both agile and waterfall delivery methods and is designed to improve the overall speed and quality of change within an organisation.

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Conceptual Design Process

I need to ensure that the consistency, integrity and relevancy of solution designs are maintained for our target state solutions.

Our Integrated Architecture Framework caters for both business and technical architectures across all domains of design. Strategic reference architectures provide guidance on technology investment decisions and how various domains of solution design will be achieved. They include high level reference architectures and a set of design principles, or building codes, to guide design. Their adoption accelerates the design and delivery of IT solutions by their re-use and alignment to agreed business based outcomes. They also provide a basis for governance to ensure the consistency and applicability of technology to support ongoing business needs and priorities.

The Fragile to Agile Architecture Governance Framework ensures the currency and relevancy of an organisation’s Enterprise Architecture and therefore the design integrity of the organisation itself. It is an extensible framework that can blend with an organisation’s existing corporate and IT governance mechanisms to protect its technology investments and ensure solution delivery is consistent with its target state architecture.

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Reference Architecture Development, Architecture Governance Framework

We need to improve the velocity and accuracy of our solution estimates.

Fragile to Agile’s Conceptual Design Process (CDP) is specifically architected to ensure core decisions regarding scope and solution are made in the solution 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 is designed to improve the overall speed and quality of change within an organisation.

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Conceptual Design Process

I need to be able to articulate, with confidence and conviction, the need for change to the business.

The level of rigour applied to the development of our Business Capability Models make them suitable for both business consulting and deep technical design. It provides 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 a compelling case for change at all levels within an organisation.

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Business Capability Model, Heat Maps & Overlays

Contact Us

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