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Every other Friday, we have a meeting of the “DevOps Theme Team,” a group of Forrester analysts focused on next generation IT management approaches. We talk about Agile and DevOps, of course, but also extend into related areas like portfolio management and security.
Past shifts to agile methodologies helped as teams now had a product owne r to prioritize backlogs and adopted agile principles that empowered them to commit to a realistic amount of work. But many enterprises stopped their agile transformations at this layer.
Long-standing “waterfall” knowledge management (KM) practices are failing to meet the needs of the modern enterprise, and technology leaders must reassess their approach. For the same reasons that agile principles have […].
As a result, many organizations are seeking new ways to overcome challenges — to be agile and rapidly respond to constant change. We do not know what the future holds.
Similarly, telemedicine solutions in healthcare not only meet patient expectations for convenience but also align with broader business goals such as reducing operational costs and increasing reach. Adopting agile methodologies for flexibility and adaptation The Greek philosopher Heraclitus famously stated, “Change is the only constant.”
Speed and agility bring in the top transformation prize. To meet the pace required today, veteran IT executives and advisors offer 12 strategies CIOs can employ to increase their organizational velocity on transformational initiatives. The 2024 State of Agile report from Digital.ai
Here, agility is essential, and smart IT leaders are doubling down on efforts to streamline IT, whether that involves reprioritizing projects and realigning the IT portfolio, rationalizing applications and pursuing cloud-native approaches, increasing automation through DevOps or AIOps adoption, or overhauling the structure of IT operations.
Instead of succumbing to the pressure, CIOs should consider collaborative approaches: Empower and inspire agile teams by avoiding rigid delivery roadmaps, highlighting what performance improvement areas are worth focusing on, and giving teams time to reset after major releases.
Pre-COVID, agility became an aspiration and rallying cry for organizations seeking to embrace emerging technologies and pursue technology-enabled innovation, often to stave off digital disruption in their industries. This goes beyond implementing agile methodology. Balance control with agility. Think a step ahead.
The roadmap is based on three fundamental pillars, with a goal of achieving an agile organization with a capacity for innovation and operational resilience to face the uncertain future that is looming on the horizon. The first of these pillars is related to user experience.
Technology investments, such as in generative AI, are a priority in addressing the need to meet rising expectations while also driving operational agility and resilience. Agility and innovation are no longer competitive advantages theyre necessities, Barnett states.
The agile methodology, which facilitates collaboration between stakeholders, teams, and customers during software development, is fast gaining prominence in today’s enterprises. The Scrum master leads this process, providing guidance to the team and product owner and ensuring agile practices are followed by team members.
A key way to facilitate alignment is to become agile enough to stay ahead of the curve, and be adaptive to change, Bragg advises. IT leaders also need to be agile enough to drive and support change, communicate effectively, and be transparent about current projects and initiatives. “IT
Scaled Agile Framework (SAFe) explained The Scaled Agile Framework encompasses a set of principles, processes, and best practices that helps larger organizations adopt agile methodologies , such as Lean, Kanban, and Scrum , to deliver high-quality products and services faster.
What companies need to do in order to cope with future challenges is adapt quickly: slim down and become more agile, be more innovative, become more cost-effective, yet be secure in IT terms. If these don’t have a modern foundation, then the whole transformation project will be doomed to failure. That’s why the issue is so important today.
Scaled Agile Framework (SAFe) certifications are becoming valuable in larger organizations looking for efficient project delivery, reduced time-to-market, and ways to provide better stakeholder value. Then you’ll need to meet the prerequisites for the certification(s) you choose. What is SAFe certification?
Paring down agile Another change the digital organization has gone through recently is to start backing away from a pure agile approach. Volvo Cars’ digital department started to work agilely according to the SAFe Framework in a product-oriented model in 2018. But even with great advantages came disadvantages.
In a world where companies are defined by the digital services they can deliver, software agility IS business agility, and in turn results in better business outcomes. The complexity of today’s digital systems has multiple points of friction that need to be addressed if we are to achieve true business agility.
That means you need not just someone who knows cloud features, but also someone who knows how to design a hybrid application model with one foot in a static data center and the other kicking around in an agile ether. That, it turns out, is very hard to find. Talent is the problem, enterprises say.
To keep up, IT must be able to rapidly design and deliver application architectures that not only meet the business needs of the company but also meet data recovery and compliance mandates. It’s a tall order, because as technologies, business needs, and applications change, so must the environments where they are deployed.
What IBM calls the mainframe’s “hybrid-by-design framework” meets these challenges by intentionally aligning hybrid cloud and digital transformation, the study found. When hybrid cloud is built piecemeal, or rather by default, it leads to fragmented systems, silos, higher costs and limited innovation opportunities,” the IBV study stated.
They are rigid, require intensive manual processes, and lack the agility and intelligence to meet the demands of digital business. This is had a profound impact on the enterprise network as most of the enabling technologies such as cloud, mobility and IoT are network centric.
Cloud technology is a springboard for digital transformation, delivering the business agility and simplicity that are so important to today’s business. In fact, in a recent IDC study , 60% of CIOs stated they are already planning to modify their operating model to manage value, agility, and risk by 2026. Discover how.
Agile project management definition Agile project management is a methodology used primarily in software development that favors flexibility and collaboration, incorporating customer feedback throughout the project life cycle.
Optimize data flows for agility. Limit the times data must be moved to reduce cost, increase data freshness, and optimize enterprise agility. Not all data architectures leverage cloud storage, but many modern data architectures use public, private, or hybrid clouds to provide agility. Cloud storage. Cloud computing.
These negative perceptions have led organizations to seek alternatives to meet their agile and digital team requirements. Business and technology leaders are moving away from shared services due to their association with delays, inflexibility, and bureaucracy.
For example, most people now use AI to take meeting notes. They should become more proactive about meeting with business leaders, and insist that members of their staff meet regularly with their counterparts in the business. How can I help business leaders overcome their challenges and meet their objectives?
I had to guess, I would say that SAP had a target for cutover but is aware that they probably will not meet it. Roberts said that SAPs offering is a contingency that targets their largest and likely most profitable customers, meeting their needs while slowly shepherding them off-premises. Depending on the price, it could be a win/win.
Clearing business strategy hurdles Choosing the right technologies to meet an organization’s unique AI goals is usually not straightforward. Business objectives must be articulated and matched with appropriate tools, methodologies, and processes. Check out this webinar to get the most from your cloud analytics migration.
Reveal the best of both worlds Carter noted that many VMware customers have invested in its solutions for decades but now seek modernization for greater agility, scalability, and cloud-native environments. The aim is to manage present needs and be able to enlist new capabilities to meet future demands,” Carter said.
What companies need to do in order to cope with future challenges is adapt quickly: slim down and become more agile, be more innovative, become more cost-effective, yet be secure in IT terms. If these dont have a modern foundation, then the whole transformation project will be doomed to failure. Thats why the issue is so important today.
As a company, Schneider Electric has strong views on how data center electrical systems should evolve to meet AI’s power demands , as Network World reported last month. Speed and agility in competitive markets is critical, especially within the company’s systems division serving the data center sector.
The goal should be centralized management, observability, and agility across the entire stack so you can switch out components as AI and data models, tools, and platforms evolve. It has to be Five 9s capable and agile for a still defining AI world.
Procurement teams are also held back by operational efficiencies stemming from inconsistent workflows, leading to delays that hinder operational agility. Organizations must therefore adopt AI to build a procurement function that can meet the demands of a dynamic, and increasingly digitized, economy.
Successful companies today are lean, agile organizations with executives who have a vision and a mindset that empowers collaboration so employees can achieve that vision. Achieving business transformation and agility requires commitment from leadership at the very top of an organization, including C-suite, business and technology leaders.
In the event of eliminating or reducing agile work, 68% of Italians would remain where they are but would start looking for a new job, and 7% would leave immediately even without an alternative, according to recruiting company Hays Italia and law firm Daverio & Florio. million compared to about 3.6
Ask how you can customize genAI to meet organizations needs and ensure business value. For example, Argano works with companies across industries to design and deploy AI and genAI solutions that streamline operations, increase agility, and drive sustainable growth. Turn to experts for guidance and support.
Agile for hybrid teams optimizing low-code experiences The agile manifesto is now 22 years old and was written when IT departments struggled with waterfall project plans that often failed to complete, let alone deliver business outcomes. Today, many CIOs must determine which agile tools to use and where to create practice standards.
Enterprises with siloed operations are faced with degraded network performance, inefficiency, high operational costs, and inability to scale at a time when modernization and digital transformation are critical to meet their customers’ fundamental needs. AI-powered automation amps up operational agility.
What CIOs can do: Avoid and reduce data debt by incorporating data governance and analytics responsibilities in agile data teams , implementing data observability , and developing data quality metrics. For this reason, organizations with significant data debt may find pursuing many gen AI opportunities more challenging and risky.
Youre losing sight of the overall aim and not respecting employee concerns Instead of viewing change management as a set of static processes, leverage it as a dynamic capability that fosters agility and resilience. Providing employee support during changes is one of the key features of a good change management initiative, he states.
To remain agile, organizations must balance innovation with compliance and manage risks while adapting to constantly changing AI regulations and standards. The partnership also addresses AI governance challenges while maintaining agility, and optimizes AI development and deployment costs, ensuring a faster time to production.
Were undergoing change across many different business areas in both Sweden and Denmark, and at the same time, customers are becoming more digital, and we have to meet those demands. Another important move is about the overarching ways of working, where OKQ8 has already switched to working Agile, but Artvin is hesitant.
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