Tag: Change

Build The Right Thing and Build The Thing Right

Should an organisation in peril start its journey towards IT enabled growth by investing in IT delivery first, or product development? Should it Build The Thing Right with Continuous Delivery, or Build The Right Thing with Lean Product Development?

In this article, Steve Smith looks at the consequences of  IT As A Cost Centre, and explains why a co-evolution of product design and engineering capabilities is so important to IT As A Business Differentiator

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IT As A Business Differentiator

How can Continuous Delivery power innovation in an organisation? In this article, Steve Smith explains the IT As A Business Differentiator technology strategy, and the role of Continuous Delivery. When an organisation is in a state of Continuous Delivery, its technology strategy can be described as IT As A Business Differentiator. IT staff will work…

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IT As A Cost Centre

Why does Continuous Delivery encounter resistance from IT executives and managers in so many organisations, and why is it so difficult to implement?

In this article, Steve Smith explains the IT As A Cost Centre technology strategy that results in long-term Discontinuous Delivery

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Continuous Delivery and the Theory Of Constraints

How should you actually implement Continuous Delivery?

How do you identify and remove the major impediments in your build, testing, and operational activities?

In this article, Steve Smith explains how easy it is for a Continuous Delivery programme to be unsuccessful, how the Theory Of Constraints works, how to apply the Five Focussing Steps to Continuous Delivery, and how to home in on the constrained activities that are your keys to success

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Resilience As A Continuous Delivery Enabler

Why does optimising for MTBF leave organisations in a state of Discontinuous Delivery, and vulnerable to failure? How does optimising for MTTR  improve reliability, and how can it encourage the adoption of Continuous Delivery?

In this article Steve Smith explains why Discontinuous Delivery is part of the tradition of optimising for robustness in IT, and how optimising for resilience can power Continuous Delivery adoption.

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The Value Of Optimising For Resilience

What does it mean to optimise for resilience? Why is resilience so valuable to an organisation, and how can operability contribute towards it?

In this article Steve Smith explains what optimising for resilience is, and why it is so valuable to IT delivery.

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When Optimising For Robustness Fails

Why is it wrong to assume failures are preventable in IT? Why does optimising for robustness leave organisations ill-equipped to deal with failure, and what are the usual outcomes?

In this article Steve Smith explains why a production environment is always in a state of failure, why optimising for robustness results in a brittle failure response process, and why Dual Value Streams are a common countermeasure to failure.

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The Cost And Theatre Of Optimising For Robustness

Why do so many organisations optimise their delivery of IT services for robustness? What risk management practices are normally involved, and do their risk reduction capabilities outweigh their costs?

In this article Steve Smith explains what optimising for robustness is, and why it is inadequate for IT service delivery. This is part of the Resilience As A Continuous Delivery Enabler series.

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Organisation Antipattern: Project Teams

Projects kill teams and flow Given the No Projects definition of a project as “a fixed amount of time and money assigned to deliver a large batch of value add“, it is not surprising that for many organisations a new project heralds the creation of a Project Team: A project team is a temporary organisational unit responsible…

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No Projects

Projects kill flow and teams. Focus on products, not projects Since the Dawn of Computer Time, enormous sums of money and embarrassing amounts of time have been squandered upon software projects that have delivered little or no return on investment, with projects floundering between segregated Business and IT divisions squabbling over overestimated value-add and underestimated delivery dates. Given…

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