Tag: No Projects

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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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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