development have changed: Changed in a way that now favors “building” over “buying.” There are now ways of custom-developing systems that preserve many of the advantages of buying off the shelf.  The risk of hard to change.  The advantages of the agility that can be gained through a flexible, changeable, custom system —a smooth rather than a lumpy EA, as we put it in the last chapter—are becoming morecompelling The cost of custom development is falling: More and more logic is abstracted away by frameworks and design patterns. Incremental delivery and staged investments reduce cost and risk.  Custom code is almost

into an EA, and when we realize that the costs and risks of custom development have been radically reduced, the economics often now favor custom development. Governance and Oversight: Governance has traditionally traditionally been viewed as a filter; a way of allocating scarce IT resources among many competing projects. But in a world where IT is integral to strategy, it makes more sense to begin from strategic

....................................................................... 57 Appendix A: Agile Resources................................................................................................ the project’s volatility (to include requirements and technology), criticality, availability of resources, organizational culture, and availability and commitment of the customer and stakeholders. Specifically Extensive development and operational testing is conducted serially following development. Limited resources and tools available to conduct parallel development testing. Leadership actively supports

fluctuations. What are examples of this in your own organization? Development? QA?Two types of resources ● Bottleneck - any resource whose capacity is equal to or less than the demand placed upon it resource whose capacity is greater than the demand placed upon it Which of the two types of resources determines the effective capacity of the plant? To increase the capacity of the plant is to increase

I conclude, “So, for the Phoenix task, assuming we have seven handoffs, and that each of those resources is busy ninety percent of the time, the tasks would spend in queue a total of nine hours time the

Oversight: Governance has traditionally been viewed as a filter; a way of allocating scarce IT resources among many competing projects. When combined with Agile and Lean practices, this approach can focus

changes 4. Data changes (CRUD) 5. Invalid input, possible malicious injections or threats 6. Resources (RAM, disk, CPU, bandwidth, and others with hard or soft limits) 7. Health & availability 8.

1. Traditionally, leaders were expected to be responsible for setting objectives, allocating resources for achieving those objectives, and establishing the right combination of incentives. Leaders also