as requirements is Gojko Adzic’s Impact Mapping: Making a Big Impact with Software Products and Projects.  The age of IT organizations hiding behind requirements—“just tell me what you need”— is gone Transformational projects are evidence that a mistake has been made.  The worst of these transformational projects are so-called “modernization projects”— transformational projects undertaken to bring 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 IT planning, reduce risk

capabilities that deliver these outcomes best. Transformation: Transformation and modernization projects are exactly what IT leaders must avoid; continuously transforming and modernizing the company’s process  standardization limits the space of possible solutions to a problem.  if we mandate that projects reuse code whenever possible, each project may have to spend time searching archives of available among many competing projects. In an environment where IT has a limited capacity and the company’s needs for IT are insatiable, governance provides a way to say no to proposed projects, absolving IT leaders

Schwartz Last Time in Part 2 Enterprise Architecture: The job of IT leaders is not to execute projects on behalf of the business; it is to steward the asset that is the total of all of the enterprise’s 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 objectives the control paradigm. If the main goal of IT leadership is to demonstrate that they can control projects and make them deliver according to plan—in other words, that they can eliminate uncertainty from

introducing faults into the system to increase resilience. Four Types of Work 1. Business projects 2. IT projects 3. Changes 4. Unplanned work “What can displace planned work? Unplanned work. That’s

BE A GENERALIST i. I-shaped – specialist ii. T-shaped – generalists iii. E-shaped h. FUND NOT PROJECTS, BUT SERVICES AND PRODUCTS i. Create stable service teams ii. Enable them to execute strategy