Disciplined Agile Program Management: External Workflow

In this blog posting, the latest in our ongoing disciplined agile program management series,  we overview the external workflows that a large delivery team is likely to be involved with.

Workflow With Other IT Teams

The following diagram overviews the major workflows that a disciplined agile program is associated with.  Note that feedback is implied in the diagram.  For example, where you see the Technology Roadmap and Guidance flow from Enterprise Architecture to Program Management there is an implied feedback loop from the program to the enterprise architects.  Also note that the workflows do not necessarily imply that artifacts exist.  For example, the data guidance workflow from Data Management could be a conversation with a data management person, it could be a concise description of data standards, or it could be detailed meta data – or combinations thereof.  A second example would be a program providing their development intelligence to the IT governance team through automated rollup of metric data via your organizations dashboard technology.

Disciplined Agile Program Management

The following table summarizes the workflows depicted in the diagram.

Process Blade Process Blade Overview Workflow with Program Management
Continuous Improvement Addresses how to support process and organizational structure improvement across teams in a lightweight, collaborative manner; how to support improvement experiments within teams; and how to govern process improvement with your IT department. Your continuous improvement efforts should result in improvement suggestions gleaned from other teams that the program can learn from.
Data Management Addresses how to improve data quality, evolve data assets such as master data and test data, and govern data activities within your organization. The data management group will provide data guidance, such as naming conventions and meta data regarding legacy data sources, to all delivery teams.
Enterprise architecture Addresses strategies for collaborative and evolutionary exploration, potential modelling, and support of an organization’s architectural ecosystem in a context-sensitive manner. The enterprise architects will produce a technology roadmap that delivery teams should follow and be a good source of development guidance (such as programming guidelines, user interface conventions, security guidelines, and so on).  Delivery teams will provide development intelligence (metrics) and feedback pertaining to the usage of key architectural components and frameworks to help inform the decisions of the enterprise architects.
IT Delivery Addresses how to develop solutions in a disciplined agile manner.  This includes the four lifecycles – basis/agile, advanced/lean, continuous delivery, and exploratory – supported but the DAD framework plus the program management blade (effectively a large team following one or more of the lifecycles). There will be dependencies,both technical and functional, with other delivery teams (not shown in the diagram).  These dependencies between teams must be negotiated and managed appropriately.
IT Governance Addresses strategies for consolidating various governance views, defining metrics, taking measurements, monitoring and reporting on measurements, developing and capturing guidance, defining roles and responsibilities, sharing knowledge within your organization, managing IT risk, and coordinating the various governance efforts (including EA governance). The IT governance team will provide guidance to all IT teams, including large delivery teams.  This guidance typically focused on financial and quality goals as well as any regulatory constraints where appropriate.  Delivery teams will provide development intelligence to the IT governance team to enable them to monitor your team and provide informed guidance to it.
Operations Addresses how to run systems, evolve the IT infrastructure, manage change within the operational ecosystem, mitigate disasters, and govern IT operations. Your operations group will provide operations intelligence (metrics) to IT delivery teams, in particular around the usage of systems and features that a team is responsible for.  This enables the IT delivery teams to make informed decisions regarding the value of delivered features.
Portfolio Management Addresses how to identify potential business value that could be supported by IT endeavors, explore those potential endeavors to understand them in greater detail, prioritize those potential endeavours, initiate the endeavours, manage vendors, and govern the IT  portfolio. Your organization’s portfolio management activities will provide the initial vision and funding required to initiate a program, as well as ongoing funding for the program.  It will also provide guidance, often around management and governance conventions, to the team.  IT delivery teams will make their development intelligence (metrics) available to the portfolio management team to help inform their decisions.
Product Management Addresses strategies for managing a product, including allocating features to a product, evolving the business vision for a product, managing functional dependencies, and marketing the product line. The Product Management team will provide a business roadmap and stakeholder priorities to all IT delivery teams, including programs.
Release Management Addresses strategies for planning the IT release schedule, coordinating releases of solutions, managing the release infrastructure, supporting delivery teams, and governing the release management efforts. Your program will release solutions into production via your organization’s release management strategy.
Reuse Engineering Addresses how to identify and obtain reusable assets, publish the assets so that they are available to be reused, support delivery teams in reusing the assets, evolving those assets over time, and governing the reuse efforts. All IT delivery teams should reuse existing assets – such as services, frameworks, and legacy data sources – whenever appropriate.
Support Addresses how to adopt an IT support strategy, to escalate incidents, to effectively address the incidents, and govern the IT support effort. Your support/help-desk team will provide change requests, including defect reports, identified by end users to all delivery teams.  These change requests are in effect new requirements.

The activities associated with these process blades are often very highly related. For example, in some organizations the activities associated with enterprise architecture and reuse management are fulfilled by a single group.  In other organizations some product management activities are performed by the portfolio management team and some by the enterprise architecture team.  Some organizations may choose to have a separate group for each process blade.  And of course the organizational structure will evolve over time as your various teams learn how to work with one another.  Every organization is different.

Program Management and DevOps

A common question that we’ve gotten is how program management is affected by DevOps. For example, you see in the diagram that Operations, Support, and Release Management (amongst others) are shown as things that are external to Program Management.  Remember that the focus here is on process, not on team organization.  For example, in organizations with a disciplined DevOps strategy in place it is very common to see program teams taking on the responsibilities of operating and supporting their own systems in production, and of doing the work to release their solutions into production.  In organizations without a strong DevOps mindset (yet), you are likely to find that operations, support, and release management are done by separate groups outside of your program team.  Context counts, and it’s good to have a process framework that is flexible enough to support the situation that you find yourself in.

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