IT Agility Canvas
It's a large mission to get to know the maturity of your IT. Whether you are an audit consultant or a DSI, here some key points that you'll be able to show in a canvas.
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Whether you are doing an IT audit, or you are a new CIO in your company, you must quickly take a good vision of the situation of your IT. What are the strengths of your IT? Areas for improvement? And especially in relation to your business context, how does IT do its job properly, in terms of business satisfaction, cost control, the speed of implementation, and a low number of incidents to manage?
Do Big Changes Occur Often and Quickly or Not?
There is no point in having a very Agile IT if you evolve once a year. In the opposite, it is useless to have an IT that can't move if you have a lot of evolutions. You see the point?
Nature of Business Risks
If your IT architecture crashes or you are unable to keep up with regulatory changes, what risks do you run, both legally and financially? In the same way as above it is useless to have an Agile IT if a single crash runs the risk of ruining you.
What Are the Major Constraints Inherent in the Business?
You may not have an answer, if so it may means you don't have one specifically. Perhaps you need a high-performance IT because you do high-frequency trading, that require you provide a very high level of service because the competition does the same. Or are you in a highly-regulated sector with a lot of regulatory changes?
If you involve all concerned people, and/or tell me that you follow the SAFe or Spotify framework, then that sounds good to me. If everyone talks to everyone then you are perfect. No more, no less.
Project Portfolio Management
Do you manage dependencies between projects? Are you doing it right? Can your teams easily work on multiple applications, or several topics? To me an Agile organization must be inherently Agile, meaning individuals can change assignments easily. If each person only knows one project and one technology, it is not ideal.
Known and Shared Methods
Do I have to explain?
Ability to Evolve? to Train People? to Keep in Touch with Technological Evolutions?
Imagine for two seconds what would be the ideal mission of your HR on your IT. Close your eyes. Reopen them and write the gaps.
Are you following financial management best practices? A good management controller can produce real opportunities, so if you have to hire him or her, search for a creative mindset rather than an austere person.
Prioritization of Projects/Business Case
I have a holy horror when people ask me if I have a business case for any idea I propose, but I go crazy if someone else never makes a business case. Your company or organization allows you to feed yourself, right? Not to mention that projects with a high return on investment have no excuse not to be carried out.
Known? Mastered? Simple?
Are your processes known, shared, and designed? In other words, does a newcomer take a long time to become familiar with the context?
If you hear the words "papers" and re-entered, this is not a good sign. Paying people to seize on a screen must not be a vocation...
Do you update your processes designs? Do people involved spontaneously update the process designs? Maybe you think it's a big effort for a small gain, but I think it's exactly the opposite.
Data Model Complexity
If you have 2000 tables, whose table and column names mean nothing, with data replicated between tables, with no keys, it's going to be complicated to make any evolution. I had a less catastrophic case than that once, but with a functional domain design of tables by table set, if you're in this case, you might be saved!
Another point, do you have a business data model, i.e. understandable by the business? If you answer me DDD, then I kiss your feet on the field (modulo reimbursement of transportation costs, food, housing, mouth cleaning, and bank details of my employer)
Let's go with another extreme example: if your data is in an obscure database that no longer exists, without a JDBC driver, and obviously without any API, then you're in trouble.
All jokes aside, I rarely see data governance in my clients' IT. If you make them for real, then you are very strong! But with topics like GDPR, you should really take a closer look.
Scalability of Applications
Do you find your way around the code easily? In the data model? Can you easily add libraries? Are you able to scale horizontally your application (if needed, of course)?
Time to Make It Evolve
The question is not whether it goes fast or not, but rather whether it goes fast enough or not. It's a question of context.
Connecting to the outside world is extremely important for your application. Do you have APIs? Web services? Or something different altogether?
Quick Installation? Fast Provisioning?
Is your application fast enough? Period.
Have you made everything redundant? Is everything secure? Are you sure about this? And have you verified that your cloud vendor has this covered?
Do you handle your incidents quickly and well?
Did you integrate Dev and Ops together? Do you have sufficient results?
Right Fit, Right Size
If you tell me you're proud to be ISO-9001, change the sidewalk or put me in a straitjacket cause I'll go crazy. The right doc must:
Be easy to write
Be easy to read
Be easy to find
Be easy to understand everything
In short, if you do not meet its criteria, launch a real documentation project or you start all over again. And don't forget that the "easy" word came up several times...
And you, what are your studies axes?
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