Change Delivery Framework


In today’s globally competitive market, organisations need to constantly change and adapt in order to prosper, or at least survive. Examples of such change are refining business processes, bringing new products to market, launching a new distribution channel, or at the extreme end of the scale, a merger or acquisition. Whether driven by market forces or legislative requirements, two characteristics of change are apparent. First, the volume of change is increasing. Second, the rate of change is increasing. The elapsed time from idea to production change is shrinking from years, to months, to weeks, to days. Clearly an agile organisation will have a distinct advantage over a fragile organisation.

The following diagram depicts at a high-level our Change Delivery Framework:

Before describing the Change Delivery Framework, let’s briefly recap other related elements of the Fragile to Agile end to end approach to Enterprise Architecture.  The Strategic Planning Framework has identified the desired strategic outcomes of the organisation, principles that define the “building codes” for implementing change, and strategic projects that take the organisation towards its target state architecture. The Investment & Prioritisation Framework prioritises strategic and tactical projects to create a pipeline of change related work. It is the Change Delivery Framework that actually implements these changes.

The Change Delivery Framework is intentionally designed as an extensible framework that can be tailored to complement the existing change implementation processes of an organisation. The framework contains two major elements:

  • A Conceptual Design Process that creates the high level solution design and business case.
  • A Deliver and Implement  Process that implements the change.

There is a coupling between the Change Delivery Framework and the Investment & Prioritisation Framework.  This is because there are two prioritisation stage gates in the Investment & Prioritisation Framework (prioritisation for conceptual design, and prioritisation for solution delivery) but the actual conceptual design and solution delivery activities are encompassed in the Change Delivery Framework.

The end of the Conceptual Design Process marks the boundary of Fragile to Agile’s role in the end to end business transformation process.  The Deliver and Implement Process is the domain of system builders and integrators. Fragile to Agile does not do system delivery although we can be retained in a supervisory role to ensure delivery remains true to the architecture – see Our Services for more detail.  Solution delivery is an area reasonably well covered by traditional System Development Lifecycles (SDLCs).  System builders and integrators are competent at building solutions; it is our approach to Enterprise Architecture that goes a long way to ensuring that they are both building the right solutions and building them right.

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