How can Fragile to Agile help me as a CTO?

A Chief Technology Officer must establish and communicate the organisation’s technology vision to support its business strategy; monitor and research new technologies to assess their potential to generate business value; align technology related decisions to business intent; provide reliable technical assessments of potential M&A activity, and ensure the organisation’s business operations and growth through the use of its technological resources.

Challenges for a CTO

As a technologist, I have difficulty communicating our technology needs to the business in a language they understand.

The level of rigour applied to the development of our Business Capability Models make them suitable for both business consulting and deep technical design. It provides a single tool that can seamlessly flow from business consultation to technology architecture design and maintain business engagement throughout the process. This not only provides a shared language and collaboration tool to facilitate these discussions but is fundamental to converting business strategy into execution.

With the application of heat maps and overlays which depict various organisational attributes, the Business Capability Model can be also used as an important business design artefact for many different purposes, both tactical and strategic, business and technology.

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Business Capability Model, Heat Maps & Overlays

I need to ensure that new technologies are consistent with our target state architecture.

Our Integrated Architecture Framework caters for both business and technical architectures across all domains of design. Strategic reference architectures provide guidance on technology investment decisions and how various domains of solution design will be achieved. They include high level reference architectures and a set of design principles, or building codes, that guide design. Their adoption accelerates the design and delivery of IT solutions by their re-use and alignment to agreed business based outcomes. They also provide a basis for governance to ensure the consistency and applicability of technology to support ongoing business needs and priorities.

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Reference Architecture Development

The Fragile to Agile Architecture Governance Framework ensures the currency and relevancy of an organisation’s Enterprise Architecture and therefore the design integrity of the organisation itself. It is an extensible framework that can blend with an organisation’s existing corporate and IT governance mechanisms to protect its technology investments and ensure solution delivery is consistent with its target state architecture.

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Architecture Governance Framework

I need to be able to validate the business value of our technology and how it enables our corporate strategy.

The level of rigour applied to the development of our Business Capability Models make them suited for both business consulting and deep technical design. They provide a single tool that can seamlessly flow from business consultation to technology architecture design and maintain business engagement throughout the process. This not only provides a shared language and collaboration tool to facilitate these discussions but is fundamental to understanding how technology is enabling the organisation from a capability perspective.

With the application of heat maps and overlays, which depict various organisational attributes, the Business Capability Model can be used as an important business design artefact for a number of business and technical purposes. This may include the identification of gaps in functionality, duplicated solutions, IT spend in proportion to strategic business capabilities and technology obsolescence risks. The unique visual representation of these attributes can provide insight into the cost of, and value derived from, an organisation’s investment in IT and where to direct that spend to derive the most strategic value.

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Business Capability Model, Heat Maps & Overlays

I need to provide technical assessment and advice on the business value of potential M&A activity.

The level of rigour applied to the development of our Business Capability Models make them suitable for both business consulting and deep technical design. They provide a single tool that can seamlessly flow from business consultation to technology architecture design and maintain business engagement throughout the process. This not only provides a shared language and collaboration tool to facilitate these discussions but is fundamental to converting business strategy into execution. They can also act as a mechanism to evaluate potential mergers and acquisitions for technical assessments, strategic fit, integration complexity and value accretion.

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Business Capability Model

I need to select the correct integration approach for the organisation’s architecture.

Strategic reference architectures provide guidance on technology investment decisions and how various domains of technology and business design will be achieved. They include high level reference architectures and a set of design principles, or building codes, that guide design. Their adoption accelerates the design and delivery of IT solutions by their re-use and alignment to agreed business based outcomes.

Strategic Integration Architecture includes a set of design principles that define how the integration of solutions is to be achieved. It also defines the use of integration related terminology and provides a high level reference architecture illustrating how the major responsibilities of this domain are to be delivered e.g. reference architecture diagrams depicting how third party applications are to be integrated.

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Reference Architecture Development (Integration)

We have adopted Service Oriented Architecture but are not achieving its promised benefits.

Determining the correct granularity of services is essential for maximising the reuse of the services and realising the promise of service oriented architecture. Our approach to identifying service containers and their boundaries is unique within the industry and, together with our Business Capability Model, is based on well-defined engineering principles which are applied consistently for services, internally or externally sourced.

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Service Container Determination

We have adopted Business Process Management but are not achieving its promised benefits.

Determining the correct granularity of services is essential for maximising the reuse of the services and realising the promise of service oriented architecture and business process management. Our approach to identifying service containers and their boundaries is unique within the industry and, together with our Business Capability Model, is based on well-defined engineering principles which are applied consistently for services, internally or externally sourced. The method is critical for mapping business design to technical design; defining the business boundaries for process, service and data responsibility; determining the boundaries between top down and bottom up process improvements and the scope and size for process/sub process steps for BPM.

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Service Container Determination

We want to adopt an Agile delivery method but are unsure how to implement this change.

Fragile to Agile’s Conceptual Design Process (CDP) is specifically architected to ensure core decisions regarding scope and solution are made in the solution design phase so that solution delivery can commence with a level of certainty. Analogous to the construction of a house, the CDP generates the information required to commence the building phase such as the foundations, footings, floor plans etc. It does not consider the colour of the walls or internal fittings as these decisions can be made at a later stage and without significantly impacting cost and time. The CDP is designed to improve the overall speed and quality of change within an organisation and supports both agile and waterfall solution delivery methodologies.

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Conceptual Design Process

We are considering adopting a microservices architecture but are unsure how to implement this change.

Determining the correct granularity of services is essential for maximising the reuse of the services and realising the promise of microservices architecture. Our approach to identifying service containers and their boundaries is unique within the industry and, together with our Business Capability Model, is based on well-defined engineering principles which are applied consistently for services, internally or externally sourced. This method is used as the foundation to determine microservice granularity (or bounded contexts), defining the business boundaries for process, service and data responsibilities and identifying where service level agreements and service contracts are needed.

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Service Container Determination

From a business capability perspective, I need to understand the best functional fit for new technologies.

With the application of heat maps and overlays, which depict various organisational attributes, the Business Capability Model can be used as an important business design artefact for a number of business and technical purposes. This may include the identification of gaps in functionality, duplicated solutions, IT spend in proportion to strategic business capabilities and technology obsolescence risks. The unique visual representation of these attributes can provide insight into the functional fit and integration complexity of new technologies and their impact on the target state solution architecture.

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Business Capability Model, Heat Maps & Overlays

Contact Us

Please contact us if you require further information about our services.