HOW to ARCHITECT for DEVELOPERS
The majority of new Technologies are refined and renamed old ones
The first time published on MAY 27 – JUNE 8, 2018 Understanding the Subject: Part 1 Introduction In our previous articles “The Major Principles of the Organic Business Design” and “Results of Applying Principles of Organic Business Design” we discussed how an Organic Business organisation looks like from inside. This article aims to explain how to …
Continue reading “Steps of Transition to an Organic Business”
It demonstrates the results of applying Principles of Organic Business Design to the organisation of business. A few of Organic Business Organisation theory definition elements require a new understanding and reinterpretation. A real-world example for one of the retail giants is analysed.
An enterprise behaviour is expressed via two types of business capabilities – managerial and actionable. The businesses need an additional mechanism of keeping them agile to the economic environment. Such a mechanism has to be self-adjusting to the market dynamics. This is not about new competitive capabilities and technologies (Web 3.0, Web 4.0…), but about a new model of the business capability itself that can naturally link with the market where the pace of external changes attains or even exceeds the pace of their adoption inside the company.
Dynamics of market changes as well as internal transformation in the organisations are quite high and accelerating. They have reached the degree where the traditional hierarchical business structure (mechanical model) steadily and speedily loses its efficiency and effectiveness. Though known for a long time, the organic business model proves that it is the most adequate for dynamic business transformations.
The article explains the gaps in applicability of ScrumMaster to individual Agile Spriner and describes the operational method that close these gaps and dramatically improved outcomes of ScopeMaster in application across increasing number of project sprints.
Code of DevOps Practice is an open proposal for organising creative work of DevOps in modern enterprise. The document includes: subject, cause, values, pillars and principles of the DevOps development as well as some best practice recommendations and a list of referred articles.
While DevOps have elevated delivery velocity to the level that only Sun is higher and made it the goal and work effectiveness criteria (regardless quality), they still claim they are agile. The article takes a look into Agile Manifesto and Scrum Guide for the role of velocity. Neither the Agile Manifesto nor the latest version of the Scrum Guide (2017) reveals velocity at all, but have many loopholes inherited by DevOps.
One of the major task of DevOps is a speedy delivery of Microservice into production. The major objective of QA and Testing is to find as many bugs as possible. Fixing these bugs slows down the delivery. The article describes this conflict in details, outlines problems in testing articulated by Mr Martin Fowler, proposes additional tests and explains how to improve quality of the released Microservices.
Article discusses issues with modern light-weight testing applied via automation in DevOps practice and states that such testing is not necessarily enough for quality products, especially in the case of distribution in Cloud.
HOW to ARCHITECT for DEVELOPERS 