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Architecting and Orchestrating Agile focuses not only on the day to day agile activities and people interaction, but also focuses on the designing aspects of Agile. And it starts with Program and Portfolio stakeholders’ alignment of strategic themes, driving clarity with business and architectural Epics and how that fits down to program and team level tactical planning. The leadership must make sure that the technology team understands the business value of a product feature and do anything possible to keep the development cost down. And at the same time, the business and product owners should understand the technology that help them to function better and solve business problems effectively. This emergence is a true gain for an agile organization. So the big question is whether the IT governance in your agile organization is creating desirable IT behavior and helping address your opportunities. In order to make governance effective, it needs to be designed correctly. Transparency, information sharing, communications and performance measurements are some of the key components to establishing governance that ensures business and IT have synergies.
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About the Author
Tony Adams holds an MBA from University of North Texas. He has been in IT for over 20 years working for various Fortune 100 companies and consulting firms. He has successfully led numerous agile projects throughout his career. He provides Agile training to large, mid-size and small companies. He resides in Dallas-Fort worth Texas and travels extensively to facilitate training and coaching sessions. Tony and his teams have used many of the Lean and Agile approaches over the last several years. This practical application experiences, in addition to his extensive, successful career at the junction of business operations and software technology, gives Tony a unique perspective on how business leaders can improve their results through better technology leadership and vision.