Building the Agile Enterprise. With Capabilities, by Fred A. Cummins

By Fred A. Cummins

Building the Agile company with features, Collaborations and Values, moment Edition covers advances that make know-how extra strong and pervasive whereas, even as, bettering alignment of know-how with company. utilizing a variety of examples, illustrations, and case reports, Fred Cummins, an professional, writer and previous fellow with EDS and Hewlett Packard, updates his first variation incorporating the next developments:

  • The ubiquitous use of the net besides clever, cellular units, that have enabled everybody and every little thing to be attached each time, anywhere
  • The emergence of a “business structure” self-discipline that has pushed advancements in company layout and transformation practices
  • The improvement of CMMN (Case administration version and Notation) that would supply automation to aid the collaboration of information employees and managers
  • The improvement of VDML (Value supply Modeling Language) that helps modeling of industrial layout from a administration perspective
  • The significance of “big info” administration and research as a brand new resource of perception into evolution of the company and the ecosystem
  • How the structure of the agile firm and enterprise modeling switch company governance, administration and innovation

Building the Agile company with features, Collaborations and Values, moment Edition is a must-have reference for company leaders, CTOs; company architects, info platforms architects and enterprise procedure modeling execs who desire to shut the distance among strategic making plans and enterprise operations in addition to the distance among enterprise and IT and increase the production and supply of commercial value.

  • Explains how enterprise layout abstraction in keeping with collaborations, functions and values presents a administration view of the way the enterprise works, the elements to be more advantageous or replaced, and the skill to quick reconfigure to handle new company demanding situations and opportunities
  • Discusses how know-how needs to be exploited for potency, effectiveness, innovation and agility
  • Provides workable and use-case dependent insights from advisory paintings with Fortune a hundred and 500 businesses throughout a number of verticals
  • Presents the positive factors of CMMN (Case administration version and Notation) and explains the way it permits automation to help wisdom employees, managers and firm agility
  • Describes software of the price supply Modeling Language (VDML) to hyperlink strategic company transformation to operational design

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Extra info for Building the Agile Enterprise. With Capabilities, Collaborations and Values

Sample text

Fig. 3 illustrates a simple activity network originating with entry of the collaboration and terminating with exit from the collaboration (triangles). Deliverables flows (arrows) are connected to activities with ports (small squares on boundaries). Ports are cursor sensitive in a display for access to associated information. An activity network begins and ends within the context of a collaboration. Activities are connected by deliverable flows, and collaboration activity networks are connected together through flows between collaborations.

The challenge becomes not only to upgrade technology but to reconcile the business logic and processes and to integrate consolidated capabilities from the legacy systems that support different LOB. Duplication of functionality also occurs where the legacy systems cannot easily be adapted to support new LOB, so the legacy functions are duplicated in new systems. Replacement of legacy systems almost always requires major investments and entails substantial risk. But replacements of legacy systems without also providing enterprise-wide shared services only leads to more inefficiency and inflexibility—new legacy systems.

New Product or LOB Planning Top management may recognize an opportunity to introduce a new product or enter a new LOB in an emerging marketplace in a way that builds on key strengths of the current enterprise. Though some weaknesses may need to be addressed, rapid entry into a new market will be critical to long-term success. 28 CHAPTER 1 The Agile Enterprise A traditional enterprise might address this opportunity by forming a separate division or acquiring an existing company that avoids the burden and risks of adapting existing operations to the new business because existing processes and computer applications are designed to optimize each current LOB.

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