Everyone has their own vision but the hallmark of this economic phase is that almost all technical areas are focused IT ... available on budget!
Budget they are today, even more that in the past, the real driver of what you can do or not do ...
"In Economic meltdown CFO is a CIO!" and never as now, in all reality, maybe this is true!
The Economic meltdown will probably be the tomb of what has already proved ineffective in recent years ... The rigid organizational department (80) that "produce" only conflicts of competence (and we already knew that right !)... swept away so ...
But equally blown away also the model (year 2000) on which they had pinned many hopes instead of Creative Software Factory ....
model, the latter showed the rope unfortunately for profits too low or no cost ... a substantial R & D continuum
... Something like the Americans do but they have proven experience the Venture Capitalist ... a "real" R & D in Europe let's face it ... no one really knows how to do ... neither the public nor the private ... Unfortunately
other established models are currently not in sight, they are looking for all the rest.
The only thing that maybe you can do, according to recommended best practices, at least for the areas of technical expertise, is to get as close as possible the demands of:
a) Time to market
b) Business Continuity
Basically speed of deployment and platform stability.
The only architectural models compatible to handle both these requirements are perhaps the Perpetual Beta Continuous Integration & ... also because it allows to compress , (because it operated in automatic mode!) costs of different roles ( tester, operation, management, software developer ).
are models for which every day would agree to rotate slowly platforms and infrastructure software.
project management discipline there is also profound changes taking place and the profile of PM & Manager traditional mere pushers & dispatcher activity, are showing in the cord, too ... In fact
is increasingly making its way to the reference model of PM & Manager with strong technical skills ... business and attention to costs, profits and budget ....
These are ideal for those PM connector between technical areas and business and these are Profiles of the real catalysts activity and charged to businesses.
difficult problems arise with these profiles of efficiency and effectiveness of the structures ... because it is managers who have already demonstrated in the field, and all the teams involved, to be technical and business experts at the same time ...
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