Mike The Architect. Capability Maturity Model. The Capability Maturity Model (CMM)[1] is a development model created after study of data collected from organizations that contracted with the U.S. Department of Defense, who funded the research. The term "maturity" relates to the degree of formality and optimization of processes, from ad hoc practices, to formally defined steps, to managed result metrics, to active optimization of the processes. The model's aim is to improve existing software-development processes, but it can also be applied to other processes. Overview[edit] The Capability Maturity Model was originally developed as a tool for objectively assessing the ability of government contractors' processes to perform a contracted software project. The model is based on the process maturity framework first described in the 1989 book Managing the Software Process by Watts Humphrey.
History[edit] Prior need for software processes[edit] In the 1960s, the use of computers grew more widespread, more flexible and less costly. CMMI[edit] Architecture Maturity Models. Overview | Background | The US DoC ACMM Framework | Capability Maturity Models Integration (CMMI) | Conclusions This chapter provides techniques for evaluating and quantifying an organization's maturity in enterprise architecture. Overview Organizations that can manage change effectively are generally more successful than those that cannot. Many organizations know that they need to improve their IT-related development processes in order to successfully manage change, but don't know how. Capability Maturity Models (CMMs) address this problem by providing an effective and proven method for an organization to gradually gain control over and improve its IT-related development processes. They describe the practices that any organization must perform in order to improve its processes.
The various practices are typically organized into five levels, each level representing an increased ability to control and manage the development environment. Background The US DoC ACMM Framework Overview None Initial. Tools & Methods | Evaluating the Architecture | Cost Benefit Analysis Method. The Cost Benefit Analysis Method (CBAM) is an architecture-centric method for analyzing the costs, benefits, and schedule implications of architectural decisions. It also enables assessment of the uncertainty surrounding judgments of costs and benefits, thereby providing a basis for informed decision making about architectural design/upgrade. The CBAM builds on the Architecture Tradeoff Analysis Method (ATAM), although an ATAM is not an absolute prerequisite. Challenges How do you go about taking economic considerations into account when designing or modifying a system architecture? Description How do you know if a software architecture for a system is suitable without having to build the system first?
The creation and maintenance of a complex software-intensive system involves making a series of business-critical architecture design decisions. Clearly we need to consider both, that is to consider the return on investment (ROI) of any architectural decision. Benefits Who Would Benefit. Light Enterprise Architecture introduction. The real meaning of Enterprise Architect. I've often wondered what it means to be an Enterprise Architect.
Is it just a job title on steroids for developers who hate the software development lifecycle imposed on them within corporate America and have no desire to associate themselves with that messy code stuff? Does it mean you can demand an extra 20K per year for doing the same job you always did? Or is there something fundamentally different about what an enterprise architect does to what other roles within the enterprise perform? One should think of the architect as the 'keeper of the flame' (KoF). The phrase is lifted from a childhood misspent reading Spiderman and Batman comics where KoF was a title bestowed on loyal readers who wrote in to say things like "the current storyline is crap, Spiderman would never leave his best friend to Doc Oc's minions because of what happened to his uncle Ben...
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Data Architecture. Agile Modeling (AM) Home Page: Effective Practices for Modeling and Documentation. About The Zachman Framework™ Wp-ra-customer-exp-1891281.pdf (application/pdf Object) TOGAF® 9.1. Agile. Dennis Stevens » Blog Archive » Reflections on #10yrsagile – What is Value? On February 11-13, 2001, a group of 17 people came together and created the Agile Manifesto. This launched a decade of dramatic change in the way software projects are delivered in many organizations.
A decade later, on February 11-12, in the same resort in Utah, 33 people got together to discuss the Agile Manifesto and talk about what is next. There was a lot of great discussion and a lot of agreement. What was interesting to me was that there was a lack of agreement on what the last bullet, “Maximize Value Creation Across the Entire Process” even means. Working Code as Value The first principle behind the Agile Manifesto is: “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.”
To many in the software development community – including many of the attendees at the 10 Years Agile workshop, value means working, tested, deployed code. “Demand Technical Excellence” But does this deliver any value? Organizational and Personal Values Summary. Pg-soa-roi-from-reuse-r3-2-1561706.pdf (application/pdf Object) Strategic Planning Failure - strategy, organization, levels, examples, school, model, type, company, hierarchy. Photo by: Robert Mizerek Strategic management is the process of defining the purpose and pursuits of an organization and the methods for achieving them. Robert Grant emphasizes that competition provides the rationale for strategy because strategy is about winning. It follows then that the inter-dependence of competitors is the essence of strategy—actions of individual competitors and teams of competitors affect outcomes for other participants.
In other words, organizational leaders must "play the game" strategically because their organizations are involved in a game of strategy (e.g., chess) not simply a game of chance (e.g., bingo) or a game of skill (e.g., tennis). Of course, the necessary skills must exist, and at times things will happen that were not predictable. However, each organization must have a strategic focus if it intends to survive and flourish in the long term. Mission—Why does the organization exist? Core Competencies—What are our best capabilities? Clayton M.