Just enough architecture in an agile transformation

By Ruben Vuylsteke on 03 April 2018

Companies are currently in the middle of a major digital transformation. Being able to quickly respond to new customer needs and expectations is crucial. Consequently, project teams are being organised differently. For example, more and more SCRUM teams are being put together to provide software more agilely. However, a question I’ve been asked by customers repeatedly concerns the place that architecture must be given within this story. My opinion is that a minimum of architecture is always necessary. Just enough, just in time. In this blog post, I want to illustrate a technique, based on a previous project, that lets you gain a helicopter view with a minimum amount of enterprise architecture, which is something that is unarguably adding value for a company that is going through a complex transformation.

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Why every project needs a benefit map

By Ruben Vuylsteke on 07 January 2016

A common issue encountered on projects is that the project goals have not been clearly defined. A Benefit Map is a powerful visual to provide solace.

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Digital transformation – organizations become living systems

By Johan Merckx on 10 August 2015

I love to help companies shape their future architecture. Become customer-centric. Exploit digital technology. Integrate multiple channels. Help them provide consistent and ‘lovable’ customer experiences. To do this, we also need to reinvent our organisations and design them as living systems.

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To boldly go further than changes in IT

By Wim Van Emelen on 10 April 2015

What is a project? In its most simple definition it means implementing a change in a controlled way so that the investor doesn't need to take a leap in the dark. The word 'controlled' and 'change' are key in this simple definition. In this post, I’ll focus on our approach to define the way in which the business needs to change its way of working and how we leveraged our corporate process model to do so.

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What is a project if not an epic journey

By Wim Van Emelen on 08 April 2015

One thing we've learned from the first phase of the iHRM program is that a complete waterfall approach with one delivery moment, followed by an extended user acceptance period is not the silver bullet. For the second phase of the program, the scope is wider and the number of project teams is higher. In this blog post, I'll share some insights on how to effectively manage scope while going for an iterative and incremental development plan.

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