AgileBA practitioners are fully equipped to succeed in Agile projects and programs, and can even play a role in helping businesses transition to Agile ways of working by optimizing the process and helping to justify it to stakeholders.
Businesses are highly complex in terms of structure, and an enterprise architect needs to be able to read them like a book. They must be aware of elements to do with corporate strategy, technology, communications, outsourced services, stakeholder priorities, and more, not just for a business’s current ‘architecture’, but also for the state the business wants to reach in the future.
PRINCE2 practitioners often enjoy a much wider choice of jobs to apply for and will even earn more than non-certified colleagues, quickly answering the question: “Is PRINCE2 certification worth the cost?”
With a BA’s job being to assess and scrutinize projects, programs, and other areas of value generation, they can prove highly valuable in ensuring work is optimized in terms of efficiency and strategic alignment. At the same time, however, the interference of BAs has the potential to limit the speed and flexibility of Agile, which emphasizes the importance of pursuing short-term goals and reducing management oversight.
Enterprise architects are highly qualified individuals with in-depth knowledge of several topics. They conceptualize and clarify ideas, advising teams, departments, executives, and senior stakeholders in a way that corresponds with each group’s unique concerns, priorities, and level of knowledge. They will also utilize various methodologies and tools to make the overall enterprise architecture (EA) process as efficient and effective as possible, with their understanding of how to adapt and apply said methodologies usually being tempered by several years of experience.
It’s quite popular nowadays. DevOps is a powerful set of practices and tools to achieve application modernization, maturity, and fast time-to-market products that match final users requirements.
The onset of the Digital Age has created a fast-paced environment where circling competitors are always on the lookout for better ways to deliver world-class IT services. Businesses that want to survive and thrive must learn how to succeed in a way that takes advantage of this ‘high-velocity’ situation, and this is where ITIL 4 comes in.
In essence, creating a DevOps culture is far from a simple affair. Rather, it is a process of continuous reoptimization and improvement, with senior DevOps engineers constantly working to optimize their pipelines while still sticking to the tenets that have made DevOps so successful.
“If you want speed, you need automation. If you want deployments, you need automation. If you want basic security, you need automation. If you are building a nuclear reactor, and need surety, you still need automation. Automation accelerates multiple practices. Simply management theory demands if you can automate and remove lower-level costs to add higher-level solutions, you do so.”
When it was first released back in the 1980s, ‘ITIL’ stood for the ‘IT Infrastructure Library’, as it was a series of 48 books that outlined best practices for managing the infrastructure of IT.