I’ve often felt that CollabNet has been at the forefront of paradigm shifts in the software industry.
We founded Subversion, and then spent years driving its development and taking it to market. Along the way, we added Subversion to our open ALM platform, becoming the leader in combining it with other open source (Git, Gerrit, Jenkins, Nexus, and more) development tools to the enterprise. Ultimately, we were the first to bring cloud-based approaches to large-scale, distributed software development. And, due to the “any tool, any process” nature of our TeamForge ALM platform, we have been hosting Agile initiatives and enabling DevOps long before the terms were coined as new categories.
From a client perspective, the result of this experience helped many of them – and the industry at large – achieve collaboration, business responsiveness, global visibility and innovation at levels never seen before.
Once again, I see another paradigm shift, now from workgroup “agile software development” to organizational-wide “Enterprise Agility.” And, I might add, rightfully so.
Today, many software developers work at multiple sites and use an array of open source, commercial and home-grown tools, along with a range of processes. These disparate tools and processes are often optimized for local workgroups and projects, all at the expense of business agility. This approach slows down software delivery and business responsiveness.
Our view and approach to Enterprise Agility starts with an assessment. Simply put, we’ve packaged the best processes and approaches we developed over the years with our clients as they transformed their global IT into a pragmatic blueprint. Today, we are pleased to announce this formalized process which will predictably and with measurability help organizations become more efficient and responsive. Our new services offering, Enterprise Agility Assessment, is years in the making, and it provides an actionable plan for unifying the flow of software, from planning to production. It helps workgroups achieve individual goals, while at the same time providing repeatability, IP reuse and governance for the company.
The engagement begins by identifying software delivery strengths and weaknesses, specifically those that involve organizational silos. Once the discovery process is complete, we then model a strategic action plan based on our Blueprint for Enterprise Agility.
Blueprint for Enterprise Agility
The Blueprint, based on unique organizational dynamics and a realistic pace of change, can be applied to any software organization looking for a practical and measurable business process for embracing Agile development, continuous integration, continuous delivery and continuous improvement. It helps organizations look beyond Agile tools and processes, and to develop the “bigger picture” for enterprise-wide business agility.
Some of the brightest minds in our company, and many customers, have contributed to this Enterprise Agility Assessment.
In the past few months, I’ve travelled globally as we’ve begun rolling this assessment out to our prospects and our partners. Along the way, I’ve gathered many interesting perspectives on the challenges organizations face when scaling agile and other fractured tools and processes.
I’d like to get your thoughts on Enterprise Agility, too – and the challenges and successes you are seeing as you seek to scale to a global, unified view of Agile and DevOps.