In an article for CIO, I discussed the five key pillars that we at KPMG utilize when helping our clients with modern development and delivery.
- Product and portfolio management: From ideation to delivery
While not every company needs to be a product company, most leaders recognize the value of behaving like one. By favoring product management over projects, the business supports technology solutions that support specific customer outcomes aligned to value streams instead of individual IT projects aligned to project requirements. By building full-stack product teams and elevating the role of product managers to be accountable for outcomes and key results, not simply deliverables, cost and scope, leading organizations focus on what is most important to the customer from ideation through delivery. This is a major shift in the operating model, organizational design, funding methods, and design approach.
- The modern operating model: understanding how to run a multi-speed organization
Operating models span multiple layers including architecture, sourcing, skills, organization, delivery models, risk, and governance. In the future, an organization’s technical debt will be defined by its operating model, not its technology footprint. As the enterprise rapidly shifts to value oriented objectives that require agility to respond to continuous customer feedback, the operating model must adapt to keep pace. Not all applications and solutions require an agile or DevOps approach, however without an adaptive operating model and an understanding of the slection criteria, an organization can easily swing the pendulum too far driving up cost, creating friction, and potentially slowing down the very value stream they are looking to speed up.
- Scaling agile teams: Creating a fully-connected enterprise across departments
The first step in successfully scaling agile is to align the entire organization against specific business problems and shifting culture and measures to support that outcome. This is not an IT problem. Simply building faster dev teams is not effective if you can’t keep pace in deployment. Improving your testing through automation does not help if you are unable to release capital quickly enough to fund product development. By applying lean principles across the entire technology value chain, leaders are more effective in creating sustainable change in the culture, processes, controls, and ways of working.
- Security, Risk, Compliance: removing friction by shifting critical functions up the value stream
The nature of the constantly changing environment of modern delivery requires a shift in how critical functions like security, audit, and risk management are engaged. To increase velocity and reduce the number of reviews, rework, and potential show stopping risks, embedding security and compliance teams at the beginning of the design process is essential. Typically siloed and relegated to the end of the value stream, these functions can be valuable advisors and help ensure the product or service is secure, compliant, and controlled from inception to delivery. Embedding the skills and talents of these specialists to help design, develop, deploy and continuously improve the product will increase velocity while reducing risk.
- Data as an asset: Embracing APIs and modern architecture
It starts with culture, education and establishing principles around the value of all types of data in developing solutions. When data is open for sharing, anyone can analyze it and create new solutions to solve customer problems. This is no small challenge, and leaders are taking a hard look at changing their employee’s relationship to data in order to open up entirely new value streams while technically enabling easier access through microservices, open APIs, and incenting people from both inside and outside to hook into their data.
Embracing modern delivery practices to transform your development and operations practices can be challenging. Learn how KPMG can help you innovate your IT value stream and successfully transform your business here.