We know that the consequences of not being able to set-up an efficient delivery pipeline are diminishing the ability of business to capitalize on applications. Hence, let’s explore how applying the 5 steps described in the processes of continuous improvement introduced by the ToC can bring out sensible solutions, which in essence, represent the core values of techniques such as Agile and DevOps.
Manufacturing industry is really process-heavy, and if we look back to the recent decades, many companies have mastered processes of improvement such as LEAN, Six Sigma or JIT in order to survive in a highly competitive world. And this is certainly an area where software development can learn a lot from. Concretely speaking, the Theory of Constraints (ToC) – introduced by Mr. E. Goldratt in the inspirational novel The Goal – gives us a powerful framework to guide our process of continuous improvement in the IT industry
Let me insist. We all knew this day was coming. A day when nearly every company is a software-controlled business where Apps underpin its business processes: check a bank account; book a flight; stream a movie; manage a supply chain or communicate with business partners. A day when the success and performance of a modern business is built upon Apps. So if they are so important, what is the most effective way to let business capitalize on custom Apps? In other words, how custom Apps can help business achieve the goal of making money?
In the code-everything paradigm, the objective is to set-up a cross-functional team supported by automation technologies, where testing is moved to the front to minimize bottle-necks and infrastructure is provisioned as early as possible in order to optimize application execution by means of these programmable rules.
Businesses do not care how fast the Applications team can build software during the development stage. Instead, they will measure the entire IT organization in terms of helping to achieve business goals, like better understanding of customer needs, continuous improvement of product portfolio, increase time to market, larger sales pipeline and better customer retention. And there is a lean way to do it.
Products like IBM Lotus Connections and Microsoft SharePoint have already incorporated social networking capabilities during 2007 with better or worst luck, but we will see how this feature will increasingly become the keystone of enterprise social software.
Traducción al castellano de una charla de Chris Anderson, editor de wired.com, en la conferencia Nokia World 2007. Es un auténtico must-read. No dejeis de leer el resumen ni ver el video.
Estos sitios deberían tratar de captar cuantos más usuarios mejor (+ usuarios -> + clicks -> + money). Y lo hacen, vaya que si lo hacen! O sino, para que os pensais que estos sitios ofrecen Web Services, APIs, etc etc?
La semanada pasada tuve la oportunidad de atender a una conferencia sugerentemente titulada “Web 2.0 – Nuevas oportunidades de negocio en Internet” que tuvo lugar en el ¿paraninfo? de la increíble Universidad Laboral de Gijón y que fue organizado por el Cluster TIC.
This time is about Social Networking Services like Facebook, MySpace (or even LinkedIn) and their suitability as corporate Intranet tools. We all know that many firms are begining to embrace these services as part of their corporate Intranets, probably motivated by the null costs on implementation and deployment, but forgetting about the security issues this approach could bring on.
