The Applications Handbook.pdf - Nexus Technologies Inc.

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Chapter 1 PLAN: Building the Right Applications in the Right Way Key Questions: • Which application projects are we currently investing in, and what’s being spent on each? • Is our investment optimized across the portfolio? Where and how might we shift resources among projects? • Are our business policies and priorities aligned with our technical policies and priorities? • How do we ensure that our technical standards are understood and applied the same way across the enterprise? Applications don’t start as a set of system requirements; they start as a business idea. The company wants to try a market innovation or process improvement, and this effort becomes the reason to change or create an application, or more often, a series of applications. First, examine your priorities, as you do with any business investment. Because applications can’t be seen or touched like other business investments such as real estate or equipment, they’re often 11
12 ■ The Applications Handbook not subject to the same vetting. Applications do not undergo the same dollar-for-dollar comparisons as other kinds of asset expenditures. For many companies, the full content of the application portfolio is a mystery. Enterprise architects face an equivalent complexity. While the business decides its portfolio priorities, architects have to establish a set of aligned technical policies: those standards and practices that must be true for every application project. Architecture and policy governance is deciding, communicating, and making sure everyone follows the company’s technical policies. It is one of the great challenges of the modern enterprise. In this chapter, we look at: • Portfolio planning: the way an enterprise decides how to build the right application • Technical policy governance: how it goes about building the right application in the right way Begin at the Beginning: Evaluate the Business Objective The world of applications is undergoing initiatives that touch every aspect of IT: people, processes, and technologies. Key among the impacts are the complexities of portfolio management—seeing the applications that exist, and defining and measuring their business performance against incoming candidate investments. That’s on top of managing more frequent releases, parallel development cycles, distributed teams, and (as ever) ongoing constraints on IT resources and budget.
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