The Applications Handbook.pdf - Nexus Technologies Inc.

PLAN: Building the Right Applications in the Right Way ■ 33
Instead of forcing huge interest payments of unknown size
onto future releases, you’re reining in technical debt. Teams are
given a pragmatic, controlled way to balance delivery deadlines
and business objectives.
Frenemies? Technical Policy and Business Policy
A software architect at a very large technology organization
was once told by another architect at the same organization:
“We don’t use Enterprise JavaBeans.” When asked why, the
architect answered, “I’m not really sure. We just don’t.”
Too often, technical policies are the result of personal prejudice
or whim. Nothing stalls an application-governance effort faster
than rules for the sake of rules—that is, an overly rigid enforcement
of technical policies that seem to have no bearing on the
goals and objectives of the business.
Technical policies require strong, clear business justification.
Good governance begins with understanding what is most
important to the organization, and then selecting an initial
shortlist of maximum-impact policies that reflect these goals.
You can apply most critical best practices and standards, even
across distributed and virtual organizations by completing
these tasks:
• Align your business and IT teams.
• Work to define and agree on the most important standards
and practices to govern.
• Effectively translate these standards and practices into
business and technical policies.
• Measure and reward compliance.
‘Governance’ Is Not a Four-Letter Word
Governance is associated with heavy-handed procedures and
rules, so delivery teams may distrust it. Those using Agile
methods tend to distrust it the most.