Asif Gill Blogs

The adoption of agile software development practice and tools is challenging. It would be appropriate to gradually introduce and improve agile practices and tools into large and complex software intensive organizations . The Agility Adoption and Improvement Model first first developed and published in 2007 and then was updated in 2010 as "AAIM Version 2.0". AAIM V2.0 has been developed based on the intensive research in agile adoption @ a large scale. The AAIM can be used as a roadmap or guide for agile transformation. Organizations or teams can adopt and improve agile people, practices and tools environment in order to achieve specific agile level(s) (e.g. focus one level at a time). This article describes the six stages or levels of the AAIM V2.0.   The Agility Adoption and Improvement Model Version 2.0 (Copyright Asif Q. Gill) The AAIM is structured into white, green and black blocks and 6 levels...

Traditional waterfall software delivery approaches focus on detailed upfront planning, requirements analysis, architecture, design, development and deployment phases. Here, the assumption is that all the requirements are fixed or known or complete. Lot of time and resources are spent upfront for achieving this illusion of fixed or complete list of requirements without actually delivering a single piece of working software. On top of that by the time requirements are completely defined-signed off and developed ,business focus and market competition are already moved few steps further in response to changing business landscape.   Organisations need to innovate and transform their services in response to always changing new business demands. One way to do is applying agile principles and practices of agile software delivery for meeting the always changing business demands. Agile focuses on developing and delivering working software based on just-in-time isolated user storie...

Abstract Australian Government Cloud Computing Strategy Direction paper discusses the whole-of-a-government approach to cloud computing adoption and provides the following vision statement. “Agencies may choose cloud-based services where they demonstrate value for money and adequate security”. This article discuses how to put this vision into practice by using The Gill Framework for Adaptive Enterprise Service System Architecture. Introduction The Gill Framework (Gill 2012) provides an adaptive enterprise service system architecture driven approach that can be used to define, operate, manage, support and adapt the Government or G-Cloud environment (see Figure 1). Figure 1: The Gill Framework Version 1.0 (Gill 2012) The Gill Framework has two main layers: inner layer and outer layer. Inner Layers: Enterprise Architecture (Adaptive Enterprise Service System) The inner layer of The Gill Framework presents a whole-of-a-government as a living system...

Social architecture is a part of The Gill Framework for Enterprise Service System Adaptation. This blog post defines the concept of social architecture to support the other domain architectures specified in the TOGAF 9.1. "Drawing on the ISO/IEC 42010 architecture definition, a social architecture can be defined as the fundamental concepts or properties of a social system in its environment embodied in its elements, relationships, and in the principles of its design and evolution.  Social architecture refers to social structure, behavior, culture, knowledge and opinions of communities of people (e.g. communities of practice beyond the boundary of a single enterprise) that influence the desired behaviors within/outside the operating environment of an enterprise.   Social architecture is all about “social communities”, which plays an important role in the ongoing smooth operations, improvement, growth and transformation of an enterprise. The failure ...

Based on rigorous ongoing research, this article presents the updated version of The Gill Framework for Enterprise Adaptation V0.2 (Copyright Dr. Asif Q. Gill 2012). This framework (Figure 1), while still in development, is a set of key disciplines, practices, artifacts and guidelines to assist enterprises in engineering and managing complex adaptive enterprises. The inner layer presents enterprise-as-a-whole living system of service systems, which is called here the agile super service system. Agile super service system has four elements. Agile Super Service System Defining Operating Managing Integrated Enterprise Library Agile super service system can be “defined” as a complex supply chain network of business entities or agile service systems. Agile super service system, beyond the boundary of a single organisation, operates in a complex local, global, federated, collaborated, centralised or distributed “operating” environment to deliver services to customers. Operati...

Abstract:   E nterprise Strategy, Architecture and Project Management are critical when making decisions about the assessment, adoption or de-adoption of emerging technologies for IT-enabled business transformation and agility (e.g. virtualisation, cloud, social media, BPM, mobile). However, the absence of agility and lack of integration between the enterprise strategy, enterprise architecture and project management can lead to slow and inconsistent technology assessment and adoption. The alpha version 2.0 of the integrated Agile Business Transformation framework (see Figure 1), introduced in a three-part article, is an attempt to address this problem and can be used to guide effective technology assessment, adoption and improvement .  Figure 1. Integrated Agile Business Transformation Framework (Copyright Dr. Asif Q. Gill 2012) Introduction Part 1 of this article discussed the agile business transformation and agile enterprise strategy (AES)...

Abstract:  E nterprise Strategy, Architecture and Project Management are critical when making decisions about the assessment, adoption or de-adoption of emerging technologies for IT-enabled business transformation and agility (e.g. virtualisation, cloud, social media, BPM, mobile). However,   the absence of agility and lack of integration between the enterprise strategy, enterprise architecture and project management can lead to slow and inconsistent technology assessment and adoption. The alpha   version 2.0 of the integrated Agile Business Transformation framework (see Figure 1), introduced in a three-part article, is an attempt to address this problem and can be used to guide effective technology assessment, adoption and improvement . Figure 1. Integrated Agile Business Transformation Framework (Copyright Dr. Asif Q. Gill 2012) Introduction This framework builds on the well-known agility and CAS (Complex Adaptive Systems) theor...