Asif Gill Blogs

In my last post, I explained the " AdaptiveThinking " for continuous efficiency (routine changes and continuous improvement) and innovation (growth and transformation). This post further discusses the "Adaptive Enterprise Value Chain” and related integrated capabilities of strategy and operations ( StrOps), architecture and operations (ArcOps) and development and operations (DevOps) from The Gill Framework® V.30.  Figure 1. Adaptive Enterprise Value Chain The Gill Framework® provides the ADOMS approach for the adaptive enterprise value chain, which is made of following five capabilities: -  Adapting  (to changes) -  Defining  (an adaptive capability) -  Operating  (an adaptive capability ) -  Managing  (an adaptive capability) -  Supporting  (an adaptive capability) The adapting capability offer services (e.g. context awareness, enterprise architecture assessment, rationalisation, realisat...

Adaptive thinking is imperative to survive and thrive in this amazing period of change. Being adaptive requires the ability to actively scan and identify changes (internal and external) based on both the intuitions and analytics, and effectively respond to such changes for continuous efficiency (operations and improvement) and innovation (growth and transformation). See figure 1 from Gill (2015) – Adaptive Cloud Enterprise Architecture Book. Figure 1.  The Gill Framework® V3.0 – Adapting to change (from Gill 2015) Adaptive thinking is a complex  phenomenon  and has several facets. This post discusses the following key elements of “ adaptive thinking ” (based on Gill 2013; Gill 2015; Gill et al. 2015). Agility Analytics Service Science Design Thinking Resiliency Systems Thinking Agility is the ability of an adaptive entity that is responsive, flexible, fast (to accommodate expected or unexpected changes rapidly), lean (follows the shorte...

Agile methods originated in the context of individual software project development and management can be scaled up to meet the agile or adaptive enterprise project management needs. However, the question is how to create an enterprise level agile project management capability. This post provides the snapshot of the generic Adaptive Enterprise Project Management capability (See Figure 1) from The Gill Framework® V2.0. The Gill Framework ®  is a meta-framework for architecting agile enterprises as adaptive enterprise service systems. The Gill Framework ® was first originated in 2006 to support agile and hybrid development capability establishment and improvement for complex and large project environments. It was then further evolved to support architecting service-centric agile enterprises. The Gill Framework ®   has been used to create the generic Adaptive Enterprise Project Management capability, which can be tailored to a specific context. Figure 1: T...

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 ...