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Becoming an Agile Software Architect

You're reading from   Becoming an Agile Software Architect Strategies, practices, and patterns to help architects design continually evolving solutions

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Product type Paperback
Published in Mar 2021
Publisher Packt
ISBN-13 9781800563841
Length 372 pages
Edition 1st Edition
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Author (1):
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Rajesh R V Rajesh R V
Author Profile Icon Rajesh R V
Rajesh R V
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Table of Contents (19) Chapters Close

Preface 1. Section 1: Understanding Architecture in the Agile World
2. Chapter 1: Looking through the Agile Architect's Lens FREE CHAPTER
3. Chapter 2: Agile Architecture – The Foundation of Agile Delivery 4. Section 2: Transformation of Architect Roles in Agile
5. Chapter 3: Agile Architect – The Linchpin of Success 6. Chapter 4: Agile Enterprise Architect – Connecting Strategy to Code 7. Chapter 5: Agile Solution Architect – Designing Continuously Evolving Systems 8. Section 3: Essential Knowledge to Become a Successful Agile Architect
9. Chapter 6: Delivering Value with New Ways of Working 10. Chapter 7: Technical Agility with Patterns and Techniques 11. Chapter 8: DevOps and Continuous Delivery to Accelerate Flow 12. Chapter 9: Architecting for Quality with Quality Attributes 13. Chapter 10: Lean Documentation through Collaboration 14. Chapter 11: Architect as an Enabler in Lean-Agile Governance 15. Section 4: Personality Traits and Organizational Influence
16. Chapter 12: Architecting Organizational Agility 17. Chapter 13: Culture and Leadership Traits 18. Other Books You May Enjoy

Improving the flow of value in IT

For non-software IT flows such as IT asset delivery, optimizing the flow involves reviewing steps in the flow and eliminating, optimizing, or automating necessary steps to increase delivery speed. The following diagram shows the IT asset delivery flow:

Figure 12.5 – IT asset delivery flow

As shown in the diagram, the flow commences when an employee requests a device. This request goes through several steps before the device is issued to the requester. At Snow in the Desert, line manager approval is based on whether the employee holds a device already, cost center approval is based on the budget left, finance approval is based on the monthly spend limit, and store approval is based on the right devices for the right purpose and their availability. A critical review of this reveals that all approvals except the store approval could be automated, and therefore the flow speed can be dramatically improved.

Software delivery...

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