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This chapter is from the book

This chapter is from the book

Enterprise Software Delivery: Bringing Agility and Efficiency to the Global Software Supply ChainEnterprise Software Delivery: Bringing Agility and Efficiency to the Global Software Supply Chain

Learn More Buy

This chapter is from the book

This chapter is from the book

Enterprise Software Delivery: Bringing Agility and Efficiency to the Global Software Supply ChainEnterprise Software Delivery: Bringing Agility and Efficiency to the Global Software Supply Chain

Learn More Buy

2.3. Business and Organizational Context

MyCo is a large multinational organization with a presence in more than a dozen different countries around the world and a work force of over 100,000 employees. As with all utility companies, its business includes very high levels of innovation, research, and development in areas such as energy production and distribution. However, it also has a large historical investment in infrastructure, systems, and processes that have been in place for decades. Pressures are placed on costs and levels of efficiency to both drive innovation to be more effective and optimize operational costs to be more efficient.

The MyCo enterprise software delivery organization has a key role in addressing these challenges. Its strategy involves four areas:

  • Collaboration across global delivery teams. The common mode of operation involves multiple suppliers, multiple geographies, and multiple business units.
  • Waste reduction and optimization of resources and assets. Aligned practices provide a consistent and integrated development approach with standardized tooling across the organization.
  • Optimized reuse of core assets and practices. An ongoing effort to catalogue, categorize, and assess the value of the current asset inventory aims to make it more accessible across the organization. These asset categories are aligned across all aspects of software development, delivery, and deployment.
  • Business cost management. Increased cost transparency is enforced in all activities through continual monitoring of project health across the portfolio of projects and across a wide variety of tools and practices. A specific move toward virtualized and cloud-based infrastructures is foreseen, with several pilot efforts already in progress.

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Last Update: November 17, 2020