3. Put architecture in charge of application planning.
"It's fine to leave application teams in charge of portfolio and roadmap planning -- so long as you don't ever want to retire an application or simplify the support and resultant cost of the application landscape," Keegan explains. "Traditional application leaders typically attempt to expand their control by increasing complexity, expanding the application suite resulting in increased licensing and maintenance cost, and expanding complexity of the resultant support -- because they are accountable for delivering individual projects, not the cost of supporting what they put in.
Architects have a mission to optimize the portfolio, reduce total cost of ownership, and leverage investment to the greatest degree possible." Incentivize efficient utilization and rationalization of the application suite, retirement and migration of less used or expensive to maintain applications and platforms, and optimal cost and quality.
4. Never start projects until sufficiently planned and staffed.
"Without an understanding of or visibility to the portfolio constraints, executives and other leaders step in to drive determination of budget and timeline that may or may not be achievable," says Keegan. Leverage the portfolio planning function to prioritize and sequence demand for as-a-service offerings.
5. Create an effective gating mechanism prior to production.
"A capability for owning service transition needs to be baked into the model to assure that what goes into production are only changes that are ready to be supported," Keegan says. Those responsible for these decisions should be independent, but aligned with both the build and run functions.
"This capability owns the build-to-run boundary, making sure all is correct (to meet business needs), captured (so it can be reproduced, and replicated), and supportable (so when phone calls reach the help desk, they know what to do). Whatever the change is, whenever it needs to be deployed, the gate into production needs to first and foremost consider the ability of the run organization to support that change when it goes in."
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