新型运营模式和架构

operating

At Ginkgo, we not only help our clients choose the agile operating model that best fits their organization, but also support the implementation. Moreover, our deep knowledge of business capabilities, applications, data, and technology landscapes enables us to provide a wide range of enterprise architecture services.

Marcus Müller

Founding Partner

 

新型运营模式和架构

当今时代,消费者期望加快上市时间,期望值也变得更高,如此以来,只有更灵活的组织和架构才能实现。普通的答案就是变得更敏捷些吧。然而,现如今许多企业都把IT旗舰Scrum项目孤立,这些项目在大型公司中缺乏规模和融合。景格能够帮助客户发现并实施恰当的敏捷企业框架,弥补市场在这一领域的缺失。此外,新技术不断发展,IT复杂性普遍增加,这都增大了对企业架构服务的需求,用以辅助项目架构,以完成工作,提高整个组织的效率、效度和协调性。通过提供大量的企业架构服务,景格不仅能够在业务能力、应用程序、数据和技术领域为客户提供支持,在相应的治理、流程、角色和责任、工具和个人使用实例的开发方面也能提供支持。

项目与参考信息

5

Development of a Business Capability Map and Strategy for the Marketing, Sales, and Aftersales Department of a Global Automotive Company

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Conceptualized a capabilities-based-planning strategy to enable and facilitate business-IT alignment, software development synergies, as well as application and project portfolio management. Developed a detailed multilevel business capability map with a workshop-based approach. Developed an operating model covering the further development and future releases of the capability map, and established a governance function in charge of collecting and consolidating feedbacks, managing requests and information sessions, as well as managing the tool-supported release of new versions in a sprint-approach-manner.

5

Transformation to an Agile Way of Working of the Program of a Global Automotive Company

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As part of the international rollout of an online store for an automotive OEM, the entire system architecture was revised in order to effectively support the real-time online sales process for new vehicles. However, getting there did not only require a new technical setup but especially a shift to an agile way of working across the entire program and its multiple product development and management teams. Ginkgo facilitated the adaptation of the Scaled Agile Framework® across the newly introduced Agile Release Train, managing the implementation process for the new system architecture. Core to this were the introduction, organization and execution of key ceremonies like the Program Increment (PI) Planning, Inspect and Adapt, and Scrum of Scrums, which led to a high buy-in from the business to be actively and intensely involved in the co-creation of the final product.

5

Development and Implementation of a Cross-Brands Enterprise Architecture Collaboration Model

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Established a group-wide working group of enterprise architects from different countries, departments, and domains with the goal to foster architectural alignment and collaboration. In a first step, this included the identification of curent roles and responsibilities, as well as their peers based on their daily activities. In a second step, common work patterns were identified, as well as a vision and mission of the enterprise architecture working group developed. In a third step, architectural use cases were developed, discussed, consolidated, and implemented similarly across all major areas. Lastly, the use case pilots were conducted in sprints and feedback was collected, consolidated, presented, and discussed within the group.

5

Application Portfolio Management for the After Sales Domain of a Global Automotive Company

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Development of a transformation approach to digitize the After Sales application landscape for a global automotive company. Planning and execution of a workshop-based methodology through analyzing legacy system and mapping features to business target picture.

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