Tag Archives: agile

Agile & Digital Business: March 2019

RBS has recently aborted a demerger because of the difficult of building a new retail system (FT: RBS chief warns it may fail to sell Williams matching assets and liabilities on different time scales. But, the deposits banks accept (their liabilities) are very liquid. These jokes help the kids learn about many things as the jokes are selected according to the age group and also turn out to be educating. They are said to be illiquid – it is difficult to cancel an existing loan so you can’t turn a loan you have extended into hard cash very easily. Very few technical people will ever have a say in the purchase of such a system. If you know Conway’s Law what I am about to say is obvious: organizations developing, sorry, configuring, ERP systems are themselves hierarchal and monolithic. Similarly, a poorly designed sub-system – say there is a singleton in the system – might not crash a system but can slow down operations, enhancements and so on.

You can furthermore order custom created aluminum awnings which can be designed to the focused measurements IN ADDITION TO built to fit your own architecture of a home. Even though the fonts and the colors should be uniform, the architecture and the colors should be unique and make a statement. Mantel mentions “Vitruvian colors”. This might be viable if we treated such debt as a mortgage which allows an asset to be purchased now in return for a long term payments plan. It allows developers to build fast and highly scalable network applications that are capable of handling bulk amounts of simultaneous connections having high throughput. Move beyond your content delivery network to their powerful edge cloud platform. Therefore the organization which engages with the system becomes a copy of the system – reverse Conway’s. This is actually a great example of Reverse Conway’s law (sometimes called Yawnoc): the organization is a copy of the system architecture.

Conversely, defects in these systems (bugs) and poor architecture (what is often called technical debt) are liabilities. Even outside of banking the technical debt metaphor has encouraged “debt thinking”, i.e. the idea that one can borrow from the future to get something delivered sooner and pay back later. Therefore, let me suggest that we drop the language or Technical Debt. In Fools Gold Gillian Tett tells of how the original JP Morgan team who devised these debt products warned as other banks introduced products which they could see didn’t make sense. Hopefully someday I’ll get there to see it for myself! OK, its a big system so it needs a “lot” of configuration but you get the idea. When an organization buys an ERP system they buy a large, monolithic, hierarchal system, the investment (financial and personal) required from senior managers mean the homomorphic force is strong. Another dimension to banking is time: the loans that banks make (their assets) extend over the long term (25 years for a mortgage) and the bank have little power to force repayment. The system itself – retail banking systems, trading platforms, risk management systems – are long term investments and become major assets. This was created with the help of GSA Content Generator Demoversion!