Skip to main content

Pace-Layered Application Strategy

Historically, many companies have had a single strategy for selecting, deploying and managing applications. They have had a defined structure for classifying applications by value or functionality, but failed to recognize that applications are fundamentally different based on how and when they are engaged by individuals and the organization as a whole and the pace at which these tools need to be changed and updated.  Many organizations are finding themselves with an enterprise application strategy that fails to satisfy the needs of the business community, which has often led to underutilized applications throughout their portfolio.

Gartner’s Pace Layered Application Strategy is a methodology for categorizing applications based on how they are used and how fast they change.   This strategy helps IT organizations rationalize the use of DevOps practices that ensure a faster response and a better ROI, without sacrificing integration, integrity or governance requirements. The strategy has defined three application categories, or "layers," to distinguish application types and help organizations develop more appropriate strategies for each:
  • Systems of Record — Established packaged applications or legacy homegrown systems that support core transaction processing and manage the organization's critical master data. The rate of change is low, because the processes are well-established and common to most organizations, and often are subject to regulatory requirements.
  • Systems of Differentiation — Applications that enable unique company processes or industry-specific capabilities. They have a medium life cycle (one to three years), but need to be reconfigured frequently to accommodate changing business practices or customer requirements.
  • Systems of Innovation — New applications that are built on an ad hoc basis to address new business requirements or opportunities. These are typically short life cycle projects (zero to 12 months) using departmental or outside resources and consumer-grade technologies. (1)
Yvonne Genovese, vice president at Gartner said ”One of the keys to using pace layering is to take a more granular approach to thinking about applications.  When classifying applications in pace layers, they must be broken down into individual processes or functions.  Gartner analysts said that one of the keys to developing this strategy is listening carefully to the way business people describe their vision for particular parts of the business. These categories of ideas include:
  • Common ideas — aspects of the business in which leaders are happy to follow commonly accepted ways of doing things that change fairly slowly.
  • Different ideas — aspects of the business in which leaders not only want to do things differently from comparable organizations, but also can specify the details of how the different approach should be taken, and can expect these details to change on a regular basis.
  • New ideas — aspects of the business in which leaders are thinking of an early stage concept, and are not at the point where they can be specific regarding the details of how things should work. (2)
By engaging in Pace Layered Application Strategy, DevOps practices, along with a strong Business Relation Management (BRM) process, we can realize the goals of collaboration and integration while using technology to automate the process of software delivery and infrastructure change, while providing a secure and cost-effective environment to support core business processes.


1&2 Source: Gartner - Pace Layered Application Strategy - http://www.gartner.com/newsroom/id/1923014http://www.itsmacademy.com/resourcecenter

Comments

Popular posts from this blog

What is the difference between Process Owner, Process Manager and Process Practitioner?

I was recently asked to clarify the roles of the Process Owner, Process Manager and Process Practitioner and wanted to share this with you. Roles and Responsibilities: Process Owner – this individual is “Accountable” for the process. They are the goto person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed and documented. They will ensure that the process has a set of Policies for governance. Example: The process owner for Incident management will ensure that all of the activities to Identify, Record, Categorize, Investigate, … all the way to closing the incident are defined and documented with clearly defined roles, responsibilities, handoffs, and deliverables.  An example of a policy in could be… “All Incidents must be logged”. Policies are rules that govern the process. Process Owner ensures that all Process activities, (what to do), Procedures (details on how to perform the activity) and th

The Four Ps of Service Design - It’s not all about Technology

People ask me why I think that many designs and projects often fail. The most common answer is from a lack of preparation and management. Many IT organizations just think about the technology (product) implementation and fail to understand the risks of not planning for the effective and efficient use of the four Ps: People, Process, Products (services, technology and tools) and Partners (suppliers, manufacturers and vendors). A holistic approach should be adopted for all Service Design aspects and areas to ensure consistency and integration within all activities and processes across the entire IT environment, providing end to end business-related functionality and quality. (SD 2.4.2) People:   Have to have proper skills and possess the necessary competencies in order to get involved in the provision of IT services. The right skills, the right knowledge, the right level of experience must be kept current and aligned to the business needs. Products:   These are the technology managem

The ITIL Maturity Model

Most organizations, especially service management organizations, strive to improve themselves. For those of us leveraging the ITIL® best practices, continual improvement is part of our DNA. We are constantly evaluating our organizations and looking for ways to improve. To aid in our improvement goals and underscore one of the major components of the ITIL Service Value System , Continual Improvement .   AXELOS has updated the ITIL Maturity Model and is offering new ITIL Assessment services. This will enable organizations to conduct evaluations and establish baselines to facilitate a continual improvement program. A while back I wrote an article on the importance of conducting an assessment . I explained the need to understand where you are before you can achieve your improvement goals. Understanding where you are deficient, how significant gaps are from your maturity objectives, and prioritizing which areas to focus on first are key to successfully improving. One method many organi