Coined by Gartner, AIOps platforms leverage big data and machine learning to support IT functions. At higher level, analogies to DevOps it is continuous integration and continuous deployment applied to IT core functions.

In this disruptive world to meet the exponential demands of pure business value, it is crucial that enterprises reduce cost and effort on IT Infrastructure and Operations, spend more time on innovation with humans solving new problems.

In this talk, the primary goal is to increase the awareness of AIOps and its benefits for IT Operations. It introduces the breath of capabilities expected for AIOps Platform and needs to be built from various vendor tools. AIOps Platform can be leveraged to disrupt existing IT Support models. Agile Machine Learning bots can be applied to lean agile practices across development and IT operations functions.

The talk showcases how Cognizant’s OneAgility Platform can assist organizations in AIOps transformation journey supporting key IT functions such as continuous monitoring, continuous visibility and continuous operations.

Key Issues/Outline:

• As I&O leader, how do I process and extract comprehensive insights from real time and historical data entering my organization from multiple sources?
• How do I apply machine learning to have machines solve known problems and human solve new problems?
• How can I automatically detect anomalies and automatically respond with recommended remedies from growing database build on pattern recognition and analytics?
• How can I reduce mean time to resolutions using machine learning applied to Lean Agile practices across development and operations value streams?

Agility is crucial for any modern organization to launch disruptive products and modern digital systems. How do enterprises grow new markets and react to dynamic marketplace?

Technology leaders are attempting ways to leverage emergent forces, realize business strategy through refinement of their portfolios and stay competitive. But organizational and technical challenges impede the possibilities along the journey. Cultural inertia results in slow adoption, Siloed departments, heterogeneous configuration of tools and traditional waterfall practices seems like a dead end.

Cognizant’s OneAgility helps IT modernization by focusing on Agile Frameworks, DevOps automation, modern teams, modern engineering, modern technologies and organizational change management. It paves the way for comprehensive enterprise scale transformation.

OneAgility Platform is fungible end to end Next-Gen IT framework that integrates process blueprints, reference architectures, engineering tools and practices to drive true IT agility.

The talk would outline the growing need of digital enterprises to envision customer future state, with flexibility to jumpstart towards desired state by leveraging accelerators on the cloud such as Cognizant's OneAgility Lab.

Agility is crucial for any modern organization to launch disruptive products and modern digital systems. How do enterprises grow new markets and react to dynamic marketplace?

Technology leaders are attempting ways to leverage emergent forces, realize business strategy through refinement of their portfolios and stay competitive. But organizational and technical challenges impede the possibilities along the journey. Cultural inertia results in slow adoption, Siloed departments, heterogeneous configuration of tools and traditional waterfall practices seems like a dead end.

Cognizant’s OneAgility helps IT modernization by focusing on Agile Frameworks, DevOps automation, modern teams, modern engineering, modern technologies and organizational change management. It paves the way for comprehensive enterprise scale transformation.

OneAgility Platform is fungible end to end Next-Gen IT framework that integrates process blueprints, reference architectures, engineering tools and practices to drive true IT agility. It helps envision customer future state, with flexibility to jumpstart towards desired state by leveraging accelerators on the cloud within OneAgility Lab.

The workshop would demonstrate end to end simulation of value flow from development through release with automation of key processes using industry best practices and tools chain integration in OneAgility Lab.

FANG (Facebook, Amazon, Netflix and Google) companies achieved business agility by smart variations of inverse Conway maneuver, design system architecture and collaborating tools that impose constructive constraints on the teams to change the way they communicate and manage.

How can we stop humans waiting on computers? How can we reduce chance of human error? How can we build DevOps friendly workflows?

We find organizations need to change the culture of how they build software. The big revelation is that teams want their work being used, it is human nature.

The talk reflects on DNA of above companies built on modern development using scaled agile and DevOps practices, modern architecture and modern teams.

It synthesis the learnings to define target state collaboration, platform and architectural models for interested organizations to deploy and run their workloads, identify the architectural features that empower teams to collaborate and deliver solutions quickly to production easily and quickly.

It concludes with elements of Organization DNA, that needs to be reprogrammed across development and operation delivery value streams to maximize value with teams, who are self-organized around vision and roadmap, cutting across business lines to delight customers.

FANG (Facebook, Amazon, Netflix and Google) companies achieved business agility by smart variations of inverse Conway maneuver, design system architecture and collaborating tools that impose constructive constraints on the teams to change the way they communicate and manage.

How can we stop humans waiting on computers? How can we reduce chance of human error? How can we build DevOps friendly workflows?

We find organizations need to change the culture of how they build software. The big revelation is that teams want their work being used, it is human nature.

The talk reflects on DNA of above companies built on modern development using scaled agile and DevOps practices, modern architecture and modern teams.

It synthesis the learnings to define target state collaboration, platform and architectural models for interested organizations to deploy and run their workloads, identify the architectural features that empower teams to collaborate and deliver solutions quickly to production easily and quickly.

It concludes with elements of Organization DNA, that needs to be reprogrammed across development and operation delivery value streams to maximize value with teams, who are self-organized around vision and roadmap, cutting across business lines to delight customers.

Leaders often find themselves in this situation after few plus years in an agile transformation journey. At the start of the trek everyone in the enterprise were super excited, adopted new practices, shared learnings, worked as cohesive unit, and delivered predictable and continuous value to customers.

Trekking through the years, we find consultants leave and with it the expertise. You start to notice dysfunctions, lethargy, lack of motivation and biggest problem diminishing value delivery to customers. What is going on? As trek leader why do I feel we are walking backwards reliving the past all over again? How do we stop it and resume trekking in the right transformation path?

How to stem the backward spiral, with organic sustainable strategies and governance mechanisms that have been applied successfully at large enterprises. The talk introduces the learning organization model with transformation office, coaching nucleus, community of practice and knowledge nerve center all working under the stewardship of change leadership team.

We find that as enterprises drive business agility using lean agile methods, it faces friction and quickly hits against wall of rigid traditional budgeting methods and project based cost accounting.

Traditional cost accounting believes in long horizon planning, it values plan accuracy with frequent variance analysis against original estimates rather than accept uncertainty, respond quickly to market trends. We notice frequent delays on re-approvals of changing budgets; a big WASTE. How can we transform finance functions to enable lean agile software and systems development?

We can address this conflict with new Lean-Agile budgeting models that cater to the need of both the worlds: allowing empowered lean agile development programs for rapid decision making that are responsive to market, align with professional accountable management of dollar spends.

Traditional cost center based investment planning is based on deliverables, but the content of such deliverables are changing rapidly that require flexible resourcing across projects.

We all agree that agile portfolios need to execute and deliver value within an approved operating budget which is an outcome of strategic planning process at enterprise level. This paper describes the nuts and bolts around how to establish, administer and govern agile portfolio budgets.

We find that as enterprises drive business agility using lean agile methods, it faces friction and quickly hits against wall of rigid traditional budgeting methods and project based cost accounting.

Traditional cost accounting believes in long horizon planning, it values plan accuracy with frequent variance analysis against original estimates rather than accept uncertainty, respond quickly to market trends. We notice frequent delays on re-approvals of changing budgets; a big WASTE. How can we transform finance functions to enable lean agile software and systems development?

We can address this conflict with new Lean-Agile budgeting models that cater to the need of both the worlds: allowing empowered lean agile development programs for rapid decision making that are responsive to market, align with professional accountable management of dollar spends.

Traditional cost center based investment planning is based on deliverables, but the content of such deliverables are changing rapidly that require flexible resourcing across projects.

We all agree that agile portfolios need to execute and deliver value within an approved operating budget which is an outcome of strategic planning process at enterprise level. This paper describes the nuts and bolts around how to establish, administer and govern agile portfolio budgets.

We find that as enterprises drive business agility using lean agile methods, it faces friction and quickly hits against wall of rigid traditional budgeting methods and project based cost accounting.

Traditional cost accounting believes in long horizon planning, it values plan accuracy with frequent variance analysis against original estimates rather than accept uncertainty, respond quickly to market trends. We notice frequent delays on re-approvals of changing budgets; a big WASTE. How can we transform finance functions to enable lean agile software and systems development?

We can address this conflict with new Lean-Agile budgeting models that cater to the need of both the worlds: allowing empowered lean agile development programs for rapid decision making that are responsive to market, align with professional accountable management of dollar spends.

Traditional cost center based investment planning is based on deliverables, but the content of such deliverables are changing rapidly that require flexible resourcing across projects.

We all agree that agile portfolios need to execute and deliver value within an approved operating budget which is an outcome of strategic planning process at enterprise level. This paper describes the nuts and bolts around how to establish, administer and govern agile portfolio budgets