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- The Ziggurat Framework™
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Industry Commentary
"By 2003, Global 2000 CIOs' need to enhance enterprise value will increase IT portfolio management usage, with 50% using it as a communication tool, 25% using it sporadically for risk/reward-based decision support, and only 3% employing it consistently to manage the entire enterprise as a single portfolio. Through 2006, these numbers will increase most rapidly in the first and second groups, to 80%+ and 40% respectively, but because of the organizational maturity and discipline required, only 6% will achieve consistent enterprisewide IT portfolio management."
- Meta Group
"Whether you are seeking to become proficient in forecasting or simply trying to determine which legacy systems should get the ax, a critical next step for IT leaders is to get your portfolio management houses in order."
- Computer World
"By 2003, Global 2000 CIOs' need to enhance enterprise value will increase IT portfolio management usage, with 50% using it as a communication tool, 25% using it sporadically for risk/reward-based decision support, and only 3% employing it consistently to manage the entire enterprise as a single portfolio. Through 2006, these numbers will increase most rapidly in the first and second groups, to 80%+ and 40% respectively, but because of the organizational maturity and discipline required, only 6% will achieve consistent enterprisewide IT portfolio management."
- Meta Group
"Whether you are seeking to become proficient in forecasting or simply trying to determine which legacy systems should get the ax, a critical next step for IT leaders is to get your portfolio management houses in order."
- Computer World
Achieving delivery excellence enables organizations to execute projects faster, cheaper and with greater consistency.
We believe that each organization is unique. Best Practices and methodologies should only be applied when they make sense for the organization.
Delivery Capability Enhancements should match the organization’s culture, show measurable ROI, and consistently evolve to meet changing business needs.
Many organizations have tried to implement standardized process and standards, only to be thwarted by resistant and distributed delivery teams.
While most delivery methodologies have something positive to offer, they can also be rigid and controversial. Traditional Delivery Capability Enhancement (DCE) programs mandate that the entire organization adopt the same delivery model regardless of project size and technology. This is a plan doomed to fail.
Level 5 Partners has taken a framework approach to systems delivery. We have created a Framework that contains a series of “quality gates” that can be used to achieve efficiency and consistency utilizing virtually any commercially available delivery methodology.
Organizations can allow distributed teams to pursue diverse delivery methodologies as long as the delivery method satisfies the quality gates of the Framework
We believe that each organization is unique. Best Practices and methodologies should only be applied when they make sense for the organization.
Delivery Capability Enhancements should match the organization’s culture, show measurable ROI, and consistently evolve to meet changing business needs.
Many organizations have tried to implement standardized process and standards, only to be thwarted by resistant and distributed delivery teams.
While most delivery methodologies have something positive to offer, they can also be rigid and controversial. Traditional Delivery Capability Enhancement (DCE) programs mandate that the entire organization adopt the same delivery model regardless of project size and technology. This is a plan doomed to fail.
Level 5 Partners has taken a framework approach to systems delivery. We have created a Framework that contains a series of “quality gates” that can be used to achieve efficiency and consistency utilizing virtually any commercially available delivery methodology.
Organizations can allow distributed teams to pursue diverse delivery methodologies as long as the delivery method satisfies the quality gates of the Framework
| Component | Description |
|---|---|
| 005 An Introduction to Ziggurat: A Framework for Project Delivery Excellence | Provides an overview of how Ziggurat components enhance delivery capability as well as how it interacts and aligns with formalized methodologies. |
| 006 Ziggurat for Technology Projects Implementations | This document provides a framework for the implementation of technology project Best Practices. |
| 007 Ziggurat for Technology Projects utilizing UML and the Unified Process | This document explains how to implement the Ziggurat framework utilizing UML and the Unified process. |
| 008 Ziggurat for Technology Projects utilizing the Software Development Model | This document explains how to implement the Ziggurat framework utilizing the traditional Software Development Lifecycle methodology. |
| 009 Relating Ziggurat to the SEI CMM | Provides the reader with an understanding of how the Software Engineering Institute’s Capability Maturity Model can be used to quantify and enhance an organization's delivery methodology. |
| 010 Relating Ziggurat to the PMI PMBOK | Describes how Ziggurat relates to the Project Management Institutes Project Management Body of Knowledge. |
| 011 Relating Ziggurat to Six Sigma Implementations | This document explains how Six Sigma can be applied to Ziggurat frameworks to accomplish a successful constant improvement initiative. |
The Ziggurat Framework includes extensions for the Rational Unified Process, Extreme Programming, Agile Modeling, SDM, SCRUM, CMM, and Six Sigma.
Contact us to get more information about how we can help you achieve delivery excellence.