In extremeprogramming (AT) yahoogroups (DOT) com, "Jeff "
<jeff.olfert@wrote:
How do you handle project overhead that's been dictated by an
"infrastructure team". My customer team could care less about the
overhead
prescribed from this outside group, but this outside group keeps
attempting
to waste my teams time. How do you drive home the concept of
creating value
for the customer, not creating up front process design for a problem
that
does not exist on my team.
[Non-text portions of this message have been removed]
It must be remembered that the utimately the goals of the customer and
the architecture/infrastructure team are the same: keeping the ongoing
cost of development low (or restated: velocity high).
Ive had alot of experience of trying to "agile-ise" the architecture
function on a large project. They need to learn to steer application
teams using specific business oriented stories which will drive out
the patterns/layers/components etc that they see as being important,
rather than just issuing edicts.
In order to do this they will have to work with the customer to
persuade them of the value of possibly changing business priorities in
order to steer the architectural direction.
Paul.
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