What is Modern IT?

These key areas provide a comprehensive framework for managing modern IT capabilities within an organization while excluding specific references to DevOps and Agile. They cover strategic planning, technology management, data governance, security, service delivery, vendor relationships, change management, innovation, and disaster recovery—all of which are crucial components of effective IT capability and align with enterprise architecture principles.

IT Strategy and Alignment

The organization defines the strategic role of IT in achieving business objectives, ensuring that IT initiatives align with the overall business strategy, and prioritizing investments based on their strategic value.

IT Investment and Portfolio Management

Budgets and resources are allocated to IT projects, with an emphasis on evaluating and selecting investments through cost, benefit, and risk analysis. The organization monitors and optimizes the return on investment (ROI) of IT projects.

Technology Stack and Architecture

The organization selects and maintains technology stacks, hardware, and software platforms that meet business needs and develops an enterprise architecture supporting scalability, security, and integration.

Data Management and Analytics

Data governance policies and practices are defined to ensure data quality, privacy, and security. Data analytics and business intelligence are used to inform decisions and gain insights.

Cybersecurity and Risk Management

A comprehensive cybersecurity strategy is developed, including security measures against threats and breaches. The organization conducts risk assessments and effectively manages IT-related risks.

IT Service Management (ITSM)

IT service management practices and frameworks like ITIL are implemented to provide and support IT services effectively. This includes establishing incident management, problem management, and change management processes.

Vendor and Partner Management

IT vendors, service providers, and technology partners are carefully selected and managed. Contracts, service level agreements (SLAs), and pricing terms are negotiated and monitored for compliance.

Change Management and Innovation

The organization manages cultural and organizational changes related to IT initiatives and fosters a culture of innovation to drive continuous improvement and adapt to emerging technologies.

IT Disaster Recovery and Business Continuity Planning

Plans and procedures are developed to ensure IT systems can recover from disruptions and disasters. Regular testing and maintenance of business continuity and disaster recovery capabilities are conducted.

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Born 1965, San Antonio, Texas and lives in Dallas, Tx.
Mr. James, Ronald, Maverick holds a Bachelor of Science in Psychology at The University of Texas, San Antonio.

Mr. Maverick or JR as many call him is a “slick” but warm and friendly character in our upcoming book on the DevOps Mindset. Mr. Maverick cares about his IT team very much and could charm the socks off a Texas Longhorn. JR is liked by many in his organization; however, he is not as well trusted by the Overlords as he used to be. Mr. Maverick has a group of loyal staff, including Mr. Barker a bit of an opposite to JR. Of course, Mr. Barker would never call him JR; he would only call him Mr. Maverick because well, Mr. Maverick is his boss. Mr. Maverick has held many IT positions in the past, including starting as a Sales Professional for HP and IBM mini and mainframe computers. Over the years he has risen through the ranks to hold this senior position by delivering using high-paid consultants and Big name firms. He also received his promotion from outsourcing to a foreign country where he was able to reduce his IT spend significantly. Recently he has discovered (actually this was made painfully aware to him by the Overlords) that both the Offshore roadmap and use of external consultants was not giving him the value and velocity for his IT department, and he was probably paying more than he bargained for

So, after hearing a talk at a DevOps event by the Agents of Chaos, JR decided to enlist them to help with their digital transformation roadmap and help improve the value, focus and velocity of his department. However, MR. Maverick has a few ideas about agile and DevOps, something he has heard about for a while and read in various CIO magazines; he thinks of these as Marketing terms and something that can be bought. While Mr. Maverick has held on for many years to traditional IT ways of working he has come to the end of his tenure if he doesn’t do something fast and get DevOps working quickly as he has promised to the Overlords providing him with a little more rope to get the transformation completed more quickly as they view his IT department ageing, procrastinators who are not able to keep up with business demands. JR says in his mind, “I will get it done, they don’t call me Maverick for nothing!“