Mobile Applications - Guide to Cloud Computing for Business and Technology Managers - page 473

variation. The enterprise architecture that enables variation is based on
reusable elements that are reconfigurable in a scalable framework.
Agility is a core fundamental requirement of all enterprises. It was not
an area of interest when environmental variation was relatively slow and
predictable. Now, there is virtually no choice; enterprises must develop a
conscious competency. Practically, all enterprises now need some method to
assess their agility and determine whether it is sufficient or needs improve-
ment. This section introduces techniques for characterizing, measuring,
and comparing variability in all aspects of business and among different
businesses.
22.1.3 Principles of Built-for-Change Systems
Christopher Alexander introduced the concept of patterns in the late 1970s in
the field of architecture. A pattern describes a commonly occurring solution
that generates decidedly successful outcomes.
A list of success patterns for agile enterprises (and systems) in terms of
their constituting elements or functions or components are as follows.
22.1.3.1 Reusable
Agility Pattern 1 Self-contained units (components): The components of
agile enterprises are autonomous units cooperating toward a shared goal .
Agility Pattern 2 Plug compatibility: The components of agile enterprises are
reusable and multiply replicable, that is, depending on requirements mul-
tiple instances of the same component can be invoked concurrently.
Agility Pattern 3 Facilitated reuse: The components of agile enterprises
share well-defined interaction and interface standards and can be inserted,
removed, and replaced easily and noninvasively.
22.1.3.2 Reconfigurable
Agility Pattern 4 Flat interaction: The components of agile enterprises com-
municate, coordinate, and cooperate with other components concurrently
and in real-term sharing of current, complete, and consistent information
on interactions with individual customers.
Agility Pattern 5 Deferred commitment: The components of agile enter-
prises establish relationships with other components in the real term to
enable deferment of customer commitment to as late a stage as possible
within the sales cycle, coupled with the corresponding ability to postpone
the point of product differentiation as close as possible to the point of pur-
chase by the customer.
Agility Pattern 6 Distributed control and information: The components
of agile enterprises are defined declaratively rather than procedurally;