SVATIJ April Issue is currently under review and we are actively accepting papers. Here is a list of current papers under review.
Papers under review
Strategies to achieving Enterprise Agility using DA and SAFe
Abstract: Success is realized when everyone involved comes together as one entity. There are multiple strategies to achieving Business Agility. Understanding the various aspects of a company will help achieve success early by making the right decisions. Two of the big influencers in the industry today for embracing Enterprise Agility are Disciplined Agile (DA) and Scaled Agile Framework (SAFe). Lot of thinking has gone over the past few decades on how to deliver high value to the customer in the shortest lead time or in simple words deliver high value fast. DA and SAFe have studied these thoughts from the past and created a roadmap for companies to embark in this journey. This article talks about the similarities and differences of DA and SAFe from various aspects within an organization including resources, way of working, roles and responsibilities, leadership, management, governance and much more. DA (Disciplined Agile) is a process-driven toolkit providing guidance to help people, teams and organizations streamline their processes in a context-sensitive manner. It provides a solid foundation for Business Agility. DAD (Disciplined Agile Delivery) is the foundation of DA (Disciplined Agile) and provides a set of strategies that support a spectrum of delivery approaches including traditional / waterfall, agile and lean. DAD defines the approach based on the Way of Working (WoW) of individuals, teams and organizations SAFe for Lean Enterprise is a knowledge base of proven integrated principles, practices and competencies for achieving Business Agility. It also uses lean and agile thinking. SAFe has various layers within their framework and clearly defines the roles, responsibilities, strategies and approaches that provides clarity of thought for every level in the organization
Authors: Kumaresh Krishnamoorthy B.E Dr. Wiselin Mathuram Ph.D.
Business Case for Lean Portfolio Management
Abstract: The goal of portfolio management is to create and sustain specific solutions that align with company strategy while ensuring that the right investment is allocated to the right solution to fulfill the overall organizational objective. The purpose of this research is to explore and set up a creative and inventive Lean Portfolio Management process that organizations can implement to improve investment returns and achieve business heights. One of the business cases of the research is to transform the perspective from a customer-centered mindset into a people-centered mindset since both customers and suppliers are equally important. Part of the research is to analyze the existing LPM process and identify the gaps and challenges that require to figure out the best way to address those. The study will also include efforts to explain and redefine the precise meaning of the “Right Investment Funding” and evolve its process and horizons. An essential focus is on the approach to responding to the change rapidly, taking risks, and significantly reducing the Portfolio planning cycle time that will minimize the waiting period and promote thought to test, learn, adjust and adapt the best alternative. LPM to adopt an approach to focus on upcoming planning preparation and to support current execution in parallel is another business case of the study. From an ethical perspective, it will be great to incorporate the moral dimension and move the emphasis from “how to deal with difficult personalities” to “how not to be a difficult personality.” This process, for sure, arises the idea of determining the right skills required for the effective LPM. LPM is the foundation of a successful organization to meet the ultimate enterprise goal. The research is intended to explore and evolve the Lean Portfolio Management process to exceed the organization’s expectation while ensuring that both consumer and supplier benefit, and everyone has stress-free living.
Authors: Wiselin Mathuram Ph.D. and Neelam Rani M.S.
Survey of Blockchain technologies in 2020
Abstract : Blockchain technology is one the hottest technology field of 2020. While cryptocurrecies remain one of the most popular implementation of this technology there are several other implementations in the infancy. We look at such implementations and their impact to get an idea of which all areas can potentially be disrupted by blockchains.
Authors: Desai et el. (United States)
EthSignal : A protocol for distributed contract executing on IoT devices
Abstract: Blockchains can establish trusted records in distributed fashion. We apply this idea to array of IoT devices spread across the globe owned by different entities and propose a protocol that can be used to access the data provided by these devices without actually knowing the entities behind the devices. This can be seen as a crowdsourcing for IoT data.
Authors: Prabhu et el. (Pune, India)
Lean Portfolio Management & Enterprise Resource Planning
Abstract: Most large organizations weren’t built to be agile. Major transformation initiatives in large- scale enterprises lack required agility due to challenges in adoption of Lean-Agile approaches and necessary solutions to address resource challenges. On close observation, it’s clear that organizations need to pragmatically refactor functionally and technologically to sustain transformation efforts and to gain competitive advantage. As we know, execution is the critical link between strategy and results. Application of Lean-Agile and Systems thinking approaches aids in execution and helps to maximize the value delivery. It all starts with the optimization of operations in each functional area, with a pragmatic approach in moving away from monolithic systems and implementation of light weight governance. This also raises the question of age-old practices in hiring and allocation of resources around value delivery which is relatively new to most of the organizations. One of the major problems with the new Lean-Agile way of working is that no two members of the executive team ever quite agree, and they widely differ in their implementation approach. As funding is mainly driven by focusing on the solution to be built, executives always look for stability and predictability ignoring the fact of solution and technology divergence when they embark on multi-year large initiatives. Teams understanding the big picture of major initiatives, and its solution implementation and delivery methodology will greatly help in formulating dependencies with fewer handoffs. Divergence from Lean-Agile principles and customization in execution leads to hindrance to agile development. Changes in resource allocations and lack of appropriate mapping of development value streams to business functions bring its own set of challenges in terms of balancing teams’ capacity and predictability in delivery. Blindfolded to these challenges, impacts team enthusiasm and innovation which are key ingredients of a collaborative team. This paper throws light on the challenges faced by organization on Enterprise Resource Planning and how Lean Portfolio Management can help address it.
Authors: Varapasad Vegunta M.E., Dr. Wiselin Mathuram Ph.D.