Today,企业组织正试图使用上一代的管理机制来指导这一代的软件交付。IT和软件交付成本几十年来一直在增长，然而，我们的组织对现在做生意的最大成本之一缺乏足够的可视性或理解。Meanwhile,the tech giants and digital startups have already mastered the managerial frameworks necessary to succeed in the Age of Software.So have many of the technologists working within enterprises,and these technologists are pushing hard on their organizations to deploy the DevOps and Agile practices that they know are critical to transformation.
The problem is that the principles of modern software delivery approaches are not translating to the business.For example,enterprises are still managing IT as a set of projects or a cost center,而不是采取产品导向的心态来定义大规模生产时代的赢家。
我们需要我们的企业适应这种以产品为导向的思维方式，并且这样做的方式支持生产物理部件和无限延展的软件组件之间的巨大差异。We need a new framework,one that elevates the best practices of Agile and Lean frameworks to the business.We need to define business outcome-oriented metrics instead of relying on activity-oriented proxy metrics.
The Flow Framework is a new approach for connecting the business to technology.The Flow Framework is not intended to help you spot 徳赢滚球market shifts or strategize offerings that will disintermediate disruptors;它旨在为您提供一个在业务战略和技术交付之间架起桥梁的层。流程框架打开了它的黑盒子，这样您就可以创建一个组织范围的反馈循环，随着市场持续到软件时代的后半段，加速业务价值向客户流动，并在组织中学习如何适应市场。徳赢滚球
By the time data is available to analysts and researchers it will be too late.软件时代的赢家和输家将获得足够的市场份额，那些应用上一个时代的管理技术的人将发现，如果没有监管或其他形式的政府干预，很难或不可能赶上。徳赢滚球We see signs of this already: whenever Amazon's share price goes up,the share price of retailers like Target,Walmart,诺德斯特罗姆的下降；反之亦然。这并不代表典型的市场动态。徳赢滚球我们看到的是一个零和游戏，当我们继续走到转折点时，它将一个行业一个行业地继续在游戏中扮演自己的角色。
有许多方法和框架可供转换，modernizing,and reengineering every aspect of your business.一些，like the Scaled Agile Framework (SAFe),are focused on enterprise software delivery.Recent advances in DevOps practices address bottlenecks in how software is built and released.Other frameworks,like Moore's Zone Management,从业务重组的角度解决转型问题。
这些做法和框架一如既往地相关，and the Flow Framework assumes that the best-suited practices for your business are already underway.The role of the Flow Framework is to ensure that the business-level frameworks and transformation initiatives are connected to the technical ones.It is the isolation of these initiatives that is causing so many transformations to stall or to fail.
To achieve the Three Ways of DevOps—flow,feedback,and continuous learning—we need to scale the ways of DevOps beyond IT to the business.We need a new framework to plan,监视器，并确保今天以软件为中心的数字转换的成功。这个新框架不能与业务分离；它必须直接连接到业务目标和关键结果的度量。It also cannot ignore the idiosyncrasies of software development or assume that software can be managed like manufacturing.它不能过分关注软件交付的一个方面，be that development,操作，or customer success.
The new framework must encapsulate the management of large-scale software delivery in a similar way to how value stream mapping,企业请求处理，and supply-chain management provided the managerial building blocks needed to master manufacturing.This is the role of the Flow Framework.
在当今的企业IT组织中，not just the staff but the leadership have problems answering the questions most fundamental to production:
- What value is the customer pulling?
- What are the value streams?
- Where is the bottleneck?
The Flow Framework provides a simple path to answering these questions.There are key staff within your organization who already know the answers,但他们的努力和愿景需要与组织战略和方法联系起来。Most important,它为您提供了一种连接价值流网络的方式，测量业务价值的流程，并将其与您的战略和业务成果相关联。The Flow Framework will allow you to:
- Instantly spot bottlenecks and use them to prioritize investment
- Test hypotheses based on real-time data from every value stream
- Rearchitect your organization around maximizing flow
A digital organization that competes without a connected and visible Value Stream Network will become akin to a manufacturer trying to compete in the last age without an electrical network.这些组织将了解到，在没有流量度量或类似指标的情况下管理IT就像在没有测量电力和计算机电源成本的机制的情况下管理云基础设施。
A large gap exists between what technologists have learned about effective software delivery and how businesses approach software projects.尽管DevOps和敏捷原则对技术人员的工作方式产生了重大影响，它们过于以技术为中心，没有被业务利益相关者广泛采用。To bridge the gap,we need a new kind of framework that spans the language of the business with the language of technology and enables the transition from project to product.我们需要这个框架来扩展DevOps流的三种方式，feedback,and continuous learning—to the entire business.这是流程框架的目标。
Dr.Mik Kersten is the CEO of Tasktop and author of项目到产品：如何在流框架下的数字破坏时代生存和繁荣,11月20日在全国发行，2018。有关更多信息,please visitwww.tasktop.com/mik-kersten.
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