A new model explains how automation of technology for information utilization both follows a "natural" pull of demand while also changing expectations that become future demand. As a result, there is a simple frame of reference for the wide variety of innovations changing business IT.

1. Demand-driven
Automation
of IT
An Archestra Notebook

2. DEMAND on PRODUCTION
Utilization of technology to exploit
information ranges across familiar
tasks including communications,
calculations, instructions,
presentations, and reporting.
Automation plays an increasingly
larger role in satisfying the level and
scope of demand for task execution.
In turn it alters the expectations of
how much demand can be satisfied,
and of when satisfaction can occur.
As modeled here, automation
technology for information usage
has the same basic solution design
parameters whether it is at the
component, facility or utility level
of employment.
- Discovery
- Access ENGINEERINGSERVICE
- UI
- Asset
- UX
- Resource
USE CASE
PRODUCT
Origination
& Renewal
Sources
& Options
Capabilities
& Operation
©2015 Malcolm Ryder / Archestra Research

3. Demand criteria
RELEASE (Specification) value quality category capacity
DELIVERY (Design) define select request maintain
USAGE (Class) what why how when
Service Impacts Predictable Outputs On Demand
Product Purpose Completed Forms On Reserve
Engineering Function Required Types Continual
Solution criteria
asset
resource
UI
UX
The variety of disciplines that constitute engineering, products and services address different aspects of an
acceptable solution. Demand reflects intended usage, and the operational environment for usage requires
that the “acceptable” deliverable is explicitly available and sustainable for the intent. The purpose of releasing
a solution to users is to supply the deliverable with characteristics specifically provided for supporting the
scope of the user’s intent. In the environment of user demand, automation of IT utilization increasingly
integrates yet also diversifies the user’s path from discovery to access of acceptable solutions.
©2015 Malcolm Ryder / Archestra Research

4. Within the sphere of Demand, both the diversity and lifecycles of
objectives are highly accelerated, making production both more
urgent and potentially more speculative. This combination creates
higher pressure to realize value with the provision of the solution
– presumably with more immediacy or more predictability.
Release frequencies aim to align intended effectiveness to
validated need. Under management, validation is constrained by
objectives, and intention is constrained by scope.
Demand pressure requires that solutions handle release
frequency in two ways. Ideally, the design has either or both of
the following:
- support for agility, with flexibility and resilience at scope
- support for precision, with simplicity and certainty at objective
In economical impact, agility actively protects ROI by sustaining
the availability of “top-line” outcomes (opportunities for benefit);
whereas precision actively protects ROI by optimizing “bottom-
line” expenses at minimally varying complexity (risk of costs).
Agility
vs.
scope
Precision
vs.
objective
Service flexibility
resilience
simplicity
certainty
Product flexibility
resilience
simplicity
certainty
Engineering flexibility
resilience
simplicity
certainty
RELEASE TO SCOPE AND OBJECTIVE
In support of demand, the differing disciplines
derive methods allowing them respectively to
adequately response to the pressure of higher
diversity and shortened lifecycles of needs.

5. The demand perspective gives an approach
to mapping and framing the ongoing
developments and emerging practices in
automation technologies enabling
information usage.
They include typical influences on solutions
engineering such as agile, dev/ops, and lean;
influences on solution product planning such
as predictive analytics, AI, digitization, open
sourcing and “consumerization”; and
influences on services such as XaaS, BYOD,
social media and broadband.
The overlay of management practices
evolves correspondingly to address the need
for directing the impacts of those influences
towards accepted scopes and objectives.
ENGINEERINGSERVICE
PRODUCT
Origination
& Renewal
Sources
& Options
Capabilities
& Operation
MANAGEMENT CO-OPERATION
©2015 Malcolm Ryder / Archestra Research

6. ©2015 Malcolm Ryder / Archestra Research
www.archestra.com