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Published: 25 May 2023



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  • ソフトウェア・エンジニアリング・リーダーは、スコープに関して懸念を持っており、大掛かりでコストのかさむイニシアティブから着手しようとするため、プラットフォーム・エンジニアリングを開始することに困難を感じている。

  • プラットフォーム・エンジニアリング・プラクティスを広範囲に実装するには、投資額が大きいほどメリットが実証されることを期待する経営幹部から、ソフトウェア・エンジニアリング・リーダーが財務面の支援を確保する必要がある。



  • プラットフォーム・オーナーを任命し、実用最小限のプラットフォームを構築する実験的なアプローチを取ることで、プラットフォーム・エンジニアリング・チームの基盤を構築する。

  • 実証されたメリットに基づいて、専任プラットフォーム・エンジニアリング・チームの必要性を示すビジネスケースを作成し、プラットフォーム・エンジニアリング能力を拡大する。チームはその後、実用最小限のプラットフォームの発展に注力する。

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Kimihiko Iijima

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