Digital Execution Manual

N ITA
DI
OW L T
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W AN
IT
H SFO
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EV R
EN M
Digital
M TIO
O
RE N!
A
Execution
Manual
Digital transformation step by step.
Really.
Version 2.0 © Copyright 2019-2024

Make this yours.
This manual
belongs to:
Digital Execution Manual
Welcome
to making
Learn how to use Mendix to speed up and scale
out app development and start delivering real
value for your business.
Digital Execution Manual 2.0

5
01 02
Hello (NEW) World The Elements of Digital Execution
8 he world is changing and the way

T 16 The 4 P’s
you develop software needs to People
change with it. The key? Your Portfolio
entire organization. Start breaking Process
down walls to clear space for your
Platform
Innovation Factory.
20 The 3 S’s
Start
Structure
Scale
28 Influencing Factors
Strategic
Program
Application

Contents
03
Let’s Get Making
04
Go Make It.
78 The end is only the beginning.
34 People Your Innovation Factory is now
Team position and organization open for business so you can
Mendix developers come with all types of skill sets start changing the world.
Activate your team
Growth strategy
BizDevOps vision
46 Portfolio
Identify first applications to develop
The complexity matrix
Deliver your first application
Demo each sprint
Define value and begin to track it
Celebrate success
68 Process
Put governance structure in place
Establish a retrospective cadence
Onboarding
72 Platform
High-level positioning
Deployment strategy
Data and integration strategy
76 You did it!
7
<Part 1>
Hello
(NEW)
World
8

Part 1 / Hello (NEW) World
When we began our journey at Mendix, we wanted

to solve a problem that you and countless other
businesses face every single day: delivering software
with traditional tools and techniques. The problem, while
easy to grasp, is massively complex. The success rate of
an enterprise-scale digital project is very slim, with 70%
of projects either challenged or failing altogether.i
Why is that?
It’s all about collaboration. Or a lack thereof. Infrequent end-user involvement often
results in unclear requirements. And unclear requirements are harder to address and
refine when development teams use processes that are rigid and siloed. The result? A
perfect storm of inefficiencies causing delayed projects fraught with issues.
We made it our mission to help you weather this storm. To do this, we needed to break
down the walls between business and IT, to reform the way enterprises approached
application development. We aimed to connect people with innovative ideas to the
technology that would help them turn those ideas into a reality.
With low-code development, we’ve enabled and fostered business collaboration in over
4000 organizations of all sizes across a range of industries and geographies. Harnessing
14 years of research, development, and a myriad of successful customers, Mendix has
become the leader in low-code application development, supporting a community in the
tens of thousands.
We have taken this experience and transformed it into what you’re reading now: The
Digital Execution Manual. With this manual, we guide you through executing your
organization’s digital transformation strategy and mending the rift between business
and IT so you can get back to what you’re good at: Making.
9
Experiment
Explore
Test
Question
10

Structured
Scalable
Replicable
>> 11
What does it mean to make?

Making is delivering technology to enable and empower the makers and doers of today.
You’re a maker. You are leading your company through digital transformation. You’re
implementing massive changes to digitize your company and empower everyone in the
organization to be able to make applications.
For your organization, you’ve been asking, “What’s next?” That answer is digital transformation, to
which application delivery is crucial. Long-cycle planning and lengthy application delivery cycles
no longer support today’s customers’ needs and expectations.ii Whether it’s building or refining
solutions that enhance engagement with your customers, resolving operational inefficiencies,
or driving new business, your applications are the key value delivery mechanisms for your
organization.
For digital transformation to truly take hold, you need to start asking, “What if?” What if there was
real collaboration between the business and IT that enables your makers to take their innovative
ideas and deliver real, tangible results. What if there was a way to let your people experiment,
explore, build, develop, question and answer in a structured, repeatable and scalable way. We
have your answer to “What IF?”
Welcome to the Innovation Factory

The Innovation Factory is the critical juncture where exploration meets real actionable results.
It’s a process that uses constant and choreographed collaboration to produce enterprise-grade
applications in an efficient, predictable manner. It’s a scalable, self-sustaining, organizational
capability that enables you to manufacture that IF.
The Innovation Factory is a combination of our low-code technology and our rapid application
development methodology. Your Innovation Factory’s foundation is built on a foundation that’s a
convergence of three trends. Microservices are providing new ways to architect applications and
infrastructure. Developers are freer than ever to concentrate on the value an application offers
rather than focus on the intricacies of a messy monolithic backend. Cloud-native deployment
options provide enterprises opportunities to be more scalable and agile because of its cost
effectiveness and the reusability of common services. BizDevOps is a new way of collaborating
across the entire development lifecycle — including business users, developers, and operations
— to ensure an application is released quickly and accurately.
The Innovation Factory enables a BizDevOps approach and helps you establish a constructive and
conscious common language centered around business needs, architecture, and deployment to
help you make applications at scale.
12

When you begin the journey of digitizing your business, you need a vision and a strategy that gets
you to the Innovation Factory so that you can unleash the creativity and ingenuity of your enterprise
and enable makers in IT and the business to rapidly ideate, create, and deploy apps at scale.
Unleash human capital
Microservices BizDevOps
• Autonomous apps • Collaboration between

• Implement business autonomous teams
functions • Owning full lifecycles
The Power of • Flexible core systems • Agile + DevOps
Combining Trends
Cloud Native
• Scalability • Fully automated (cost effective)

• Reusability of common services
Start here
Let us guide you through this new world of digital execution and arm you with the know-how to
enhance collaboration. We’ll take you through the elements of digital execution, and the key players
and pieces that enact change in your application delivery process. After, when you’re accustomed to the
elements and goals of digital execution, we guide you step-by-step through building the foundation of
your Innovation Factory. We also show you the Mendix tools that will help you empower more people to
create at scale, enable apps with smart technology, and to turn ideas into reality.
This is your Digital Execution Manual.
13
<Part 2>
The
Elements
of Digital
Execution
14

Part 2 / The Elements of Digital Execution
An Innovation Factory doesn’t sprout up organically. It is something you build from

the ground up. But before you start to lay that foundation, let’s get acquainted with
the different elements of your digital execution journey, the key drivers to unleashing
your enterprise.
15
16

Part 2 / Elements of Digital Execution / The 4 P’s
Mendix has identified the core tenants

of digital execution. These are the 4 P's.
Throughout this manual you'll see that each
P comes with its own set of milestones and
objectives, all driving toward the goal of
building your Innovation Factory.
17
People
The people you choose to fill out your Mendix teams are
absolutely crucial to the success of your digital execution
program. You need more than just enterprising low-code
developers on your team.
You want to find the right people with the right skills, no
matter their job title.
Success starts at the top, where senior executive buy-in is a

must. You need a program owner to lead the program and
mandate change. Architects are critical as well, because they
will help establish a target architecture, infrastructure, and
governance. Product owners are key players to a successful
program, because they’ll have in-depth knowledge of the
business, the product, and its users and will have insight into
the value that it will create. Finally, an application development
1 manager needs to spearhead the initiative and drive the
program and the cross-functional teams who will deliver on
those projects.
Portfolio
A successful rapid application development model is all
about identifying the right projects and creating a project
portfolio of quick wins and high-value initiatives. Quick
wins allow you to realize immediate success and create
a wow factor, while high-value initiatives justify broader
organizational change, especially when the applications
are tied to relevant strategic initiatives. Mixing use cases
is important to increase your portfolio flexibility in the
later stages of digital execution, so include new-market
applications as well as solutions focused on customer
engagement and operational efficiency.
18

Part 2 / Elements of Digital Execution / The 4 P’s
Process
Successful digital execution means changing the way you
work and establishing rapid application development
processes. Agile methodologies like Scrum are a good starting
point, splitting the work into sprints and basing them off
user stories, but you also need to change from a traditional
way of development and operations into a BizDevOps
approach, speed up release cycles from quarterly to bi-weekly
(sometimes even daily), and learn how to develop minimal
viable products (MVPs) with fast-paced, follow-up iterations.
Platform
As you hurtle toward digital execution, the rapid application
development platform you choose shouldn’t just be about
new technology trends like Artificial Intelligence, Big Data,
or Blockchain, or whatever comes down the line. You need a
platform that also helps you improve operational efficiencies,
reduce time-to-market, and foster collaboration between
business stakeholders and IT. Something that addresses the
present and prepares you for the future.
Seek out a platform that helps you not only deliver faster, but
more accurately, so that you can produce robust applications
in a matter of weeks. This is the fail-fast/learn-fast approach.
19
Start,
Structure,
and Scale.
Building the Innovation Factory requires going through three major
stages: Start, Structure, and Scale. Completing each stage will help you
realize a fully functional application development program.
20

Part 2 / Elements of Digital Execution / Start, Structure, and Scale
Start
Innovation Factory foundation
Establish first team, value, and MVP
Structure
Formalized methodology & architecture
Get predictability & continuity
Scale
Scalable Innovation Factory
Continuously increase productivity & efficiency
21
If you need to build a mode of transportation, and Start is about laying the foundations for your
you’ve never built such a thing before, would you start Innovation Factory. Here, you develop applications
by building a car or a skateboard? For most people out that realize value quickly. The reason for this
there, you’d probably start with the skateboard. It’s not the is two-fold:
car you want, but a skateboard gets you from point A to
1) You’ll be spending more time building a team
point B (albeit a little slower), with minimal relative effort.
and putting the necessary prerequisites in
The skateboard is your MVP. What you’re striving towards
place in terms of infrastructure and process.
with an MVP isn’t the completion of an ideal product, it’s
framing out the agile process. This is what the Start 2) You want quick wins. Quick wins are
stage is. important because you’ll use these to prove
the value of your new approach, you’ll want
to celebrate your first success, and gain
broader support around the company.
22

Your objectives for the

Start phase:
1_Deliver first value
2_Build and enable first team
3_Develop and deliver first MVP
4_UX design of the first app
5_Begin architecture design
If the Start stage is about establishing and proving that institutes shorter release cycles under strict
the benefits of rapid application development, then governance. In Structure, you’re ready to move
Structure is about building out predictability and from your first cloud deployment to a multi-cloud.
continuity. Structure is about growing from your first Structure is where you start to formalize your rapid
set of apps to a portfolio with more apps addressing application development process — establishing
multiple use cases, expanding your first team into an architecture, enabling continuous delivery, and
multiple teams, and expanding your Maker Center. creating governance. By establishing predictability
Structure is about taking the process of your first agile and stability, you’re building the scaffolding for the
experience that you established in Start to a process Maker Center.
24

Your key objectives for

the Structure stage:
1_Formalizing your processes
2_
Building more apps and extending
your portfolio use cases
3_Architecture design
4_Advanced level development team
5_Governance documentation
6_Automated testing
From start to scale, learn how to use Mendix to includes automating deployment and maintenance
speed up and scale out app development and start to support a large portfolio, automating quality
delivering real value for your business. Your talent assurance to proactively monitor the maintainability
has been trained and activated in such a way that of your projects, and enabling greater reusability
you can shift them around the organization to work by establishing a private app store. With these
on projects where their skills are best put to use. You capabilities in place, you maximize value and
are applying greater automation to your processes productivity by creating distributed innovation
to efficiently and rapidly deliver and manage capabilities throughout the enterprise. You have
hundreds of applications with strategic impact. This achieved continuous productivity and efficiency.
26

Your objectives during

Scale are:
1_Talent portability
2_Delivery velocity
3_
Team efficiency
Influencing
Factors
We’ve identified key influencing factors that can impact
the success of your digital journey, laid out across three
levels of digital execution. Throughout this manual, we
will highlight the influencing factors to consider at key
points of building your Inovation Factory. The icons
you see in the image below will let you know which key
influencing factors to keep top of mind for that particular
stage and milestone.
28

Part 2 / Elements of Digital Execution / The Influencing Factors
29
Strategic level
This level is about evaluating and proving a strategic impact, addressing transformation
risk, and identifying resources to ensure success. In other words, it’s about putting into
place the pieces for establishing and maturing a rapid application development vision.
The key factors here are: the right executive with the right vision, a wider organizational
footprint, and expanding the portfolio to include more applications across the different
use cases.
Program level
The focus at the program level should be on achieving and proving ROI, a realization
of the benefits, and communication. One of the key factors at this level is the program
owner who owns the Mendix program and is leading change throughout the organization.
Another factor is the architect who is critical in connecting the IT and business
organizations and acts as what Gartner calls a Vanguard Architectiii, one who establishes
and communicates architectural guidelines and guardrails. The third influencing factor is
proving ROI, because seeing is believing. Without proving program value, it’s difficult to
expand your rapid application development capability that you’re building.
Application level
The value-focus at this level should be on time, cost, and quality. To ensure the success
of these application-level influencing factors, you need the right product owner from
the business; a collaborative, trained, and Mendix-certified team; and to make sure that
they're delivering the right application from both a technical- and business-value point
of view.
30

Part 2 / Elements of Digital Execution / The Influencing Factors
The Vision The Organizational Use Case Focus

Footprint & Portfolio
The Program Owner The Architect ROI & Budget

for Change
The Product Owner The Team The App(s) Delivery
31
<Part 3>
Let’s
Get
Making
32

Part 3 / Let’s Get Making
It’s time to start laying down the foundation of your Innovation Factory. To do this, you’ll
need to spin up your first Mendix team, establish processes, and celebrate the successes
you’ll achieve in the early parts of your digital execution program. It’s all about firsts in
the Start stage: First value, first team, your first MVP.
We’ve aligned each objective to the 4 P’s and have listed out the milestones for each
and the ways to achieve those milestones. At the end of each P, you’ll also receive the
Structure milestones, so you know how to not only lay the groundwork for Scale, but
start building toward it.
33
EMPOWERED
ALIGNED
People
ENGAGED
INVESTED
Team position and organization
Before starting anything, you need the right people to make the first application and port-
folio, and to help you prove the value. We’ve created the blueprint to building your first
Mendix team, assessing that team, and showing how it can grow and collaborate with the
business and other departments within your organization.
Influencing Factors
Program Owner Architect Organizational

Footprint
Product Owner Team
34

D Part 3 / Let’s Get Making / People / Team Position and Organization
D Find problem solvers
D
Find team members who care about solving business problems (rather than people who
prefer to build solutions based on detailed requirements). There will be many obstacles
to overcome due to existing processes and the culture of the business, so seek out
people who have a “can-do” attitude.
D
Look for the type of people who want to test their limit and have some technical
proficiency, but also understand business challenges. A host of individuals that we’ve
seen successfully make the transition, come from business analysis, UX, front-end web
design, and business intelligence backgrounds.
In the end, selecting the right team is the cornerstone of success, not just for your first
project but for your entire rapid application development program.
Notes
35
A who’s who
It’s important to keep your team small as you build your Innovation Factory. With a small
team, you can deliver new applications quickly, avoiding much of the miscommunication
and delays that often come with larger development teams. Smaller teams encourage
productivity and creativity. Amazon CEO Jeff Bezos’s “two pizza rule” states that you
should never have a meeting where two pizzas couldn’t feed the entire group. The
smaller the team, the more room for brainstorming and peer review (and an extra slice
of pepperoni for all).
Bashir Bseirani, CEO of Avertra, saw his team become more collaborative
when they started using Mendix because they can operate in a smaller team
environment. “Our philosophy is, we should be able to build an app with a team
big enough to eat one pizza. When Bezos decided to do his two-pizza model, he
didn’t know about Mendix, and he didn’t know about the power of it.”
A strong first Mendix team is more than just the number of people in the room. Your first
Mendix team should include a core development team comprised of a combination of a
professional developer — someone with technical expertise — and business developer
— someone familiar with the platform that can act as a power user if needed. The key
is to have developers who can collaborate closely with end users, bridging the gap
between business needs and technical possibilities.
A typical core team:
Feedback Requests
Product Visibility Business Pro Specialized Tech

Owners Developer Developer Capabilities Specialists
36

Part 3 / Let’s Get Making / People / Team Position and Organization
The right team means the right product owner. The product owner acts as a
stakeholder, someone who understands the value of the user stories and makes sure
the requirements are being met. Your product owners are critical components to your
success as a team. The right product owner needs to have a vision of what you need to
build, a solid understanding of the users and marketplace, and a keen ability to prioritize
backlog. Make sure they have the right authority to make decisions and engage with the
team daily.
A Mendix-certified developer is also highly recommended to help the team get trained
on the Mendix Platform.
Some other team members to consider in the Start phase are what we call accelerators.
As an example, the UI/UX person makes the app look good but also establishes a
template ecosystem for future applications. There’s also need for an architect to
establish guidelines and think of the future state of the IT ecosystem.
One pitfall to avoid is assigning a different team member for each project role. Each
member can be responsible for multiple roles. Instead of a formal structure, team
members take on work based on their areas of expertise. For example, you don’t need a
dedicated Scrum Master for your first projects; the lead developer can fill this role on top
of his or her existing development tasks.
Typical start stage:
Trained Accelerator
Engineers
UX
1 Product Owner 1 Lead/scrum

Master
Architect
37
Mendix developers come with all

types of skill sets
Developers come from all parts of the business, not just IT. From your hardcore
programmers, to your business-centric developers, to your tech-savvy business analysts,
low-code platforms let you build teams of makers from all backgrounds.
Don’t take it from us. Hear from this range of developers on how they helped transform
their companies and themselves.
"People are always talking about solving problems with

software, but I don’t think it’s always problem-solving.
You can add value to an existing process. Sometimes,
we can just make it better."
Citizen Developer
Yasmijn Joosten | Kuehne + Nagel
"Because the product owner sits right next to us, we

can quickly get feedback on what we’re developing,
which makes it so much faster.”
Business Developer
Jennifer Taylor | Innovapost
38

Part 3 / Let’s Get Making / People / Mendix Developers Come with All Types of Skill-sets
Citizen Business Rapid Full Stack

Developer Developer Developer Developer
Business Developers IT Developers
Mendix Studio Mendix Studio Pro Code Extension

Business Developers Pro Developers Expert Developers
"We wanted to show how quickly a project can get

done with little to no overhead using Digital Execution
and really allowing developers to work with free reign
without the process wrapped around it."
Rapid Developer
Russ Martin | Erie Insurance
"With Mendix, you have to think from the database

model up and the relationships between entities
and build upon that. When you can do that, you are
thinking completely differently and understand the
relationships. This has made me a better developer.”
Full Stack Developer
Evan Gagnier | Granite Telecommunications
39
Activate your team

It’s tempting to just focus on your new low-code platform at the start of your Innovation
Factory. However, that’s just a part of the bigger picture. You should also train your team
to work within the Agile development framework. Mendix workflows are best-supported
by Agile development, so this will help your team adapt to and learn the platform faster.
You might also want to consider selecting an individual or small team for advanced
training on the Mendix platform. A proficient Mendix developer can help teach your
larger team.
Another way of upskilling your new Mendix team is through training and certification.
The Mendix Academy offers 3-day introductory courses and rapid developer
certifications to teach your team members the ins and outs of the Mendix platform and
get them familiar with the rapid app development process.
The most effective rapid application development teams are onsite together, ideally
located with the product owner, working through frequent iterations based on user
feedback. Your Innovation Factory is all about enabling creativity to solve business
challenges faster. By keeping your team close together, you can keep the group excited
and motivated to continuously deliver and show results.
Giving your team the right tools will also take them far. The tools used by each
individualon your team will differ, depending on their technical acumen. A citizen
developer, someone with limited or no programming experience, can easily pick up
Mendix using Mendix Studio. Traditional developers will find themselves at home
in the Studio Pro.
40

Part 3 / Let’s Get Making / People / Team Growth Strategy
Team growth strategy

When building your team, you also want to build a team growth strategy so that you can
expand your rapid application development program efficiently. There are a few options
to do this.
Option A: The Centralized Model

In this model, there are multiple product owners, who work with a Scrum master who
then directs multiple teams of developers who work on various different types of apps.
You also want to start creating and fostering a talent pool from which you can quickly
and easily pull from in the case a developer leaves the team.
Accelerator Talent Pool
Team A
UX Mendix Certified
Product
Owner A
Architect Mendix Certified
Product Lead/Scrum Team B

Owner B Master A
OPS Mendix Certified
Product
Owner C Team C
QA & Test Mendix Certified
41
Option B: The Decentralized model

This model requires you to have a core development team, consisting of a Mendix engineer,
an enterprise architect, designer, Scrum master, and professional developers. This group
trains and enables the talent pool while deploying them from different business units.
Own BU Portfolio
EA/Lead Designer
Architect Expert
Own BU Portfolio
Scrum Master Test/Q&A

Manager
Own BU Portfolio
Pro Developer Operational

Engineer
Talent Pool
Mendix Certified Mendix Certified
42

Part 3 / Let’s Get Making / People / Team Growth Strategy
The core team owns the application portfolios, sets up architecture guidelines, establishes
best practices, and ensures agile awareness across the business while the other units build
their own portfolios. This model also enables the business developers in your organization.
Thinking about future state, this is where you start to scale out your Innovation Factory.
Unit A (Embedded in BU A)
Citizen Own “Flex”

Developer Portfolio
Business Product Business
Stakeholder Owners Developer

Developer Portfolio

Developer Portfolio
Talent Pool
Mendix Certified Mendix Certified
43
BizDevOps vision
Much like a team growth strategy, we recommend also creating a BizDevOps vision
for your team. Rapid application development can work only as fast as the Operations
allows. You could build and deliver apps at the speed of light, but they aren’t realizing
value until operations makes them go live. So begin investigating what alignment
between development and operations looks like in your business.
Structure
You want to take your team growth strategy and put it into action. Your objectives here
are about expanding your original team and creating new ones.
Sourcing and enablement strategy:

Mendix Studio and Studio Pro cater to developers of all kinds. Because of this, you can
recruit developers from atypical places. Go beyond your full-stack developers and try to
find technically-minded people from the business who are focused on solving problems
and making great things.
To do that, you can use the resources from the talent pool that you began cultivating in
the Start stage. And you pick a team growth option that’s right for you and your business
and start executing it.
Grow and split your teams

Your team in the Start stage was purposefully small. As your apps become more
complex and gain more exposure, your team needs to grow in proportion to that. Add
an architect and an UI/UX designer if they’re already not part of your team and add an
operational engineer as well. Regardless of your team growth strategy, you’ll be creating
more teams as well, adding more business developers and product owners from across
the business.
44

Part 3 / Let’s Get Making / People / BizDevOps Vision
You’ve read about who needs to be on your first Mendix team. Take some time to
consider people you work with that would be perfect for these roles. Consider people
in and out of your business. Use this space to write their names down. When you
invite them onto your team, give them a token to let them know they’re going to be
working on something very important and exciting.
Professional Developers:
Business Developers:
45
ENGAGING
RADICAL
Portfolio
DIVERSE
ROBUST
Identify first applications to develop
It’s important that your first applications bring immediate value upon launch,
because rapid application development isn’t only about delivering rapidly, it’s about
realizing value quicker than you have before. Remember: Build fast, build right.
One project does not equal one application. We recommend that you start with
a portfolio of three applications. While the first success is always important,
to truly grasp the new rapid application development process and the Mendix
platform, developing multiple apps and demonstrating a repeated success is a best
practice. You have a new team with a new way of working using new technology.
Showing replicate success is important. Stick to application use cases that have
low pre-defined requirements and a higher rate of change (innovation, customer
engagement, operational efficiency).
We’ve developed a checklist of considerations to assist you in identifying the right

applications for your first project. It’s almost impossible to find projects that cover
all eight considerations, so we’ve categorized them as must have, should have, and
nice to have.
Influencing Factors
Use Case Focus The App(s)

& Portfolio Delivery
46

G Part 3 / Let’s Get Making / Portfolio / Identify First Applications to Develop
L 1_Go live quickly
E
One of the main goals of your first application is to validate your ability to rapidly bring
new ideas to market.
It’s important that you identify quick wins that can go live typically in 30 days. Select
applications that are limited in scope and can stand alone in production.
T
2_Make them worthy
Your first applications should also be highly visible within the organization. They must have
the right urgency and executive support, as well as deliver tangible business value. Select
applications where you’re sure the results will get noticed and your success will be shared
by stakeholders.
You want word of your initial successes to spread like wildfire throughout the organization.
Suddenly, you’ll have colleagues banging at your door, saying things like, “I heard you
delivered that application in 30 days. How did you do that? Will it work for my project?”
3_Involve business stakeholders

Requirements are often unclear and need to be refined through collaboration with, and
feedback from, business stakeholders. The goal is to illustrate the higher level of creativity
and collaboration facilitated by this new rapid application development approach.
The key to involving business stakeholders lies with the role of the product owner. The
product owner knows what needs to be built. Application success is achieved when
the development team and product owner work together with a passion for making
applications that deliver value. Limit business involvement with your first applications to a
single department. Too many people can hamper your team’s ability to make
decisions quickly.
47
4_
Ensure a desire to take the applications
into production
Another important consideration is that you can take the applications into production.
Doing this gives you a clearer picture of the time-to-market advantage. As an aside,
starting with a prototype might lead others to believe this approach is only suitable for
prototyping, which is under-selling the impact.
For instance, a Mendix customer built a customer self-service portal in six weeks,
only to discover a week before go-live that their biggest competitor launched
a mobile app. They pushed the application to production and within two weeks
added mobile functionality while the initial version was delivering value. Rapid
application delivery gives you the ability to pivot quickly and address changes in
the market in matter of weeks.
Notes
48

Part 3 / Let’s Get Making / Portfolio / Identify Firsy Applications to Develop
Mus
5_Limit dependencies
To deliver applications in as little as 30 days, limit your applications’ external dependencies.
External factors over which you have little or no control can quickly diminish the productivity
advantage offered by the Mendix platform. That’s like using a permanent marker on a
brand-new whiteboard.
Some dependencies to avoid:
• Integration with existing systems, particularly those where APIs aren’t defined.
• D
eployment infrastructure. It’s not uncommon at large companies to wait two
months for the required hardware. For this reason, deploy your first application in
the Mendix Cloud. With one-click deployment, you’re able to remove all friction from
the deployment process.
• I ndustry regulations. Often, external regulations can make for unclear

requirements, which can lead to delays.
6_Don’t get bogged down in requirements

Digital innovation projects are often marked by unclear business requirements. Don’t
worry; this is a good thing, because it is better to define a high-level goal or purpose
versus having detailed requirements. The more requirements your first applications have
upfront, the longer it’s going to take to release. Make sure that you have at least two
follow-up iterations planned so that you can capture and refine requirements and build
trust with the business stakeholders. This shows them that even if their requirements
don’t make it into the initial MVP, they will come in the next versions.
The process of getting from idea to production is traditionally a lot of work, so when the
people across the business see an idea come to fruition in just 30 days, they will
be amazed.
Matt Rogers, CIO of Suez UK, a waste management company, looked for a way
to quickly address gaps in his portfolio. Using Mendix, he and his department
were able to do so: “Where we have gaps in our architecture, or gaps in our
application portfolio, low-code enables us to build them very quickly and bring
them to market.”
49
7_Make failures into wins

It’s ok to admit defeat. In this case, it’s actually beneficial. It may sound contradictory, but
good first applications are often ones that your organization previously failed to deliver.
For instance, a Mendix customer initially failed to build an application that calculates prices
because the algorithm was so specific to the business, and the .NET developer couldn’t
grasp all the nuances. Using Mendix, business stakeholders and IT developers were able to
take that failure and turn it into a win. The two groups collaborated closely and successful
delivered a first version of the application in a few days.
8_Make them Smart

To ensure that apps deliver the best possible experience to the user, they should be
intelligent, contextual and proactive — i.e., Smart. Develop an app that could use AI to
personalize a user’s experience or uses geolocation to tell let you know the location for
the cake you ordered for your big app launch party.
“Create something that delights your audience and

is worth celebrating. At Mendix, we make delighters.
A delighter is putting every pixel in the right place,
eliminating limitations, and making it easy to use,
navigate through, and understand. Your users should
feel the love in every detail.”
Johan den Haan, Mendix CTO
50

Part 3 / Let’s Get Making / Portfolio / Identify First Applications to Develop
As you progress from the Start to the Structure phase, the looser these guidelines
Nic
become. Where in the Start stage, you’re looking for simple setups with low complexity
and high impact, the later stages you can increase app complexity, especially as your
team’s capability is growing too. For example, you can select applications with multiple
integration points, or start to work on applications that have more pre-defined requirements.
By picking the right applications you will illustrate several important things:
1_
You can release applications to market in an
unprecedentedly short time.
2_
Business and IT can effectively collaborate to
deliver new innovations.
3_
You can achieve results with fewer resources
(small teams, low cost).
4_
You are able to work with agile processes
and feedback cycles.
5_
Your new approach is a repeatable process, not
a one-off success.
6_
You will show continuous improvement using
a fail-fast/learn-fast approach.
51
The complexity matrix

Using the complexity matrix is a great way to assess the right projects for your Start
stage portfolio. Exposure is the amount of usage or availability an application has.
Complexity can be defined as how technically complex is the application; i.e., how many
integrations does the application require? You want to start on the left-hand side of the
quadrant, which represents your team learning and feeling comfortable with the new
way of working.
Level of complexity
Low Complexity, High Complexity,

High Exposure High Exposure
• Customer facing • Customer facing
• Multi-channel • Multi-channel
• Limited integrations • Heavy usage
• High available, disaster recovery
• Service-oriented architecture
• Goal and requirements to be discovered
Level of exposure
Low Complexity, High Complexity,

Low Exposure Low Exposure
• Internal users • Complex integrations
• Value driver: Efficiency • Business critical
• Well defined goal & requirements • Heavy data load
• Internal users
• Goal and requirements available
52

Part 3 / Let’s Get Making / Portfolio / The Complexity Matrix
Take a minute to review the 8 considerations and use the checklist below to start
thinking about and writing down the first applications you’re going to make with
Mendix.
Go live quickly
Make them worthy
Involve business stakeholders
E
nsure a desire to take the
applications into production
L
imit dependencies
Don’t get bogged down in requirements
Make failures into wins
Make them Smart
53
Deliver your first application

You’ve carefully selected your team and thoughtfully selected your projects. Now it’s
time to deliver. Agile methodologies like Scrum are a good starting point and a critical
component of digital execution, but not all Scrum principles work for all organizations.
Also, if the business is unwilling or unprepared, the effort is in vain. You need to prepare
the business for rapid, iterative development, which is why the selection of a product
owner is very important.
At Zurich insurance, Senior Product Underwriter, Alex Tong, was a critical player
in Zurich’s inaugural DevOps team’s first application with Mendix. Tong gave the
DevOps team a deep understanding of a data capturing application that helped
the underwriting process. Working together, Tong and the DevOps team were able
to produce an underwriting app that’s saving Zurich underwriters days’ worth of
time, allowing them more time for quoting and building business.
Agile is crucial to rapid application development because it brings an iterative, team-

based approach to software development. Rapid application development teams deliver
components of an application in sprints, time-boxed phases with defined durations and
a finite list of deliverables planned at the start. Collaboration is key to an agile approach.
“Digital innovation happens at the intersection of a

business person with a good idea and someone with
the technical aptitude to bring it to life.”
Roald Kruit, Mendix Co-founder
54

Part 3 / Let’s Get Making / Portfolio / Deliver Your First Application
Here are some guidelines to ensure a successful delivery of your first

application through rapid application development:
1_Intake workshop
This workshop is where the real collaboration begins. The purpose of the intake
workshop is to define the project business goal — not what you want to build, but what
you want to achieve. The meeting should include the following people:
• T
he project sponsor, or the leader of digital transformation initiative, who can
articulate the strategic value of the new approach.
• T
he product owner, who can describe the problem the application should
address.
• M
endix power users, a subset of end users, to enable the definition of
requirements for the first sprint and who have a firsthand knowledge of the
organization’s challenges and needs.
This type of interaction will help create a different attitude towards IT and set the stage
with the rest of the organization. While this workshop alone won’t transform your
organization, it gets the business to think, “This just might work.” That is a victory upon
which you can build.
55
2_Kickoff workshop
You cover several topics in the kickoff workshop:
• Assigning project roles and responsibilities

• Formulating a high-level delivery plan
• Creating agile awareness and a lean governance approach
• Sharing strategic business goals
• Defining clear rules of engagement
Instead of assigning roles around technical responsibilities, give people full ownership
of their user stories and divide the work based on those. Thanks to Mendix Studio
and Studio Pro, business developers can do most of the work themselves. Then, when
necessary, you can bring fly-in experts for specific technical issues like integration
or performance tuning. Using project management tools like Jira or Sprintr can help
manage the user story-based work.
Once you have defined the new rules of engagement, work out the first 10-20 user
stories as a team. Go through the exercise of having one person write a user story and
someone else interpret it. This helps to create a shared vocabulary and understanding,
including a definition of “ready” that indicates when the team collectively feels a user
story is ready for development. As a last step, prioritize the user stories for the first
development sprint.
Mendix provides APIs that connect tools and services to the Mendix platform. We
recommend that you try to do all the work in Mendix first before integrating with
a third-party tool or service. When you start to include those, you start to increase
dependencies, which is what you want to limit in the Start phase.
56

3_Run short sprints

Scrum, typically calls for two- to four-week sprints. With longer sprints, there’s always a
threat of not going live. The faster you go live, the faster you can realize value.
A traditional development approach suggests waiting for feedback at the end of the
sprint. With longer sprints, assumptions made by developers can negatively affect the
latter end of the sprint when you finally demo the application because developers
are not eliciting feedback early and often enough. When mistakes build up and aren’t
addressed until the end of the sprint, this causes the velocity of your application
development to slow down.
Mendix Studio Pro enables you to adopt an agile approach based on Scrum.
With capabilities like sprints, story management, and integrated feedback
management, you can easily get an Agile shop up and running in one, single
environment. More importantly, you can start bridging business and IT and start
developing apps that bring real value.
Holding shorter sprints not only helps a team learn how to collaborate with each other
and across the organization, but also how to estimate the complexity of the user
stories that they need to build. As the app begins to take shape, you can move to two-
week sprints.
Mendix Studio Pro provides several tools to enable real-time,

business-IT collaboration:
• The Developer Portal — includes stories page that lets you add and edit sprints, and
a social tool called Buzz where stakeholders post updates, make comments, and upload
documents.
• The Feedback & Collaboration Widget — easily elicit and get feedback from all
involved with the project. Beyond making comments, you can get feedback in real-time
with the Edit, View and Share functions.
• APIs — Connect Mendix with third-party tools and services.
57
An important aspect of collaboration is listening. Bringing in the business and asking for
their feedback throughout the development process tells the business that not only are
they being heard, but you’re able to listen and incorporate feedback remarkably quick.
Make sure to allocate time to process user feedback.
Mendix’s visual modeling lets the business actually see what you’re building; they don’t
need to look under the hood and at the code to understand. This is a huge factor in
collaborating and engagement. Allocating time for feedback will help the business feel,
for the first time, that they are truly involved in the creation process.
4_First sprint review meeting

In each sprint review meeting, but particularly the first, it is critical to show a good
working demo.
• S
how how you solve business problems. Don’t just demonstrate features; tie the
demo back to the business objectives and challenges shared at the onset of the
project.
• M
ake sure the UI looks good. Users will judge the book by its cover, even early
in the development process. Make sure they don’t tune out because you have
underinvested in the UI.
• U
se good demo data. The data needs to be representative so that the demo
feels real to business users. They will start to get excited for the impact of the new
solution.
The Mendix Atlas UI is an open source and extensible design framework that
brings good user experiences to your applications. Atlas UI gives your user
interfaces a simplicity, consistency, and responsiveness to allow you to brand
your apps and make them usable across a range of devices.
58

Demo each sprint

Systems design can be a very abstract exercise. To make sure your developers are on
the same page with your product owners and vice versa, your product owner needs
to be sitting with your developers and establishing a common language among
them to make sure. With Mendix Studio and Studio Pro, you can remove abstraction.
Model-driven development and real-time collaboration allow you create a common,
shared language among your Mendix team—developers and product owners alike.
Rather than just talking about a function, a developer can easily show it in action and
get immediate feedback on it.
Notes
59
Define value and begin to track it

Your applications should be doing a combination of three things for your company:
1_Creating new products and business models

Apps can help you enable strategic programs that aid in reaching business objectives
like launching new business models, entering new markets, and staying ahead of your
competition.
2_Enhancing customer engagement

Apps that create new products or services that attract new customers or enhance an existing
product to prevent churn. Keep ‘em coming back for more.
3_Increasing operational efficiencies

Apps that help you decrease operational and IT costs through process automation and
infrastructure improvements.
Influencing Factors
ROI & Budget Program The Vision

for change Owner
60

Part 3 / Let’s Get Making / Portfolio / Define Value and Begin to Track It
When you’re assessing the value of your application portfolio, consider how fast you’re
bringing your applications to market (time-to-market), how fast you’re building those
applications (application velocity), and how much time and money you’re saving in
development (cost of development).
Core value drivers:

Increase Time Increase Application Lower Cost
to Market Speed Velocity of Development
Traditional Hours for dev
Start Live & maintenance
$$$
Cost per hour
RAD
Infrastructure
Start Live
$$$ Traditional RAD
The higher the potential value of your application, the higher the unpredictability. That
is, an application designed to reduce costs has more predictable value than one that
helps you enter a new market. You can use the previously mentioned complexity matrix
to help you define the value of your products. Or you can create a use case with the
program owner that describes the current state of affairs and offers a description of the
application idea.
61
Start to build your digital use case

Use our digital use case template to start assessing the value of your project. The use
case should talk about what the application is, what it’s solving or creating, and the key
performance indicators to help assess its success.
Data capture application (B2B)
Current Situation
Poor data quality
Too much time spent on manual data input
No splash
Description of the idea (“we believe”)
We believe that this new app can improve data quality and automate data capture
What will it solve/create? Affected KPI’s? Enabled by:
reduce time to capture data, Mendix Studio, makers, ingenuity
increase data integrity, and make

a big splash
62

Part 3 / Let’s Get Making / Process / Define Value and Begin to Track It
Notes
63
Celebrate success
Your initial applications will be a catalyst for change throughout the
organization. To ensure the organization knows about the successes of
the apps and understands their value, you need to celebrate success.
Party on.
When you celebrate success, you create awareness for the value you’ve
delivered and what it means for other individuals and departments
across your organization. Celebration drives executive sponsorship,
establishes broader support, and attracts new talent. According to
McKinsey, involvement from company leaders is critical. “Companies with
CEO sponsors are twice as likely to be high performers as companies
whose CEOs are not directly engaged in digital.”iv
People like to be associated with success and when they see it, they will
very quickly want to be a part of it.
“Mendix success doesn’t just happen.

It’s planned for.”
Arjo van Oosten, Global Senior Director, Digital Transformation
64

Part 3 / Let’s Get Making / Portfolio / Celebrate Success
Here are some tips to maximize the

impact of your internal celebration:
Throw a party and invite as many people as
possible, not just your development team.
Host the party in a central location so that

other departments take notice.
Make sure your most senior sponsor is in

the room to reinforce the importance of
low-code development.
Captivate your audience by presenting the

astonishing results of your project. Have
the business show the demo.
People love cake. To be more specific:

people love free cake. Order a cake. One of our
customers in the shipping industry made their
cake look like a shipping container because
their app increased the utilization of their
containers. You could make your cake look like
a volcano, because business is about to erupt.
65
Structure
Portfolio in the Structure stage is about expanding the number of apps in your
portfolio, their use cases, and their complexity.
Move to high-complexity apps
In structure you want to move to toward the right in the complexity/exposure matrix.
Only after you’ve established repeated success and consistent delivery velocity should
you move to the upper right quadrant. This is a gradual approach.
Crawl, walk, then run.
Make sure your team is ready to take on more complex apps. Train them and get
them to be rapid and advanced developer certified through the Mendix Academy.
Take the governance strategy we discuss later and put it into action.
Portfolio/use case mix of rebuild, ideation and components

In Start, you’ve selected your first projects, delivered them and received many
accolades. In Structure, you want to expand your use cases and start increasing your
output. To do this, express an “Application Ambition”. This is your statement of intent
for growing your portfolio. List out how many apps you want to create, which use
case they fall under, and start to estimate their value.
2
66

Part 3 / Let’s Get Making / Portfolio / Celebrate Success
Think about the key pieces of

information you’d show off during
your application launch celebration:
Here are some starters:
1_Why you started making this app.
2_The app’s key performance indicators.
3_Your journey to building the app.
4_
How the app has performed against those KPIs.
5_Key takeaways.
67
REFINED
CONTROLLED
Process
PROGRESSIVE
STREAMLINED
Put governance structure in place
A core element to success is repeating it. Repeated success leads to and informs your
governance around rapid application development. You need to define and implement
processes and rules around application development that help you coordinate and
control your application portfolio.
Governance is creating a centralized hub where you establish best practices around agile
and scrum, UI/UX, and guidelines around build, deployment, and architecture. You’re
assigning the people on your team responsibilities around these best practices.
Influencing Factors
Program Owner The Vision
Architect App(s) Delivery
68

D Part 3 / Let’s Get Making / Process / Put Governance Structure in Place
D
E
Establish a retrospective cadence
To achieve this milestone, it’s first important to establish the goals of a retrospective.
D
The retrospective should look back on the project and review successes and
lessons learned.
1_Did the project achieve its business goal?
2_Did you have the right people on the team?
3_
How well was the business engaged in the process?
Embrace all feedback, whether it’s perception or reality. Again, let the business know
they have a voice and that their input is vital to improving future projects. Seek their
advice on how to develop a more structured rapid application development approach
that further enhances engagement and collaboration with other business units.
One of the most important questions to ask the business stakeholders in the retrospective
is “What would you tell your friends/colleagues about this project to make them
enthusiastic?” This elevator pitch is great fodder for internal feedback, with the goal
of implementing this approach more broadly across the organization.
To effectively engage the business, you may have to reverse years of perception.
The key is constant communication and proof. Once business users see that you have
done what you said you would do — and that they can have a significant impact on the
project —they will quickly embrace this new approach.
69
Onboarding
We’ve talked about the People-focused milestones already, but Onboarding is a people-centric
milestone that falls squarely into the Process aspect of Start stage. You’ve selected your team,
but you have to give them time to learn on the job. Making mistakes, experimenting with
different tools and processes is going to help you learn what works and what doesn’t work for
your rapid application development process.
What you learn during onboarding can also help inform your governance strategy, so be sure to
record not just your successes in the start stage, but your missteps as well.
Try framing your next retrospective

around these questions:
1_What did you Like?

2_What did you Learn?
3_What did it Lack?
4_What did you Long for?
70

Part 3 / Let’s Get Making / Portfolio / Establish a Retrospective Cadence
Structure
You’ve established that it works, now it’s time to codify that success.
The Process milestones in Structure center around standardizing best
practices and creating governance around the technical aspects of rapid
application development.
Standardize best practices and methodology

This is what we like to call functional governance. Here you are capturing the many
different processes that you’ve used successfully to then share with others and
refer back to. Capturing the milestones of the 4 P’s — your ideation process, your
release cycle, agile collaboration methods, and how you ensure quality — are all
processes that should have best practices set around them.
To gain a better understanding of your successes, make sure that when you’re
closing your learning loops and going through the feedback process that you
and your team start to include a lessons learned aspect to your retrospectives.
This will help define and build your rapid application development playbook in the
Structure stage.
Establish a governance plan

If the above milestone is about functional governance, this milestone is about
technical governance. The governance plan you were visualizing at the Start
stage should be up and running at this point. Set up guidelines and rules around
architecture, testing/QA, and deployment to ensure that your process continues to
run smoothly even with more people and more complex applications.
71
DYNAMIC
SECURE
HARMONIOUS
Platform
FLEXIBLE
High-level positioning
High-level positioning is about knowing how and where Mendix fits in with the rest of
your IT ecosystem. Use the Start stage to experience the benefits of instant provisioning,
not just of the application environment, but all the software needed to support the entire
lifecycle, from project management to repositories. Learning more about how easy it
should be to deploy and operate apps shows how developers can do this themselves, and
help your Innovation Factory achieve continuous productivity and efficiency.
Influencing Factors
Program Owner Organizational

Footprint
Architect
72

C Part 3 / Let’s Get Making / Platform / High Level Positioning
E
S
Deployment strategy
The Start stage is an excellent time to start exploring cloud, and to use this knowledge
as input for strategic choices in the future. You’re most likely going to deploy your
E
application on the Mendix Cloud because it’s the most optimized cloud to run Mendix-
built applications. Built on top of Cloud Foundry and AWS, the Mendix Cloud is the
deployment solution in which Mendix provides hosting environments for you. It’s
available globally and comes standard with deep insights, alerting capabilities, high
availability options, and backups.
Run in Cloud
But as you expand your portfolio and move from Start to Structure, you will need to
consider other deployment options and moving to a multi-cloud environment.
Understanding the cloud environments to which you’ll deploy—for example, the
security features and how they fit into your existing security framework—will help
inform how you move to Structure.
73
Mendix applications run on the platform’s cloud-native, stateless runtime architecture

that conforms to the Twelve-Factor App principles with support for modern cloud
platforms such as Docker, Kubernetes, and Cloud Foundry. Mendix applications (and you)
benefit from auto-scaling, auto-provisioning, auto-healing, low infrastructure overhead,
continuous integration and continuous deployment and cloud interoperability, all out of
the box.
With the Mendix platform, you can package and deploy your applications to
the cloud provider of your choice with one-click deployment. This feature
automatically creates the appropriate deployment package (like Docker or
Cloud Foundry) and supports the creation of build packs for on-premises or
infrastructure-as-a-service deployments.
Data and integration strategy

Similar to your deployment strategy, you also want to begin considering what your data
and integration strategy looks like with Mendix and the rest of your IT ecosystem. You
need to consider your architecture strategy, too. This is an opportunity for that vanguard
architect you elected to come in and understand what architecture works best for your
development program.
Part of building a successful Innovation Factory is moving away from a monolithic

architecture to a microservices set up. Your vanguard needs to investigate if
microservices are right for your business and evaluating its benefits. (Hint: it is right for
your business).
Microservices are a historical improvement in the way we design, build, and manage IT
assets. To us, there’s no more productive combination than a microservices architecture
and the use of a low-code platform.
Small, autonomous DevOps teams use microservices to produce deployable

components that fulfill a business function autonomously. Use microservices to model
your IT landscape closer to the way a business is run. This not only better bridges the
gap between IT and business stakeholders, but also can drastically improve flexibility and
time-to-market.
Moving to the cloud and microservices in conjunction with using Mendix can help you
realize application development velocity increase by five or ten times.
74

Part 3 / Let’s Get Making / Platform / Data and Integration Strategy
Structure
You’ve established deployment and integration strategies, now it’s time to execute.
The Structure objectives of Platform are about developing reusable components
and expanding out to a multi-cloud strategy.
Develop reusable components

A successful move from Start to Structure means developing reusable components
to save time later in the development cycle. You need to first establish a reusable
component strategy and define how reusable components are used, maintained and
where they’re stored.
Assign a development team to solely work on reusable components. This team will be in
charge of not only creating but maintaining the components as well. This team should
store the components on the enterprise app store.
Deployment strategy
In start, you used Mendix Cloud to deploy your first set of projects. But as you grow your
teams and expand into multiple business units, you need to start considering a multi-
cloud strategy.
75
Although it was tempting to think about using Mendix Studio and Studio Pro in their
entirety form the start, you chose to focus on the people and process. You’ve got some
amazing first results and some great takeaways that prove that your organization can
adopt a new way of working.
You’ve successfully laid the foundation to your Innovation Factory. You’ve hit the
milestones for each of the 4 P’s and have:
1_Delivered your first value

2_Built and enabled your first team
3_Developed and delivered your first MVP
4_Designed UX for your first app
5_Began your architecture design
Take a moment to admire your work and think about next steps. Remember, the
key to moving from Start to Structure is not perfection, but perfecting the process.
Repeated success shows that you’ve ironed out any wrinkles in the process, have
smoothed out any kinks in your first team, and have showcased the value you’ve
realized from your portfolio.
2
76

Part 3 / Let’s Get Making / You did it!
Getting stuck? Find our online documentation at docs.mendix.com
Get support from our community at developers.mendix.com
We’ve also made a series of videos based on digital execution. Check

them out here: www.mendix.com/DX-videos
77
<Part 4>
Ready,
Set, Build .
This is the end beginning.
The real work is just starting. Taking your company from being digitally disrupted
to digitally innovative is not done in a day.
Now you are armed with the know-how to go out and successfully digitize your
organization. You’re moving forward with a new, collaborative way of working. Soon
you and your team will be building amazing things.
Use the steps we’ve laid out in this guide so that you, your team, your business
stakeholders — your entire organization — are empowered to answer “What if?”
You’re ready build the impossible. You’re ready to create the exceptional.
You’re ready to...
Go Make it.
78

Part 4 / Start Here
79
i
“2016 IDC Futurescape CIO Agenda Prediction 4”, Bill Keyworth, IDC, date unknown
ii
“Faster Software Delivery Will Accelerate Digital Transformation”, Forrester, 4/12/2018. https://www.
forrester.com/report/Faster+Software+Delivery+Will+Accelerate+Digital+Transformation/-/E-RES116443
iii
“Vanguard and Foundational Enterprise Architects Must Collaborate on a Bimodal Technology
Architecture”, Cathleen Blanton, Gartner, 10/26/2015
iv
“Cracking the Digital Code”, Bughin, Holley, et al. McKinsey and Company, 9/2015.
v
“How Microservices and DevOps Help CIOs
Realize Business-IT Alignment”. Andreas Lennevi, Mendix, 1/10/2018. https://www.mendix.com/blog/
microservices-devops-help-cios-realize-business-alignment/

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Digital Execution Manual 2.0

8  he world is changing and the way

Digital Execution Manual 2.0

76 You did it!

Digital Execution Manual 2.0

When we began our journey at Mendix, we wanted

Digital Execution Manual 2.0

What does it mean to make?

Welcome to the Innovation Factory

Digital Execution Manual 2.0

Unleash human capital

• Autonomous apps • Collaboration between

• Scalability • Fully automated (cost effective)

This is your Digital Execution Manual.

Digital Execution Manual 2.0

An Innovation Factory doesn’t sprout up organically. It is something you build from

Digital Execution Manual 2.0

Mendix has identified the core tenants

Success starts at the top, where senior executive buy-in is a

Digital Execution Manual 2.0

Digital Execution Manual 2.0

Digital Execution Manual 2.0

Your objectives for the

Digital Execution Manual 2.0

Your key objectives for

4_Advanced level development team

Digital Execution Manual 2.0

Your objectives during

Digital Execution Manual 2.0

Digital Execution Manual 2.0

The Vision The Organizational Use Case Focus

The Program Owner The Architect ROI & Budget

The Product Owner The Team The App(s) Delivery

Digital Execution Manual 2.0

Program Owner Architect Organizational

Product Owner Team

Digital Execution Manual 2.0

D Find problem solvers

A typical core team:

Product Visibility Business Pro Specialized Tech

Digital Execution Manual 2.0

Typical start stage:

1 Product Owner 1 Lead/scrum

Mendix developers come with all

"People are always talking about solving problems with

"Because the product owner sits right next to us, we

Digital Execution Manual 2.0

Citizen Business Rapid Full Stack

Business Developers IT Developers

Mendix Studio Mendix Studio Pro Code Extension

"We wanted to show how quickly a project can get

"With Mendix, you have to think from the database

Activate your team

Digital Execution Manual 2.0

Team growth strategy

Option A: The Centralized Model

Accelerator Talent Pool

Architect Mendix Certified

8 he world is changing and the way

• Autonomous apps • Collaboration between

• Scalability • Fully automated (cost effective)

• I ndustry regulations. Often, external regulations can make for unclear

“Create something that delights your audience and

“Digital innovation happens at the intersection of a

“Mendix success doesn’t just happen.