IT organizations are rapidly realizing that there is no “one plan fits all” in an application portfolio modernization and rationalization initiative. Rather, there are many legacy modernization options, forcing the determination of transition status and priorities. Success depends on the ability to address the end-to-end application portfolio with a clear understanding of interdependencies and business impact. While legacy applications are running on all types of platforms, from mainframes to distributed solutions, the most common issue is that they constrain the business.
A key objective of most modernization and rationalization activities is to leverage software architectures that permit a more responsive and, ideally, more cost-effective environment. In most enterprises, business applications have evolved organically. When mergers and acquisitions have occurred, rationalization activities have been marginalized by cost constraints and new business requirements. Rather than the traditional organic approach, we are now seeing more focused activity emerging within many enterprises, where they are striving to create a master plan for where the business wants to be. It does not have an end date since it is acknowledged as a journey, though it typically has defined milestones. The key is to let business requirements dictate technology solutions and architectures, ideally against a set of desired architectural standards.
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