improving it agility with rational collaborative lifecycle ... · ― team collaboration...

IBM Software Group

© 2009 IBM Corporation Innovation for a smarter planet

Improving IT Agility with Rational Collaborative Lifecycle Management

Transforming software delivery through Collaborative Lifecycle Management

IBM Software Group | Rational software

Agenda

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4

3

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The Defining Challenge of IT

ALM Imperatives

Demonstration

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Collaborative Lifecycle Management for IT Agility


Example of software-driven "systems of systems" used to deliver emergency cardiac care within a six-minute response window.

Ambulance Fleet Inventory

Route Optimization

Traffic Control Management

Electronic Health Record

Cardiac Specialists

Remote Monitoring and Data Diagnosis

Ambulance Transport

Cardiac Center

Ambulance Dispatch

Patient

Emergency Room

Software is the invisible thread that drives business innovation


The defining challenge: Managing “systems of systems” From back-end software to customer facing portals, systems of systems drive your relationships with customers, suppliers and business partners

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Customer Service Portal

Web portals z & Storefronts

Order Processing, Billing & Collections

Mobile Apps

Customer Relationship Management

Outsourced, Contract & OEM Development

Partners

Sales & Service Partners

HR, Payroll and Administrative

Systems

Back-End Systems

Customer Facing Systems

YOUR BUSINESS


Silos create barriers to effective software delivery

“Only 22% of executives felt that their IT and

business strategy were tightly integrated”2

“Only 34% of software projects are deemed successful, costing

$300B annually”1

Requirement-induced delays cost US

businesses over $30B annually.”3

1 CHAOS Chronicles v 12.3.9, The Standish Group, June 30, 2008 2 Roger Roberts, Johnson Sikes, "IT's Unmet Potential", McKinsey Quarterly, November 2008 3 US Dept. of Congress, Planning Report, 2002


What is Application Lifecycle Management?

Wikipedia

“Application lifecycle management (ALM) is the

marriage of business management to software engineering made possible by tools that

facilitate and integrate requirements

management, architecture, coding, testing, tracking, and release management.”


ALM Algebra A software project can still fail if:

!  Project managers expertly manage schedules

!  Analysts diligently capture business requirements

!  Developers write quality code !  Testers run thousands of tests

But these activities do not

correspond to each other,

or to the needs of the

business

Requirements Modeling Coding Change management Configuration mgt Build Testing Project management Application Lifecycle

Management


ALM is about connecting the boxes

Requirements

•  Use Cases •  Nonfunctional •  Sign-off •  Contract •  Risk Assess •  Threat Model •  Test

Requirements

Project/Planning

•  Business Drivers

•  Iterations •  Sign-off •  Contract •  Risk Assess •  User

Involvement

Development

•  TDD •  Build

Management •  Static

Analysis •  BVT •  Source

Management •  Pair

Programming/ Code Review

Testing

•  Scenario-Driven Automation

•  Fill Cracks •  User

Involvement •  Contract

Validation

Source: Gartner Application Architecture, Development & Integration Summit Presentation, The Future and Present of AD, Thomas E. Murphy, December 2008


Gartner: Five principal benefits of ALM

Gartner, “MarketScope for Application Life Cycle Management, Research Note G00162941, December 2008, p. 2.

What do you get from ALM implementations? Agility Through the collaboration and application

of “just enough” processes Predictability Through better estimation, better

communication and more repeatable processes

Auditability Traceability of work back to a business need, Quality Through more-effective management of requirements,

design and quality processes Productivity Through the continuous improvement of processes and

practices, and more effective utilization of resources


Agenda


ALM Imperatives

Rational Collaborative Lifecycle Management

Demonstration

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1.  Real-Time Planning 2.  Traceability 3.  Continuous Process Improvement 4.  Development Intelligence 5.  Agile Collaboration

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4

3

2


Imperative # 1: Real-Time Planning

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•  Plans live outside of ALM environment

•  Manual, error-prone updates

•  Separate from team activities and assignments

•  Disconnected from metrics on past team experiences

•  Plans fully integrated with execution •  Continuous planning through

project dashboards •  Instantly see the impact of changes

to delivery dates

•  Easily instantiate project plans into individual and team activities


Imperative # 2: End-to-end traceability

Analysts

Which requirements are addressed in this iteration?

Are all of the requirements tested?

What’s the quality of the high priority requirements?

What defects are reported against which requirements?

What requirements am I implementing?

What test uncovered this defect, on which environment and what build?

What changes occurred overnight?

How can I recreate the last version

to do a patch?

How can I standardize when teams use different tools?

Where are the bottlenecks in our processes?

How can I speed up my builds?

What is the quality of the build? What has changed that I need to test? What defects have been addressed since the last build?

Are we ready to release?

What tradeoffs can we make to release on time?

Can we pass an audit?

What defects were resolved in this release?

Quality Professional Developer

Project Manager Analyst

Release Engineer

Are build times getting longer or shorter?


Imperative # 3: Continuous process improvement Choosing the right process

Waterfall development When stability is the primary driver

Iterative development When stability and change are equal players

Agile development When change is the primary driver

WATERFALL


Making process executable

Process Architect

Variant #1

Step 1: Customize

Step 2: Enact

Variant #2

Variant #3

Project Manager

Scrum

Waterfall

Iterative

Project C Waterfall

Analyst Release Engineer Developer Quality

Professional

Project B

Analyst Release Engineer Developer Quality

Professional

Project A

Product Owner Scrum Master Team Member Agile

Iterative


Statistical outcomes: Projects with strong versus weak measurement practices

Imperative # 4: Development Intelligence How important is measurement?

Source: Capers Jones, Measurement, Metrics and Industry Leadership, 2009 and Software Engineering Best Practices, McGraw Hill, 2010

Strong Weak

Fortune 500 firms with: Quality measures: 45%

Productivity measures 30% Complete measures: 15%


Actionable intelligence -- Project-by-Project, Team-by-Team


Imperative # 5: Agile collaboration

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•  Silo’d teams; disconnected data •  Chat and discussion threads disconnected

from project activity •  Important discussions are lost to email and

chat archives--project records are missing the “real reason” for decisions

•  Lengthy “on-ramp” for new team members

•  Unified team shares linked data •  Chat and discussion threads integrated

with project history •  ALM environment becomes an essential

“archeological tool” for understanding the past, speeding later enhancements

•  New team members can easily understand the context of activities

www


Agenda


ALM Imperatives

Collaborative Lifecycle Management for IT Agility

Demonstration

18

1

4

3

2


Agile has gone mainstream

*Evans Data Corporation, Global Developer Population and Demographics Report 2009, p.9

“Agile development methodology and associated techniques are being used by over 9 million

developers (64%) worldwide.”

Core principles of Agile teams !  “Fits just right” process ! Continuous testing and validation ! Consistent team collaboration ! Rapid response to change ! Ongoing customer involvement ! Frequent delivery of working software


Collaboration across Agile teams

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Adopt in any order, at any time


Detail User Stories with Rational Requirements Composer

Elaborate User Stories with Sketches, Storyboards, Diagrams based on stakeholder feedback

Organize into Collections

Collect Comments, Request Reviews

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!  Improve the percentage of projects that deliver the functionality needed by the business by about 75%*

!  Increase average on time performance by 161%* !  Reduce time overruns by 87% *

Source: IAG Consulting, September 2009, Business Analysis Benchmark measuring Requirements Maturity levels


―  Team productivity increases of up to 50% ―  Team collaboration performance up 25%*

―  Quality of releases improves 12%* ―  Project governance improvements of 12%

Accelerate Agile adoption with Rational Team Concert

Manage Source Code

Track Changes Harness the backlog using Plans and Process Templates

Steer the sprint with Dashboards

Track Builds

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* Based on IBM customer surveys


!  Average cost of a defect found in production $241,000/defect

!  Save average of 696 hours by reusing scripts* !  Save an average of 1755 hours by preventing and

blocking duplicate defects*

Manage quality with Rational Quality Manager

Steer the test effort using Dashboards

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Submit Defects

Design Test Cases

Execute Tests

Organize Test Plans

Develop Test Scripts

Capture Test Requirements

Source: GBS Test Practices study, 2005-2008, over 846 projects


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Incremental Adoption by Subversion, CC/CQ and Git teams

A collaboration solution for teams using multiple tools in their enterprise

!  Manage planning and project status with work items and dashboards in Team Concert and develop with existing artifacts that reside in subversion, Git or ClearCase (new bridges in RTC 2.0)

!  Enables teams to reuse assets, process and investment in Subversion, ClearCase/ClearQuest or Git !  Third party connector to Jira !  Take advantage of new collaborative ALM in an evolutionary way with lower business risk

New bridges to work items and planning

Project Management Europe Development

China

Config & Build China

Team Concert

Development Australia

EclipseTM, Linux®, Microsoft® Windows®, UNIX®, IBM z/OS®, IBM i

Rational ClearQuest or Change

Rational Enterprise-proven ALM Infrastructure

Rational Build Forge Rational ReqPro ClearCase or

Synergy

Define Build Test Deploy

New York City

North Carolina Testing Ireland

Optionally bridge to Subversion or Git


Collaborate on Product Backlogs and Sprint Plans

Steer Sprint Plan

Team

Con

cert

Qua

lity

Man

ager

Plan-item

Steer

Req

uire

men

ts

Com

pose

r

Test Plan Test Case

Collection Requirement Track

"  Increase Value

"  Improve Quality

"  Improve Predictability

Adopt in any order

In beta


Plan Collaboration improves value & time to delivery

Developers understand the business needs and test effort

Testers understand Sprint Plans and business expectations

Product owners clarify the business needs in a collection

" Creating a shared vision delivers what the stakeholders want

"  Ensuring coverage improves quality for the release and each sprint

" Whole team buy-in improves team trust, efficiency and focus

In beta


Plan Item collaboration improves quality

Developers understand user story, test effort and done criteria

Testers define and execute test cases with a clear definition of the ‘done’ criteria Product owners clarify the details of a

user story

"  Story points include test effort

"  Everyone knows what’s being developed when and by whom.

"  A Story is ‘done’ when associated tests have passed


Defect collaboration reduces cost

"  4-clicks to submit a defect with all of the information needed to reproduce the defect

"  Test execution is recorded and linked to test case

"  Test execution be linked to build

" Defects are linked to Test Executions

" Developer can navigate the links

Developers navigate test links on a defect

Testers execute tests and submit defects to RTC


User Interfaces come to you !  A common ‘delegated’ approach to artifact creation & linking in all products.

Quality Manager Test Case

Test Case & Plan item are linked in both directions

Dialog for interacting with Rational Team Concert

Click to add Plan-item Links


Linked data is visible on all artifacts

!  All roles can view the links on their artifacts.

!  Each user has their own perspective and user interface for viewing links.

!  Create, delete, navigate links on artifacts

!  Example: Developer sees the relationships on a defect


Rich hovers reveal status with a simple gesture

Quality Manager Test Case

Hover mouse over link

Status of development plan-item is revealed


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Lifecycle Queries reveal traceability gaps

!  Show which RTC plan items implement which RRC requirements


Mash-up Dashboards keep teams up to date

Developers have insight into requirements in Rational Requirements Composer

" Developers, Testers and Business Analysts can customize dashboards to suit their needs

" Add widgets from other CLM tools to stay up to date with each others work


Scale your Agile development with integrations to Enterprise Systems

!  Link ClearCase UCM change sets to Rational Team Concert work-items & use Agile planning, dashboards to track your work

!  Link to ClearQuest records enterprise change management (from RTC or RQM)

!  Produce Enterprise Dashboards using Rational Insight

!  Rational Application Developer integrates with Rational Team Concert for WAS development

!  Integrate with Rational Asset Manager to catalog team assets

Work-item links tab includes references to ClearCase Activities

Opening a ClearCase Activity link will show the activity properties in the Properties view, just as if the properties were requested from CCRC directly.


A continuous planning approach


Gartner MarketScope on Application Lifecycle Management IBM Rational Positioned as the Leader in this Segment

“IBM is one of the few vendors with credible offerings in almost all the requirements of ALM”

“IBM Rational is one of the first vendors to tell a story about integrating across the lifecycle”

“Jazz is a solid architectural foundation for further innovation”

“We rate IBM as a Strong Positive because of its current market strengths and breadth of portfolio”


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The Jazz Million Seat March Expanding the Reach of Jazz technology

!  Transforming software delivery – Making it more collaborative, productive, and transparent

!  Breaking down barriers – Offering an innovative approach to integration

based on open, flexible services and Internet architecture

!  Leveraging the power of community –  Allowing community members can interact directly

with the Jazz developers and other community members

What the leading industry analysts are saying…

Join the March! •  Over 300,000 licenses •  57,000 developers on Jazz.net •  Over 100 videos to get you started

“Breakthrough Technology” EZ Insight, Inc. Report, July 2009,

"The IBM Rational Jazz Strategy for Collaborative Application Lifecycle Management“ by Liz Barnett

“Difficult for Competitors to Equal” Julie Craig, EMA


Next steps: Resources !  Rational Team Concert Sandbox Get up and running in seconds with a

sandbox account for evaluating Rational Team Concert. Create work items, deliver source code, customize dashboards, edit plans, and more.

!  www.jazz.net/sandbox

!  Agility@Scale eKit Download the Forrester Agile Wave and get a wealth of resources for improving team flexibility and responsiveness. http://www.ibm.com/software/info/sdp/agile/index.jsp


© Copyright IBM Corporation 2008. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.

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