SOLUTIONBRIEF

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BillPortelliCollabNetBoardChairman,High-TechStrategyAdvisorwjportelli@gmail.com

SOLUTIONBRIEF

BillPortelliCollabNetBoardChairman,High-TechStrategyAdvisorwjportelli@gmail.com

CollabNet Board Chairmanand Co-founderManaging Director, CEO Quest

wjportelli@gmail.com

Chairman & Managing DirectorBT & BT Management Consultancy

vsr@btbt.co.in http://btbt.co.in

Bill Portelli V. Srinivasa Rao (VSR)

Lean Digital Enterprise Evolution in a Hyperconnected World

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Executive Summary

WWW.COLLABNET.COMHTTP://BTBT.CO.IN

Markedly different from the past,

today’s world is increasingly

hyperconnected. People and things

work together as a team in an

environment wherein machines,

cars, chairs, and plants interact with

clouds, IPv6, smart sensors, embedded

software, broadband, and predictive

analytics.

In this hyperconnected world, people

connect to people, people connect to

things, and things connect to things

in real time, creating new economic

opportunities. Capturing the attention

of world business and thought leaders

is the impact this has on the growth

and opportunities in integrated

applications. Case in point, the World

Economic Forum recently published a

report estimating that by 2020, there

will be 50 billion networked devices,

stating, “. . . Hyperconnectivity is going

to be for the 21st century what the

internal combustion engine was for the

20th century.“

This market shift will effect instant

acceptance or rejection of the products

and services enterprises design.

Accordingly, the new business and

technology landscape necessitates a

fundamentally different approach to

product creation and service delivery.

In retail, for example, integrated

software and services like Amazon

Dash ensure families do not run

short on supplies. Automatic refills

of household items based on current

levels and the consumption rate of

such daily supplies as coffee, milk,

and detergent will become the norm.

Household members simply push

a button on an Amazon-/retailer-

supplied device to send a request to

both the Amazon Cloud and the user’s

mobile app to confirm and receive the

packaged supplies via Amazon Prime

shipping.

Another example in the auto insurance

industry is Progressive’s Snapshot,

which the company calls “usage-based

insurance.” This service personalizes

drivers’ individual insurance rates

based on their real-world driving

habits. Progressive supplies customers

with a smart device that plugs into

each car‘s diagnostic port and collects,

captures, and sends data to the

Progressive analytics environment. Its

algorithms use such data as distance,

times at which a person drives within

a day, and sudden changes in speed

to calculate and send unique reports

and individually customized insurance

premiums to customers.

These examples demonstrate the need

for applications and services to focus

on user value-generated outcomes in

which customers are involved in the

entire journey. To compete successfully

in a hyperconnected economy,

enterprises will need to build solutions

with speed and quality that connect

people, processes, products, and

intelligent things to both their existing

and future applications.

Solutions must be capable of

responding to ambitious real-time

user needs; be available anywhere

and anytime on any platform; adhere

to rigorous privacy and security

concerns; exchange system data

at unprecedented speed, in record

amounts, and asynchronous bursts;

and be updated to users in minutes to

weeks rather than the historical weeks

to months.

To build these myriad highly

connected solutions, organizations

need to digitalize their products,

services, processes, skills, and

operating models. They will need to

leverage digital technology (DT)—

the convergence of information,

communication, collaboration, and

operational technologies—using a

new set of methodologies. These

include lean digital approaches to all

of the enterprise business functions,

as well as to technology strategy,

governance, and infrastructure; system

architectures; and apps. This requires

a new system-wide approach to

develop, test, deploy, integrate, secure,

and maintain both integrated digital

and traditional applications across

distributed platforms built by DevOps.

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New development and management approa-

ches for global product development teams

with outcomes focused on business value;

Modular architectures to extend traditional

systems of records (SOR) design to include the

proliferating systems of engagement (SOE) and

systems of things (SOT) applications.

In brief, delivering lean digital applications requires the following:

In response to this market shift and the challenges it

imposes on Senior Executives (CXOs & Heads of department),

BT & BT Management Consultancy Pvt. Ltd. is leading

a new approach to system integration. The company is

spearheading a consortium of best-in-class technology

specialists and partners, including CollabNet, to define and

implement process, technology, and development practices

to guide CXOs in this transition.

This Solution Brief outlines the business opportunities

and challenges in developing and bringing to market this

explosion of highly interconnected applications with a

business-first focus. To assist organizations in this transition,

it further describes new methods for services management

and delivery, technology stacks and architectures, and tools

and processes for application development and delivery,

including:

and

Global Delivery Model 4.0 (GDM

4.0)—a delivery model devised by BT

& BT to help companies transform

into lean digital enterprises;

A six-layer lean digital technology

foundation offered by BT & BT

and its partners that provides

the technology structure for an

organization to transition into a lean

digital enterprise, building an array of

interconnected applications; and

A scalable platform to perform

digital application development and

system integration with CollabNet

TeamForge®—an open and agile,

governed application lifecycle

management (ALM) / DevOps

environment to develop, deliver, and

integrate SOE, SOT, and SOR apps

1 2 3

Hyperconnectivity is going to be for the 21st century what the internal combustion engine was for the 20th century.

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Sections

1Introduction

Business and CXO challenges in the

hyperconnected market

2The Era of Lean Digitalization

New business and management practi-

ces to become lean digital and ready to

capitalize on new market opportunities

3Lean Digital Technology

The digital technology foundation nee-

ded for legacy IT and process evolution

4Lean Digital Apps

A new approach to develop, deliver,

and integrate lean digital apps (inclu-

ding SOE, SOT, and SOR)

The following sections comprise this Solution Brief:

Development and Delivery of Lean Digital Apps

A scalable approach to overcome orga-

nizational roadblocks and develop and

integrate interconnected applications

5

6Global Delivery Model 4.0

A new methodology for global system

integration to project manage, develop,

and deliver lean digital apps

7Summary

A summation of this paper and next

steps to get started

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Introduction

Hyperconnected solutions extend traditional IT applications and data systems to include new connections among people and things. This market shift will significantly affect peoples’ lives, business lifecycles, government, and society and is characterized by the following:

New Possibilities

• INTELLIGENT THINGS: Sensors, chips/embedded software, IPv6, broadband, and predictive/ prescriptive analytics

that give intelligence to plants, machines, equipment, appliances, and more.

• CONNECTED APPS, PEOPLE, AND THINGS: People to people, people to things, and things to things that

increasingly connect in real time. People and things work together as a team in performing the essential functions

or activities of an organization.

• AMBITIOUS NEEDS: The significantly changing behavior, attitude, needs, and expectations of people (the digital

natives).

• OMNIPRESENT INFORMATION: Instant information to get the job done from anywhere, anytime using any device

to meet people’s expectations.

• IMMEDIATE RESPONSE: Instantaneous response for people who desire instant feedback & information.

• INTERNET ACQUISITION: Peoples’ purchase decisions based on Internet search and social media

recommendations from peers and social network connections.

• SOCIAL BEHAVIORS: Opinions on products and services freely voiced by people on social media.

• SECURITY CONCERNS: People, enterprises, and governments that are highly conscious about privacy, safety, and

security.

Just as business strategies transitioned in the 20th century from Agrarian to Industrial, then Services, and finally to the Internet economy, industry is now moving into a Digital and Experience economy, driven by highly interconnected applications. During such economic transitions, organizations and industry leaders that were slow to transition to the new norm and market dynamics often lost their leadership position or went out of business. The following shows that industry is, again, at a critical turning point:

Successful transition necessitates new approaches to business and operating models, product and services development and delivery, user interaction, analytics, and security.

“In the Digital and Experience economy, growth and success of organizations and governments depend on how well they sell or offer ‘moments of experience’ to customers via their products and services and how agile they can be to ever-changing market needs.” -BT & BT

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CULTURAL MISMATCH: Organizational problems in meeting

the needs of new market segments

comprised of new-age digital cus-

tomers with different attitudes and

aspirations.

OFFERING AND SKILLS MISMATCH: The inability of existing products,

services, processes, skills, and

operations to take advantage of the

opportunities presented by highly

interconnected systems and markets.

LACK OF AGILITY: An organization’s lack of

preparedness to respond rapidly

to and implement the incremental

changes needed to be relevant in

emerging markets characterized by

extreme application interdependence

and applications.

1 2 3

In the past, many CXOs and business leaders focused on applications and infrastructure technology initiatives without considering the larger-picture business needs and implications. Today’s CXOs increasingly realize that technology initiatives should also focus on user-generated outcomes to transform and support the business.

CXO Challenges in a Hyperconnected World

“Technology is changing business focus, customer journey, products, services, processes, culture, and operating models, in addition to applications and infrastructure.” -BT & BT

Inability to establish change-management plans for: i) products and services, ii) operating models, iii) talent and culture, iv) process, and v) a modern technology foundation will cause companies to struggle to meet the needs of digital customers. It will also render those organizations vulnerable to both known and unknown competition.

From an organizational perspective, CXOs face the following challenges as they attempt to build business value and solutions in these dynamics:

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“By 2020, more than three-quarters of

[the] S&P 500 will be companies that we have not heard of yet.”

–Richard Foster, Senior Faculty Fellow at the Yale School of Management,

Yale University

“In 10 years, over 40% of [the] Fortune 500 will

not be here.”–Babson Olin School of Business

Advertisement, Fast Company April 2011

7

COLLABORATION: A steady increase in collaboration among

CIOs and their line-of-business counter-

parts.

EXPERT PARTNERS: The increased incorporation of

technology and delivery partners for

assistance with their top challenges

in search of innovation, access to the

latest collaboration and communication,

operation technologies, and speed of

digital application development and

delivery.

1 2

To address the aforementioned risk, a range of recent analyst and systems integrator studies indicate the following chief information officer (CIO) working-model shifts:

Due to these challenges, independent researchers forecast many CXOs will struggle or fail to evolve their organizations to the point where they can capitalize on market opportunities shaped by changing customer and technology dynamics.

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In the hyperconnected world, lean digital enterprises possess the following characteristics, which aid in driving the targeted business opportunities and business performance:

The Era of Lean Digitalization

A lean digital enterprise should evolve rapidly using a new management approach and process for continuous improvement. To address change-management needs, BT & BT Management Consultancy created a lean digital management approach involving a set of guiding principles that build upon hundreds of years of experience from some of the most progressive executive and technology thought leaders in the global system integration market.

“These principles install the required organizational business pillars to achieve and maintain organizational transformation. Called ‘lean digitalization,’ BT & BT’s approach merges digital and lean philosophies to bring positive change to and prepare enterprises for readiness in the Digital and Experience economy” -BT & BT

• LEAN: Focuses on eliminating non-value-add activities while digitalizing the businesses.

• EXPERIENCE-FOCUSED: Focuses on offering empowering experiences to customers—not just user, but customer—

experience, including persona definition, journey maps, and design experience to meet customers’ emotional needs.

• INSIGHTFUL: Delivers real-time recommendations and insight, enabling customers, employees, suppliers, and partners to

make the right decisions at right time.

• OMNIPRESENT: Provides information to get the job done from anywhere, anytime, on any device.

• PREDICTABLE: Leverages real-time contextual predictability for better strategic and operational business decisions.

• COLLABORATIVE: Capitalizes on real-time collaborative intelligence, innovation, and execution for business excellence.

• RESPONSIVE: Develops digital applications and infrastructure with a modular Agile architecture to respond quickly to

market demands.

LEAN Digital

Business Model

LEAN Digital

Business Strategy

LEAN Digitalize Products

LEAN Digitalize Services

LEAN Digitalize Processes

LEAN Digitalize Operating

Model

LEAN Digitalize

Culture & Work Place

LEAN Digital Talent

21st Century enterprises have to lean digitalize its business pillars to become future proof & future ready. The pillars are depicted below:

Technology has now become a driving force for businesses and significantly changing all the pillars of business. Hence it is imperative to have sophisticated digital technology foundation, digital applications and digital infrastructure powered by lean philosophy

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Lean Digital Technology

In addition to a new management approach, organizations should embrace Agile DT to migrate away from legacy IT processes and transform into lean enterprises.

A Catalyst for Nurturing Lean Digital Transformation

“Digital technology is the merging and fusing of communication & collaboration technology (CT), information technology (IT), and operations technology (OT) powered by a lean philosophy.” -BT & BT

Fusing these four technologies empowers organizations to build lean digital products, services, processes, operating models, applications, and technology infrastructure—essential pillars of a modern enterprise. Representative digital technologies include the following:

Social MediaIPv6 Cloud

InfrastructureSmarterDevices

VideoConference

WirelessBroadband

Big DataTechnologies

EmbeddedSoftware

TelepresenceShort RangeNetworks

CognitiveComputing

ArtificialIntelligence

MobileIPv6 Gamification Internet ofThings

COMMUNICATION & COLLABORATION TECHNOLOGY

INFORMATIONTECHNOLOGY

OPERATIONSTECHNOLOGY

Enterprises that focus on IT only, while ignoring communication, collaboration, and operational technologies will face serious challenges. This new digital technology foundation and approach go well beyond the IT organization (i.e., digital technologies will significantly affect every function of the enterprise business organization and will require change).

IIII

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Many of the legacy technology and information architectures underpinning the solutions that enterprises provide their customers were built over time using technologies and business strategies no longer sufficient to build highly connected lean digital apps. These legacy applications tended to focus on automation—transactional applications and interactions that are centralized and not meant to interoperate with distributed applications, people, or the modern commerce and social applications of today’s distributed multiplatform apps.

The following table compares the legacy-enterprise automation approach and its technological shortcomings to a lean digital technology foundation powered by the fusion of information, communication, collaboration, and operational technologies:

A Lean Digital Technology Foundation

Business elementAutomation based on a technology

foundation powered by information technology

Lean Digital Technology Foundation powered by {IT+CT+OT}

PROCESSES Workflows mainly focus on transactions

Digital workflows focus on omnipresent

transactions with integrated collaboration,

communication, and insight in the workflow

PRODUCTS/THINGS

Automated with proprietary operational

technologies that lack connection with

distributed people and other things

Automated with open operational

technologies that connect with people and

other things using the Internet of Things

(IoT)

SERVICESEnterprise provides customers with self-

service functionality (portals are mainly

used for the same)

Enterprise allows customers to access

services from anywhere, anytime, on any

device. It offers a personalized experience

and provides recommendations, so

customers can make timely and accurate

purchase decisions

PEOPLELeverages email and disintegrated and

proprietary collaborative tools

Leverages social collaboration tools, unified

communication, and crowdsourcing tools

Digital Technology foundation built on lean philosophy creates game changers & change makers.

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To assist organizations in transitioning into lean digital enterprises, BT & BT has defined six layers of a lean DT foundation providing the technology structure that’s capable of building diverse interconnected applications.

The following six layers constitute a technology architecture that manages the fusion of information, communication, collaboration, and operational technologies and spans customer- and operations-centric applications:

Six Layers of a Lean Digital Technology Foundation

The six-layer lean DT foundation empowers business leaders to create customer value-generated outcomes, be responsive to users, achieve desired business advantages, and collaborate with an IT organization using Agile development, delivery, and lean approaches. A lean management approach, along with the installation of this technology foundation, will transform legacy IT organizations into DT organizations—leading to innovation, business growth, and customer responsiveness.

BT & BT’s refined definition of CIO in the new hyperconnected world as follows:

An officer who deals with Communication and collaboration technologies, Information technologies, and Operations technologies.

1. LEAN DIGITAL TECHNOLOGY FOUNDATION

Lean digital technology strategy

Lean digital technology governance

Lean digital technology architecture

2. USER INTERFACE / OMNICHANNEL LAYER

Touch Voice Gesture Moods Click Keyboard

Tablet/laptop

Mobile Phone

Wearabledevices

Consoles Phablet TV

3. LEAN DIGITAL APPLICATIONS LAYER

Productivity apps Business/industryapps

Content appsInfrastructure management

apps

Systems of Records Systems of Engagement Systems of Things

4. DIGITAL TECHNOLOGY MIDDLEWARE

Social, mobile, analytics, cloud, loT, (SMACIT) Platform

5. UNIFIED DATA LAYER

Structured database Semi/unstructured database

Unified data models

6. LEAN DIGITAL INFRASTRUCTURE LAYERElastic

networksElastic computing

powerSmarter thingsElastic

storageUnified

cyber security

CIOs now have to manage the fusion of information, communication &

collaboration, and operational technologies (i.e., digital technology)

Lean digital enterprises are designed, built, and run on digital technology

foundation and lean digital philosophy (e.g., lean digital healthcare, lean

digital banks)

MOBILE ANALYTICS APPSSOCIAL ANALYTICS APPSMOBILE SOCIAL APPSMOBILE ANALYTICS SOCIAL APPS

DIG

ITAL APPS

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1 Sallie Mae, How America Saves for College

Systems of Records(SOR)

Systems of Engagement

(SOE)

Systems of Things(SOT)

12

Lean Digital Apps/ ApplicationsIntegrating Systems of Records, Systems of

Engagement, and Systems of Things

In this document, Lean Digital Applications & Lean Digital Apps will be used interchangeably.

One critical element of a lean digital technology foundation is a new approach to development, delivery, and integration of digital apps. Lean digital apps are built with the fusion of IT, CT, and OT and lean principles different from typical IT applications and go beyond traditional applications and data.

Lean digital apps connect people and things and comprise the integration of the following three different types of apps:

Transactional systems like enterprise resource planning, customer relationship management, and supply chain management (packaged and custom-built) fall within the systems of records category. SOR applications include hundreds of features and functions with complex business rules and workflows. Development and upgrade cycles for these applications are lengthy (typically spanning months).

Lighter weight mobile, social, and analytics apps are built as SOE apps—applications that interact with people and systems of things, such as machines, cars, equipment, and more. Generally, SOE and SOT contain just a few key functions and features with simplified business rules and workflows. Development and upgrade cycles for these apps are short (often only hours, days, or weeks).

SOR: Processes and transactions (IT)SOE: People and their interactions and engagement (CT)SOT: Intelligent things and their interaction with people and things (IT)

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Gartner, a leading information technology research and advisory firm, suggests IT organizations address the need to develop and integrate applications built with these features and time-to-market differences by adopting “bimodal IT,” as follows:

“. . . the practice of managing two separate, coherent modes of IT delivery, one focused on stability and the other on agility. Mode 1 is traditional and sequential, emphasizing safety and accuracy. Mode 2 is exploratory and nonlinear, emphasizing agility and speed.”

Within the scope of lean digital application development, the Mode 1 approach is typically used for SOR, while Mode 2 is usually used for SOE and SOT. Gartner further clarifies that Mode 1 and Mode 2 applications must be integrated, even while maintaining different infrastructure approaches across both modes:

“These two modes have different infrastructure needs. The organization must deliver integration across the application portfolio, but this does not demand identical infrastructure approaches across both modes. The needs of IT operations organizations and the needs of application development organizations are different and sometimes opposed, complicating the selection of solutions. . .” 1

1Best Practices for Planning a Cloud Infrastructure as a Service Strategy — Bimodal IT, Not Hybrid Infrastructure, Gartner 3 March 2015 | ID:G00273574

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TRAIT MODE 1 – RELIABLE MODE 2 - AGILE

VALUE Price for performance Revenue, brand, customer experience

OBJECTIVES

Cost reductionCost predictabilityBuilt to a specificationReliable, secure, well-managed risks

Flexibility and speedManage uncertaintyValidate, learn, pilotFail fast, fail frequently, fail small

GOVERNANCE Plan-driven, approval-based Empirical, continuous, process-based

CULTURE IT-centric, removed from customer Business-centric, close to customer

REQUIREMENTS

Predictable and known functionalityPerformance requirements are knownCapacity needs can be predicted

Requirements change frequentlyRequirements are uncertainUnpredictable capacity needs, scale to demand

RATE OF CHANGEStable, low change, incremental change

Rapid and frequent

SOURCINGMature technologyMature suppliersLong-term deals

Technology may be immatureSuppliers may be small or immatureShort-term deals

PERSONALITY Linear, step-by-step, slow but steady Inquisitive, thrives on change

CYCLE TIMES Long (months) Short (days, weeks)

1 Source: Gartner (March 2015)

Typical Traits of Bimodal IT

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Systems of Records

(SOR)

Systems of Engagement

(SOE)

Systems of Things(SOT)

15

Research by BT & BT and its business partners’ projects the various application mix today compared to 2020 as follows:

To enable this application mix and business evolution, enterprises will shift from the use of IT to that of DT, utilizing digital technology as a framework to modify attitudes and approaches by which individuals and teams build integrated application solutions for their customers and users.

ILLUSTRATIVE

TODAY

5%

10%

85%

2020

20%

40%

40%

SOT

SOE

SOR

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Development and Delivery of Lean Digital AppsRoadblocks to Development and Delivery in a

Hyperconnected World

The move toward application business strategies with highly interconnected customer-centric applications has resulted in a proliferation of development and delivery approaches by development organizations, including:

CORE SOR APPLICATIONS: Apps required to run a business

(e.g., high-value financial tran-

sactions or decision-support

systems based on data, business

intelligence, and analytics), often

historically managed in Waterfall

using ad hoc methods and tools.

SOE APPLICATIONS: People-facing, high-volume

apps typically developed and

delivered in the most agile way

possible, with processes and

toolchains optimized around

dynamically changing market-

use cases. These applications

leverage big data and analytics

to rapidly respond to customer

behavior and enable insights and

predictability.

SOT APPLICATIONS: Compulsory apps to interact

and work with intelligent things.

These represent an entirely

new set of design challenges

and principles—development

and delivery of which pose

new challenges to traditional

enterprises. These applications

leverage big data and analytics to

effect predictability in business

operations and to optimize

human interventions.

1 2 3

Recognizing the development differences between SOR, SOE, and SOT, many organizations have attempted to adapt legacy software ALM tools to assist in that effort. However, compounded by multidimensional development requirements and geographically dispersed resources, this legacy ALM approach has yielded a fractured landscape of disconnected tools, broken manual processes, and isolated team members. Thus, as companies struggle to merge independent applications into a collection of integrated and cohesive market-facing solutions, the resultant set of development tools and processes entail the following limitations:

• REMAIN DIVERGENT AND BRITTLE: Retains tool and infrastructure redundancy, development and system

integration slippages, and rising costs due to the absence of an integrated platform for continuous end-to-end

application integration and delivery

• LACK PROCESS REUSE: Limits development to deployment lifecycle visibility and implementation of common

processes to improve a company‘s development efficiency across the organization

• LACK IP CONTROL: Leads to vulnerable corporate IP software assets and usage governance

• LACK SYSTEM INTEGRATION CAPABILITY: Produces loosely, and often weakly, connected SOR, SOE, and SOT

solutions that fall short of users’ expectations for seamless interconnected applications

• INJECT SYSTEM-LEVEL SECURITY RISK: Lacks system-level requirements and a corresponding holistic

development and delivery approach to enterprise architecture and security

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An ALM Platform for Development and Delivery in a Hyperconnected World

Quantifying the extent to which organizations struggle with these disparate tools and processes on the path to multidimensional application development in the digital market, Gartner reports that 75% of enterprises experience IT bifurcation, and among them:

. . .half will fail in systematically exploiting the potential benefits of a multimodal approach, because of trying to apply a traditional IT mentality to next-generation applications and services and failing to adopt new technologies, relying on traditional vendors to solve next-generation challenges.

Successful lean digital app development and system integration is possible with the support of CollabNet TeamForge®—an open and scalable ALM development and delivery platform with an Agile environment to develop SOE and SOT apps, while simultaneously providing the governance required for SOR application development and integration.

“A migration from legacy fractured and isolated tools and processes to a highly leveraged organization that can perform lean digital development requires a fundamental change in work practices and ALM platform.” -CollabNet

2Best Practices for Planning a Cloud Infrastructure as a Service Strategy — Bimodal IT, Not Hybrid Infrastructure, Gartner 3 March 2015 | ID:G00273574

Process reuseSOR, SOE, SOTbest practices

Tool reuseSOR, SOE, SOTdevelopment

IP reuse and integrationwithin and across hyperconnected teams and system

FlexibleProcess

Templates

CollaborationArchitecture

Open ALMPlatform

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TeamForge uniquely provides development and delivery teams an Agile planning / Continuous Integration (CI)/Continuous Delivery (CD) / DevOps platform with the following three distinctive attributes:

WORKGROUP TOOL FLEXIBILITY: Workgroups building SOR/SOE/SOT applications have a wide variety of tool

needs. They can integrate many of the open source and favorite point tools that their development teams already

use and love. The result is companywide project-level development and delivery productivity, tool cost reduction,

and development flexibility.

BEST PRACTICE PROCESS REUSE: Organizations developing SOR/SOE/SOT applications can codify their best

Agile, CI/CD, and DevOps development and delivery practices into automated reusable toolchains. The resultant

organization-wide process repeatability yields significantly improved development productivity, time-to-market, and

business returns as opposed to loosely connected tools, which cannot facilitate this process reuse.

GOVERNANCE AND SOFTWARE ASSET IP REUSE: Organizations can arrange enterprise-wide projects hierarchically

into a single, organized development-community platform to reuse software IP in the context of an integrated and

secure architecture. This collaborative platform environment accelerates companywide IP reuse and innovation,

and reduces SOR/SOE/SOT system development and integration time by leveraging already-built, high-quality

software.

1

2

3

“The TeamForge platform uniquely offers an integrated suite (open to the users’ favorite tools) of collaboration tools and development tools that span the entire application lifecycle from planning to development to delivery. The result yields visibility and the capability to scale DevOps from the workgroup to the enterprise.” -CollabNet

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Agile planning tools

Dozens of Agile planning tools available, separate from ALM tools. Less than 1 of 7 projects successfully connects upstream Agile planning tools to downstream ALM tools.

Traditional, Agile, Kanban planning and tracking seamlessly integrate with all ALM tools (task, code, review, build, test, release, deploy) and collaboration tools (workspaces, wikis, discussion forums, documents, activity streams).

ALM tools: Task, code, review, build, test, release, deploy

Separate redundant and disconnected tools stitched together with scripts. Multiple point tools—often disconnected from collaboration. Poorly tested for security and scalability.

Integrated administration, look and feel, role-based access control (RBAC), path permissions, hybrid Git/SVN, open API architecture; enterprise extensions to open source tools; enterprise-grade performance, scalability, reliability, and security. Completely integrates with collaboration tools.

Lifecycle visibility and traceability, alerts, monitoring, data activity streams, reports

Fractured and disconnected data, human- and paper-based reporting, and rollups to gain full project context.

Complete lifecycle visibility and traceability with data streams and context with all tools. Integrated and secure search. Project and cross-project lifecycle reporting based on transactional data from the tools.

Collaboration tools

Myriad redundant and disconnected point tools stitched together with scripts. Mostly disconnected from ALM tools.

Project workspaces provide a home base and single portal for all ALM and collaboration tools. Development organized into secure hierarchies of categories, groups, and projects. Collaboration tools completely integrate with ALM tools.

TeamForge for Development and Delivery of Digital Technology

The following table compares the use of legacy and loosely connected environments to an integrated enterprise-wide collaboration platform to accelerate the development and deployment of highly interconnected digital applications:

TRAIT MODE 1 – RELIABLE MODE 2 - AGILE

ALM and Collaboration Tools

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Flexibility

Mixed set of flexible or highly specific point tools. Several platforms highly restrictive (either Waterfall or Agile—not both).

Supports any development and delivery process using most application frameworks and target delivery platforms.

TemplatesLoose tools render scaling of tool processes difficult, at best.

The right set of ALM toolchains codified into reusable Agile, CI/CD, and DevOps process templates.

Dashboards

Tools-specific dashboards. Loosely integrated data-warehousing strategies, and unstructured data aggregation.

Project reporting with lifecycle tools and data in context of the complete software app lifecycle. Reporting spans projects, groups, and categories.

Process Reuse of Development and Delivery Practices

Project hierarchyNone or flat. Each loose tool has its own specific and independent project structure.

Secure, roles-based access governance of people, tools, actions, and data organized into categories, groups, and projects. System view drives integrated digital SOR, SOE, and SOT IP asset reuse and integration.

Cross-Project reporting and visibility

None. Roles-based cross-project and cross-hierarchy visibility and reporting of tools, data, and people.

Search and securitySearch limited to individual tools. Security limited to individual point tools.

Full platform and cross-tool, cross-project, cross-hierarchy search with integrated data archiving; complete role-based security.

Administration Separate for each ALM and collaboration tool. Many OS tools are command-line driven.

Common UI for admin across all platform ALM and collaboration tools.

Collaboration Architecture for IP Asset Reuse and Integration

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Global Delivery Model 4.0Over the past two decades, global systems integrators mastered a structured Global Delivery Model (GDM) built on a strategy of program-management excellence focused on well-defined client SOR requirements and applications. Thus, many existing GDM client-management processes, skills, project-management tools, and software development tools and processes are well suited to meet the needs of these SOR applications.

The existing GDM, however, falls short of the more agile and responsive methods organizations require to develop SOEs and SOTs (which are often exploratory in nature and developed without clearly known requirements). Traditional system integrators who persist in using traditional GDM approaches rather than transitioning to a more responsive model will struggle to participate in the new hyperconnected app economy.

To facilitate project management, development, and delivery of lean digital apps, a new approach for global system integration services is emerging. BT & BT has devised a new delivery model—GDM 4.0—that is purpose built to the digital age and supports bimodal delivery. The following table illustrates the main differences between GDM and GDM 4.0:

ELEMENTS GDM GDM 4.0

Technology era Mainframe, miniframe, client/server, Internet era (people and processes)

Social, mobile, analytics, cloud, IoT, AI technology era (people, processes, and things)

Strategic partnerships for delivery

Mostly a one-stop-shop mindset, not many delivery partnerships

Partnerships with digital specialists in the form of memorandum of understandings (MOUs), joint ventures (JVs), etc.

Metrics focusImprove time, cost, quality, total cost of ownership (TCO), availability,

Improve business outcomes

Project idea to production by customer

6+ months Hours, days, and weeks (continuous delivery)

Global Delivery Model 4.0 (GDM 4.0)

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ELEMENTS GDM GDM 4.0

Application-Services focus

Develop and manage SORs. Few apps, but each has hundreds of features, complex business rules, and workflows

Support IT organizations with TCO and to keep lights on

Develop and manage SOEs and SOTs. Many enterprise apps built under the ‘enterprise app store’ umbrella. Each app has one or two features, simple workflows, and business rules

Support business organizations to bring differentiation innovation at speed

Infrastructure-Services focus

Management IT infrastructure—mostly wired networks, fixed computing, and storage power; relatively easy security

Manage DT infrastructure (IT+CT+OT)—elastic heterogeneous networks (wired, wireless, M2M), elastic computing, elastic storage, smart devices, machine gateways

Knowledge management system

Less collaborative across development applications and groups

Used across all applications and groups; includes users

Distribution of work Onsite, nearshore, offshore Onsite, nearshore, offshore, distributed cloud providers

Project lifecycle Waterfall, iterative Agile, DevOps, Scrumban

Mode of sourcing Insourcing, outsourcingInsourcing, outsourcing, and crowdsourcing

Project mix Project portfolio—few medium- and large-sized projects for stability

Project portfolio—many small projects for exploration and innovation

Automation in service Low Very high

Production release Monthly Twice per day or week

Testing cycle 1–2 weeks Less than 4 hours

Convergence of project management & application life cycle

Very low (traditional project-management tools, minimal focus on ALM tools)

Very high (high usage of Agile project-management and ALM tools)

Delivery analytics for excellence

Nonexistent / very lowHigh leverage of descriptive and predictive analytics for service delivery

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ELEMENTS GDM GDM 4.0

Culture Rigid, slow, partially collaborative Agility, hyper-collaborative, exploratory, innovative

Skills Plan, Do, Check, Act (PDCA)

PDCA, mobile-social project management, multi-country legal/regulatory awareness to operate in cloud, virtual project management (telepresence, Skype, Google Hangout, etc.), Gen-Y management

Team size per project 10–15 members 3–4 members (rock stars)

Resource mobilization Easy to mobilize resources with large focus on IT skills

Difficult to mobilize resources with skills in DT (IT, CT, and OT areas)

Follow the sun execution

Yes Yes

World-Class physical infrastructure

Required, employees work from the office with sophisticated infrastructure

Not required - Connected clients & employees enable anywhere, anytime, any device execution

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SummaryToday’s increasingly hyperconnected world encompasses capabilities far beyond traditional IT applications and data. This new market is one wherein a connection lies among people and things. These connected applications and things significantly affect peoples’ lives, business lifecycles, government, and society. The hyperconnected world demands the development of applications and systems that connect people and intelligent things in social, omnipresent, intelligent, and real-time experiences, as well as traditional SOR and SOE applications.

An organization’s success in the new Digital and Experience economy will depend on how well they sell or offer moments of experience to consumers or businesses via their products and services, as well as how agile they are in the face of ever-changing market needs. Due to the challenges of traditional business and development cultural behaviors, organizational-skills mismatch, lack of agility, and technology strategies, many organizations will struggle and/or fail to evolve to the point where they can capitalize on the market opportunities emerging from this highly interconnected environment.

Global system integration suppliers that currently support CXOs in their transformational initiatives must also evolve. Over the last 20 years, global system integrators conceived of and mastered a structured GDM characterized by processes built around well-defined client requirements that often focus on more stable SOR app development, testing, and maintenance. The existing structured GDM is now evolving to provide the responsive methods needed to develop and support SOEs and SOTs.

Accordingly, this evolution requires: i) new methods for services management and delivery; ii) the insertion of new technology stacks and architectures; and iii) new tools and processes for enterprise-scale app development and delivery. To that end, BT & BT and CollabNet offer the following:

BT & BT’s new GDM 4.0 delivery

model to assist companies in

their transformation to lean digi-

tal enterprises;

BT & BT’s six layers of digital

technology foundation, which

provides the technology

structure for organizations

to transition into lean digital

enterprises, enabling them to

build an array of interconnected

applications; and

CollabNet TeamForge®

for enterprise-scale digital

application development and

system integration with the

support of an open and scalable

ALM development and delivery

platform. TeamForge delivers

an Agile DevOps environment in

which to develop and integrate

SOE and SOT apps, while

simultaneously providing the

governance required for SOR

application development.

1 2 3

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The combination of a GDM 4.0 delivery model, lean DT foundation, and the CollabNet app development and delivery platform can empower organizations to do the following:

Seize new business

opportunities emerging

in the hyperconnected

world

Build a new set of solutions with customer

value-generated outcomes that connect

intelligent things to their existing and future

applications

Be responsive to the

ambitious real-time

needs of the modern

user

Build applications that

are available anywhere,

anytime, on any

platform

Ensure the privacy

and security of

data exchange

between systems at

unprecedented speed

and quantities

Update and field solutions

to users in days and weeks

rather than weeks and months,

significantly driving top-line

revenues while simultaneously

decreasing application

development, delivery, and

integration costs

And, most importantly:

SOLUTION BRIEF

Consulting, training, and education—globally recognized leaders in training and consulting on Agile/Scrum methodologies

and tools at the project level that scale to achieve overall enterprise agility, including:o AGILE TRAINING—certified ScrumMaster, Scrum Product Owner, and Agile coaching to

help your organization transition to a highly iterative and collaborative project manage-

ment, development, and delivery organization.

o ENTERPRISE AGILE TRANSFORMATION—to extend to enterprise-wide agility to deve-

lop and integrate hyperconnected applications, organizations must look beyond point

tools and project-level Agile software development processes. They must develop a “big-

ger picture” plan for enterprise business agility. CollabNet can get you started through

a comprehensive assessment and the provision of specific recommendations that cover

Enterprise SCM, Agile Development, and Agile Delivery & DevOps. CollabNet’s Blueprint

for Enterprise Agility Assessment includes an economic return model that CollabNet

develops in close collaboration with each customer.

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Getting Started

The path to becoming a lean digital enterprise capable of building interconnected applications may not be clear to your organization on commencing this journey. Fortunately, BT & BT, its consortia members, and CollabNet are already helping companies with this transition, allowing organizations to get started and scale quickly. CollabNet and BT & BT are here to help your organization get started.

CollabNet TeamForgean open and scalable ALM development and delivery platform recognized for 12

consecutive years as SD Times 100 “Best in Show” winner in the ALM and Development

Tools category, enabling:

For help transitioning your organization from disparate and disconnected application development tools and processes into an enterprise characterized by agility, repeatability, IP reuse, and measurability of your development, delivery, and system-wide integration of bimodal applications, contact CollabNet. CollabNet offers the following to get your organization started:

CollabNet

o TRACEABILITY ACROSS BEST-OF-BREED TOOLS—integrated best-of-breed open source

and commercial development tools (Agile planning, SVN, Git, Jenkins, JIRA, Nexus, and

much more). These tools drive end-to-end project visibility and reporting to optimize and

refine your development process and support your governance and compliance needs—

both within and across development projects.

o HYPERCONNECTED APPLICATION DEVELOPMENT—develop SOE and SOT apps,

provide the governance required for SOR application development and integration, and

maintain the highest standards of governance, compliance, and IP security.

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Enterprise 4.0 Solutions—consulting and services to help organizations:

For help understanding lean digital thinking, to assist your organization in its transformation to a lean digital enterprise (or adopting a six-layer digital technology foundation for organizations to transition into lean digital enterprises), contact digital age solutions provider, BT & BT.

BT & BT is an “integrated business technology” integration solutions provider specialized in “lean digitalizing” organizations by leveraging lean digital thinking powered by digital technologies.

To get your organization started, BT & BT will help you architect and implement a lean digital business blueprint through system integration and program management of its best-in-class specialists and partners:

BT & BT

o Develop a lean digital business strategy to architect a lean digital future

o Improve customer experience to create lifelong clients

o Implement lean digital workflows and cultivate lean digital talent

o Insert lean digital technology, including design and implement strategy, governance,

platforms, custom apps, and infrastructure

Construction 4.0 Solutions—specific solutions focused on the construction industry, including:

o A project management system implementing lean digital approaches

o Lean digital project management and consulting from pre- to post-construction

o The insertion of lean digital technology, including design and implement strategy,

governance, platforms, custom apps, and infrastructure

Learning 4.0—training and education focused on improving organizational talent for companies in the

banking, retail, hospitality, and construction markets (with a focus on knowledge transfer in

the areas of lean digital):

o Talent strategy

o Talent mentoring and coaching

o Learning platform

o Training

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About CollabNetCollabNet® is the founder of Apache™ Subversion® and a pioneer in cloud-based application lifecycle-management solutions for collaborative agile software delivery at scale. CollabNet provides industry-leading products, plus Agile consulting and training services to help organizations develop and deploy software faster. CollabNet’s flagship product, TeamForge®, provides customers with an open and extensible collaborative application development and delivery platform to increase collaboration and application release efficiency across larger, distributed teams. TeamForge users also gain better governance with enhanced visibility and traceability across the software development lifecycle. For smaller teams, CollabNet provides CloudForge®, a cloud-hosted version of Subversion, Git, and TeamForge that enables fast project starts on demand. CollabNet has been recognized for 12 consecutive years as SD Times 100 “Best in Show” winner in the ALM and Development Tools categories and is consistently positioned as an ALM tools leader within Tier 1 industry analyst reports.

About CollabNet TeamForge®

TeamForge, CollabNet’s flagship product, is the industry’s only open and extensible collaborative software development and delivery platform for distributed teams. It helps organizations of all sizes improve their collaboration, agility, processes, IP, and tools via a centralized, secure, web-based system. With TeamForge, entire organizations develop and deploy software and become more agile at scale using CI, CD and DevOps methods, with the ability to scale to tens of thousands of users.

For more information, please visit www.collab.net

For more information, please visit http://www.collab.net/products/teamforge

About BT & BTBT & BT’s mission is to create a better today and better tomorrow for organizations and people. The company is an integrated business technology consulting and system-integration solutions provider specializing in lean digitalizing organizations by leveraging digital technologies and lean digital philosophy. BT & BT architects and implements a lean digital business blueprint for its clients by system integrating and program managing best-in-class technology specialists and partners.Economies are evolving to a fourth phase: Agriculture economy (1.0), Industry economy (2.0), Services economy, Digital and Experience economy (4.0). BT & BT offers Enterprise 4.0 and Construction 4.0 solutions powered by lean digital approach aligning with the Digital and Experience economy. Enterprise 4.0 solutions include lean digital business strategy, customer-experience management, and lean digital business-process design solutions. Construction 4.0 solutions include lean digital construction project-management solutions.

For more information, please visit http://btbt.co.in

BT & BT Management Consultancy Pvt Ltd401, Sai Sarda Enclave,Road #12, Banjara Hills,Hyderabad-500034, India✉ vsr@btbt.co.in

CollabNet, Inc.4000 Shoreline Court, Suite 300 South San Francisco, CA 94080 Tel: +1 650.228.2500 Fax: +1 650.228.2501 www.collab.netinfo@collab.net

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linkedin.com/company/collabnet-inc

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