preliminary results cbse state of practice and experience survey
TRANSCRIPT
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Preliminary Results
CBSE State of Practice and Experience SurveyCBSE State of Practice and Experience Survey
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Why a State of the Practice Survey?Why a State of the Practice Survey?
CBSE landscape
State of the practice
Future challenges
Survey
Workshops
Partners experience
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Trends Over a 5 Years PeriodTrends Over a 5 Years Period
20012002,2003
2004,2005
Paul Allen. Component Based Development Strategies. Monthly newsletter from Cutter Information Corp. Vol XI, No 11 and 12.
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Sample CharacteristicsSample Characteristics
So far 100 organisations
125 to 150 expected
European results mainly
Europe
71%
North America
17%
South America
3%
Asia
8%
Oceania
1%
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Sample CharacteristicsSample Characteristics
SMEs well represented
1 to 2030%
21 to 10020%
101 to 50022%
More than 50028%
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Representative DomainsRepresentative Domains
2%
0%
2%
2%
1%
4%
31%
3%
1%
2%
7%
7%
7%
2%
3%
14%
3%
2%
3%
2%
0% 5% 10% 15% 20% 25% 30% 35%
Cooperation/coordinationCommunications
Customer informationDecision support
Distribution/logisticsEmbedded control
Engineering (CAD/CAM)Finance
Information provisionGraphics processing
Office automationOperating system
Personal/home softwareProcess control
ReservationResource management
SimulationSW development /CASETransaction processing
GIS
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They are not NewcomersThey are not Newcomers
More than 5 years39%
1-2 years20%
3-4 years36%
Less than 1 year5%
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RolesRoles
78%
62%59%59%
30%
24%
33%35%
29%
24%
14%
21%
7% 6% 8% 8%5%
16%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Currently
In the next tw o years
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Component ModelsComponent Models
65%
53%
34%
61%64%
56%
34%
45%
69%
0%
24%
49%
11%
33%
29%
15%
5%3%
0%
10%
20%
30%
40%
50%
60%
70%
DCOM, COM+ EJB, J2EE Webservicesbased on
SOAP/XML,WSDL
.net OMG CORBA;CCM
Other
CBD Strategies
Currently
In the next tw o years
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Why and HowWhy and How
Business goals
What kind of project are using components?
Inhibitors
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GoalsGoals
36%
19%
11% 11% 8% 7% 5% 3%
18%
18%
17%
3% 11%8% 12%
14%
15%
19%
11%
3%
18%
15%11%
8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Reduce IT Cost IT adaptability Benef it f romexternalproducts
Other Improvebusinessprocess
Leverageexisting IT
investments
Strategicbusiness
advancement
Businesspartner
compatibility
3rd Goal
2nd Goal
1st Goal
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Which Projects are Using Components?Which Projects are Using Components?
32%
5%
29% 33%
2%
23%
45%
21% 11%
42%
18% 18%21%
0%
20%
40%
60%
80%
100%
120%
R&D Experimentation Pilot Projects Selected Key projects All projects Other
3rd
2nd
1st
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Inhibitors to the Use of ComponentsInhibitors to the Use of Components
60%
49%
40%
34%
38%
43%
32%
36%
15%
19%
48%
28%
26%
24%
37%
28%
35%
29%
4%
33%
0% 10% 20% 30% 40% 50% 60% 70%
No training in how to practice the use ofcomponents
Quality of components is questionable
Not enough components available
Lack of management support
Not willing to follow standard developmentprocesses or software product standard
“Not invented here” (NIH) syndrome
Cross departmental political barriers
No component library
Other
Lack of effective software metrics
CBD Strategies
CBSEnet Survey
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Managerial and Technical PerspectivesManagerial and Technical Perspectives
Managerial35%
Technical65%
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Inhibitors from Managerial and Technical Perspectives
Inhibitors from Managerial and Technical Perspectives
12%
7%
10%
3%
10%
17%
17%
14%
4%
4%
19%
12%
8%
6%
10%
9%
11%
9%
12%
4%
0% 5% 10% 15% 20% 25%
No training in how to practice the use of components
Not willing to follow standard developmentprocesses or software product standard
Cross departmental political barriers
Lack of effective software metrics
No component library
“Not invented here” (NIH) syndrome
Quality of components is questionable
Not enough components available
Lack of management support
Other Technical
Managerial
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Components AccountingComponents Accounting49%
28%
13%10%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Accounting on the basisof component as a cost
Other Managament open toasset-based accounting
Components as an asset
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Some Preliminary ConclusionsSome Preliminary Conclusions
Immature field but widely spread also among SMEs
Quality of components questionable (managerial perspective)
The use of components is not considered an investment
Lack of training (technical perspective)
Less development from scratch (development role)
Web services seem to experiment an increase in the future
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For additional information For additional information
Pedro Gutierrez [email protected] Marisa Escalante [email protected]
Or check the following addresses:
www.cbsenet.org
www5.esi.es/cbse/ [on-line questionnaire]
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COTS Challenges
Identification, classification and characterisationThe difficulties to find suitable COTS in the marketplace; to characterise
COTS so that enough information is collected to evaluate COTS; and to classify those COTS in a way that makes selection easier.
Processes and methodsThe need to have a defined process to manage and execute COTS-based
development projects. These projects involve a new manner of developing software systems, with different ways of working at business and technical level
Legal issuesthe contractual aspects of COTS acquisition. This includes aspects like:
which laws apply to COTS, which laws protect COTS users from problems related to COTS products and COTS vendors, how to manage the impact that the COTS contracts and licenses have on the system sales, system maintenance, etc.
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COTS Challenges
Cost analysisThe evaluation of the economic feasibility of using a certain COTS against other
options (subcontracting, developing in-house). These aspects include how to estimate the cost of the system to be developed taking into account: COTS price, evaluation effort, adaptation and integration effort, training, upgrades and maintenance effort; how to estimate the cost of the changes once the system is running, etc.
Change managementManaging and controlling the different types of change that may happen in COTS-
based development projects: changes to requirements, changes in technology, COTS versions, cultural change caused by the new way of working and roles, etc.
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COTS Recommendations
Challenge RecommendationIdentification, classification and characterisation
Additional support beyond vendors specific identification schemes
Processes and methods Research
There is, but without impacting results
Legal issues Regulation and early impact analysis
Cost analysis Research
Change management Diffusion of existing experience
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Legacy Systems
Most of them started as a COTS COTS you are buying now will become legacy … what
are you going to do? How to integrate COTS with existing legacy systems?
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Legacy Systems
Questions are asked relative to the difficulties to integrate COTS products into a legacy system because of the system structure imposes more sensible requirements.
This project reveals one of the most common problems faced by the COTS userduring the integration of COTS within a legacy system that is, the system incapacityto interact with other COTS products.
On the other hand, the answers to the question Do you think the introduction of theCOTS products can really extend the life of an application was more affirmatives andagreed that a legacy system can be life extended only if the legacy system is well-
definedand well-known.Like many other terms in computing, the meaning of term “legacy system” may varyconsiderably with the context. The classical use of the term often refers to a “lessthan adequate long-standing system that nevertheless continues to be used”.However, the term has also been used to generally refer to “existing systems”.
Usingthe former definition it is clear that existing systems are not necessarily legacy.
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Legacy Systems
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COTS and Legacy Systems
Diffusion of existing experience
Change management
ResearchCost analysis
Regulation and early impact analysis
Legal issues
Research
There is, but without impacting results
Processes and methods
Additional support beyond vendors specific identification schemes
Identification, classification and characterisation
RecommendationChallenge
Diffusion of existing experience
Change management
ResearchCost analysis
Regulation and early impact analysis
Legal issues
Research
There is, but without impacting results
Processes and methods
Additional support beyond vendors specific identification schemes
Identification, classification and characterisation
RecommendationChallenge
•Additional challenges you consider relevant
•Prioritisation of challengesAre all of them equally relevant?
•Recommendations. What are your recommendations for each challenge?
Legacy Systems. •COTS and legacy integration problems.•BIG COTS become legacy in the end.