systems and software trends critical success factors in process walker royce ibm software group
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Systems and Software Trends Critical Success Factors in Process Walker Royce IBM Software Group. What we see …. Geographic distribution of business - The new norm Work aligned to markets and customers Evolution of right-sourcing Leveraging distributed development. - PowerPoint PPT PresentationTRANSCRIPT
IBM Software Group
®
Systems and Software TrendsCritical Success Factors in Process
Walker RoyceIBM Software Group
IBM Software Group | Rational software
Geographic distribution of business - The new norm Work aligned to markets and customers Evolution of right-sourcing Leveraging distributed development
Open architecture
Open standards
Opensource
Open computing
Modular systems - Greater flexibility Maximize investments: Reuse components Increase flexibility: Interoperable systems Accelerate initiatives: Scalable and agile
Accommodating compliance - The new necessity Management reporting, audit support
• Sarbanes Oxley, HIPAA, 21CFR11, Basel II, EASHW
IT, systems, project and product level accountability• ITIL, COBIT, COSO, ISO 900x, Six Sigma
Development compliance level• Change management of assets, traceability• CMM/CMMII, RUP, DODAF
Open computing - A new route to collaboration and innovation
What we see …
IBM Software Group | Rational software
PROJECT DRIVEN BUSINESS DRIVENTRADITIONAL CURRENT REALITY
Co-located teamsTechnology ledVendor lock-in
Application silos
Geographically distributedCompliance
Open computingModular systems (SOA)
Right-sourcing
Standards
BUSINESS TRENDS
Business Driven DevelopmentEnabling organizations to govern the business process of software and systems development
Evolving software and systems delivery
IBM Software Group | Rational software
System Cost/Time Estimation
IBM Software Group | Rational software
Business Driven Development
Increased revenues Better quality Differentiated products, systems
or services Earlier time to market
BetterBusiness
= Revenue
CostGrowth*
Reduced costs through SOA, GDD, Automation Better software economics Smaller development teams Faster development cycles Rightsized processes and skills Effective architectures and reuse
Improved Reputation Better Governance Attractiveness to customers
UL stamp Attractiveness to workforce
“Best company award”
SOx, CMMI, ISO 9000, HIPPA, CFR11
Openness, Standards Track record of performance
IBM Software Group | Rational software
Software Governance
ProprietaryNot Integrated
100% Custom
Ad-hoc
Mix of Proprietaryand CommercialNot Integrated
30% Reused Assets70% Custom
Repeatable
CommercialIntegrated
Processes-Tools
Managed andMeasured
Tools
Complexity
Process
1960s-1980s 1990s-2000s 2005+
Project Performance
Predictable Unpredictable Predictable
70% Reused Assets30% Custom
over budget,over schedule
Infrequentlyon budget,
on schedule
Frequently on budget,
on schedule
CollocatedOJT
CollocatedSoftware Skills
DistributedSystems/Software
ProfessionalsTeam
10% 25%-33% 50% +Success Rate
IBM Software Group | Rational software
Development Governance
Definition Application of governance to
Development organization Development programs
Context May be part of IT Governance May be part or whole of product
development May be service
Governed Processes Program
High Variance• Analysis• Design• Development planning
Medium Variance• Implementation• Iteration planning• Version control• Build/Integration/test
Low Variance• Maintenance/Test• UCM• Product Data Management
Organization Portfolio Management
• Qualitative Estimation Service delivery Asset management
IBM Software Group | Rational software
Four Patterns of Success Scope management Asset based development
Solutions need to evolve from user specifications AND user specifications need to evolve from candidate solutions. • As opposed to getting all the requirements right up front.
Process management Rightsize the processProcess and instrumentation rigor evolves from light to heavy.
• As opposed to the entire project’s lifecycle process should be light or heavy depending on the character of the project.
Progress management Honest assessmentsHealthy projects display a sequence of progressions and digressions.
• As opposed to healthy projects progress to 100% earned value with a monotonically increasing and predictable plan.
Quality management Incremental demonstrable resultsTesting needs to be a 1st class, full lifecycle activity.
• As opposed to a subordinate, later lifecycle activity.