Wish List for IT Project Teams

Transcription

1 Increasing Application Development Productivity: Wish List for IT Project Teams John Cingari, Chief Marketing Officer, Active Endpoints Mike Gualtieri, Senior Analyst, Forrester Dr. Michael Rowley, Chief Technology Officer, Active Endpoints 1

2 Agenda The Future of Application Development Mike Gualtieri Introduction to Active Endpoints John Cingari Using ActiveVOS Dr. Michael Rowley Panel Q&A Next Steps 2

3 Send Us Your Questions Click the double arrow to collapse the control panel Click the maximize button for the best resolution Please enter questions in the Questions area 3

4 Forrester The Future Of Application Development Mike Gualtieri 4

5 The Future Of Application Development Mike Gualtieri, Senior Analyst February 23, Forrester Research, Inc. Reproduction Prohibited

6 How can application development professionals be more valuable in the future?

7 Agenda What trends are driving the future? Popular approaches are a dead-endend A developer s wish list Recommendations Forrester Research, Inc. Reproduction Prohibited

8 The future of app dev depends on how well you can meet the changing g needs of business and IT We can t keep up with the changes. How do we redesign our web application? The business doesn t know what it wants. Two megatrends form the basis of this analysis. The business keeps changing g its mind. Will our architecture support the business requirements? Results have improved after we adopted Agile methods, but not enough. We have to improve the user experience. Change is continuous. How can we reduce platform costs?" Forrester Research, Inc. Reproduction Prohibited

9 Megatrend 1: Faster change Fast change Application can be changed as fast as needed to meet customer and business requirements. Costeffective change The cost to change an application does not exceed the value of the change. Adaptability

10 Megatrend 2: Great user experience Useful Usable Desirable Users can accomplish their goals. Users can easily perform tasks. Users enjoy their experience. User experience

11 Some people say that I invented the Internet. Information superhighway

12 The invention of WWW started a meteoric change in IT application development It caught everyone by surprise: technology vendors, businesses, developers Remember $150 per hour HTML developers: Yee ha. Remember cgi-bin: Huh. Remember the end of brick-and-mortar companies: Gasp. Remember the stock market: Yee ha. Sun Microsystems moved quickly to take advantage by selling servers and offering Java as the platform for Web development. Most other software vendors, such as Microsoft, were caught off guard, and Java became the de facto Internet development standard for enterprise Web application development: Along with supporting technologies such as HTML and JavaScript. Other vendors followed with alternative technology such as Adobe ColdFusion, Microsoft Active Server Pages (ASP), and others Forrester Research, Inc. Reproduction Prohibited

13 Wildly desirable business applications must strike the right balance among these seven qualities Quality 1 Experience 2 Availability 3 Performance 4 Scalability 5 Adaptability 6 Security 7 Economy What it means Users perceptions of the usefulness, usability, and desirability Great of the application user experience The readiness of an application to perform its functions when needed The speed with which an application performs a function to meet business and user expectations Handle increasing or decreasing volumes of transactions, ti services, and data The ease with which application can be changed or extended Faster change Supports the security properties of confidentiality, integrity, authentication, authorization, and nonrepudiation Minimize the cost to build, operate, and change an application without comprising its business value Forrester Research, Inc. Reproduction Prohibited

14 Agenda What trends are driving the future? Popular approaches are a dead-endend A developer s wish list Recommendations Forrester Research, Inc. Reproduction Prohibited

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16 A taxonomy of software: We are interested in software that enterprises develop Systems Development Applications Operating Systems Programming languages Business capabilities System utilities Development platforms Web Device drivers Databases Mobile Embedded controllers Development tools Games Application servers Productivity task tools Forrester Research, Inc. Reproduction Prohibited Embedded applications

17 Enterprises business applications enable business capabilities and serve customers directly Business capabilities apps Web apps Mobile apps Business process ecommerce ecommerce Content & Collaboration Customer service Customer service Task productivity apps Content, media, & games Content, media, & games Process control Marketing Locationbased Marketing Forrester Research, Inc. Reproduction Prohibited

18 Does popularity = the best choice for business application development in 2011 and beyond? Past performance is no guarantee of future results Forrester Research, Inc. Reproduction Prohibited

19 Our old ways haven t been working so well Standish Group CHAOS Summary 2009 report 32% of projects succeeded 44% were challenged 24% failed Two-thirds (68%) of projects failed or were challenged in some way Forrester Research, Inc. Reproduction Prohibited

20 Agenda What trends are driving the future? Popular approaches are a dead-end A developer s wish list Recommendations Forrester Research, Inc. Reproduction Prohibited

21 Application developers toolbox wish list 1. Dramatically increase development productivity. Fast to learn Offload burden of plumbing to allow developers to focus on UX and business requirements 2. Designed to help developers achieve seven qualities of great software. User experience, availability, performance, scale, adaptability, security, economy 3. Empower business developers. Delegate some change to business people. Delegate some long-tail app development to business developers. Developers don t get bogged down by non-strategic app development and changes Forrester Research, Inc. Reproduction Prohibited

22 Goal: Fewer costly development iterations Strategy: Better design and better tools Each revolution of the wheel costs time and money Design Size of wheel is the cost of the team Each revolution incurs the full cost of the team Development 4 design revolutions = 1 development revolutions Forrester Research, Inc. Reproduction Prohibited

23 One perfect solution would be wonderful? Unfortunately, perfection in one solution does not exist Forrester Research, Inc. Reproduction Prohibited

24 Forrester Research, Inc. Reproduction Prohibited

25 Fill your toolbox wisely Forrester Research, Inc. Reproduction Prohibited

26 A combination of tools and platforms is necessary (1 of 2) App development productivity platforms (ADPP) Specifically designed to make enterprise business application development for productive: BPM, CEP, Rules, SOA, UX Cloud ADPP ADPP applications deployed on cloud infrastructure Content & collaboration platforms To avoid reinventing the wheel New programming languages and frameworks To develop services to include traditional programming languages and emerging programming languages Forrester Research, Inc. Reproduction Prohibited

27 A combination of tools and platforms is necessary (2 of 2) Business process management (BPM) To implement business processes Business rules management (BRMS) To automate business decisions Business event processing (aka CEP) To detect and act on patterns of business events Business intelligence (BI) To analyze past performance and build more predictive models Enterprise Data And Application Integration To connect with legacy applications and data Forrester Research, Inc. Reproduction Prohibited

28 You must make smart design, process, and toolbox decisions to develop better p apps, faster.

29 A large telecommunication firm has 38 business processes for small business provisioning services How would you tackle this in Java? Business process management lets IT professionals focus on designing and implement business processes. Better user experience Faster change Forrester Research, Inc. Reproduction Prohibited

30 A huge casino must continuously improve surveillance How would you tackle this in Java? Complex event processing (CEP) is used to correlate events such as dealers, players, table amounts, time of day, etc. Faster change Forrester Research, Inc. Reproduction Prohibited

31 Business event architecture is one example of how these tools, together, enable faster change Some tools focus on finding the model Some platforms focus on implementing the model Step 1 Find the model Step 2 Implement the model Step 3 Act on the model Analytics Complex Event Processing (CEP) Business Process Management (BPM) Forrester Research, Inc. Reproduction Prohibited Business Rules Management (BRMS) Service-oriented architecture (SOA) Data Visualization

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34 Agenda What trends are driving the future? Popular approaches are a dead-end A developer s wish list Recommendations Forrester Research, Inc. Reproduction Prohibited

35 Your future value as an application development pro depends on the choices you make.

36 Megatrend 1: Get faster If you can t change faster enough, your business may be toast.

37 Megatrend 2: Design better user experiences If you get the UX wrong, then nothing else matters.

38 Which of your competitors have found better ways to develop and change applications faster?

39 Recommendations Do not think how you can develop Java or.net applications faster. Instead, think how you can develop applications faster. Don t make Java or.net your default application development solution This opens your mind to look outside Java to these alternatives. Create a new toolbox to develop applications faster Set an architectural path toward more productive application development toolbox Fill your toolbox with more-productive platforms such as BPM to deliver on new requirements. Create a What tools are best suited for this application? checklist. Embrace an learn user experience e best practices ces Remember, if you don t get the user experience right then nothing else matters Use tools that let you focus on the business value rather than bog you down with plumbing Forrester Research, Inc. Reproduction Prohibited

40 Why not go for the gold?

41 Thank you Mike Gualtieri Twitter: mgualtieri Forrester Research, Inc. Reproduction Prohibited

42 Forrester Research, Inc. Reproduction Prohibited

43 Active Endpoints, Inc. Founded Headquarters Technology 2003 Waltham, MA SOA, BPM and application development Our Focus Providing a process automation platform for building custom, service based applicationsfor ITProjectTeams Teams Unique Value Easy to adopt and use 100% standards based Affordable 43

44 Sample of Diversity of BPM Projects MEDIA & ENTERTAINMENT Content preparation INSURANCE Claims processing TELECOMMUNICATIONS Order management ENERYGY & UTILITIES Automated meter reading FINANCIAL SERVICES Mortgage loan origination RETAIL Purchase order approvals TRANSPORTATION Locomotive manufacturing workflow AGRICULTURE Livestock disease control EDUCATION Student enrollment workflow HEALTHCARE Clinical/bio based workflow PUBLIC SECTOR DEFENSE FBI National Identity Program PUBLIC SECTOR CIVILIAN Mapping data system 44

45 Europe s Leading Telecom Uses ActiveVOS Problem Open source system couldn t scale Couldn t handle complex logic Lacked reporting features Solution Utilized unique prototyping method Rapidly integrated and automated billing & provisioning with Web services Tracked hundreds of critical customer issues Result Delivered in 4 months with 3 staff 12x transaction growth in 1 year Included 50 business processes; 20 integration ti points; hundreds d of Web services $6.7B multi-national 30m subscribers in 10 countries Mobile: 60% revenue ActiveVOS easily cut our development time in half. Dennis Leibenzons, Activation Manager 45

46 Active Endpoints Using ActiveVOS Dr. Michael Rowley 46

47 ActiveVOS Standards-based BPMS BPMN 2.0 modeling BPEL 2.0 execution BPEL4People & WS-HumanTask WS-*, including WS-Policy REST, JMS, EJB and others Full featured Modeling, simulation, testing, ti debugging, monitoring, reports, instance repair console, etc. Easy to learn try buy Lean, well integrated, well documented Customers successfully implement their own POC 47

48 Typical Layered Approach to Processes BPM Managed Human Activity BPM Service Consumers Shared Services BPM-managed processes and human tasks Human task management is proprietary Process Shared services are consumed only Process Result Process Process locked into the BPM platform Processes can t be composed and reused external to the BPM platform Does not promote process consumption as a service 48

49 SOA Architecture for BPM BPM processes consume and are consumable Process Processes can be composed Process Shared Services Process should use and provide services Processes must be composed and reusable Processes and human activities must be standards-based Processes cannot be locked into the BPM platform Process Services interact with the task management system Users can consume services directly 49

50 ActiveVOS Components Managers, Staff BPM Implementers with Domain Experts BPM Operations ActiveVOS Central Access tasks, processes, graphs and reports. Ati ActiveVOS VOSDesigner Using BPMN 2.0 to create, test and deploy processes. ActiveVOS Console Process administration, exception management, monitoring and root cause analysis. Perform Task Deploy Task Management Escalation Notification Start Task BPM Engine BPEL, BPEL4People Communication WS, JMS, REST, JSON, EJB/POJO WS HumanTask Alert and Event Processing Reporting Management Policy Java Application Server 50

51 Panel Q&A Submit your questions 51

52 Summary: ActiveVOS Prototyping should be done in 30 days Initial production can be done in 90 days Using ActiveVOS enables fast prototyping 30 days Using ActiveVOS enables fast implementations 90 days 52

53 Next Steps: Visit activevos.com 1. Evaluate ActiveVOS with a self-guided proof of concept (POC) 2. Attend the March 1 CTO Tuesdays webinar featuring Dr. Michael Rowley Register: 3. Explore hundreds of technical resources specially designed for developers and architects 4. Review our webinar archives over 50 available! 5. Contact us: John Cingari: john.cingari@activevos.com Michael Rowley: michael.rowley@activevos.com 53 Mike Gualtieri: mgualtieri@forrester.com