Improving IT Agility with Rational Collaborative Lifecycle Management

Transcription

1 IBM Software Group Improving IT Agility with Rational Collaborative Lifecycle Management Transforming software delivery through Collaborative Lifecycle Management Innovation for a smarter planet 2009 IBM Corporation

2 Agenda 1 The Defining Challenge of IT 2 ALM Imperatives 3 Collaborative Lifecycle Management for IT Agility 4 Demonstration 2

3 Software is the invisible thread that drives business innovation Example of software-driven "systems of systems" used to deliver emergency cardiac care within a six-minute response window. Ambulance Dispatch Ambulance Fleet Inventory Route Optimization Traffic Control Management Electronic Health Record Cardiac Specialists Ambulance Transport Patient Cardiac Center Emergen cy Room Remote Monitoring and Data Diagnosis

4 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 Customer Facing Systems Customer Service Portal Web portals z & Storefronts Mobile Apps Sales & Service Partners YOUR BUSINESS Outsourced, Contract & OEM Development Partners Order Processing, Billing & Collections Customer Relationship Management Back-End Systems HR, Payroll and Administrative Systems 4

5 Silos create barriers to effective software delivery Only 34% of software projects are deemed successful, costing $300B annually 1 Only 22% of executives felt that their IT and business strategy were tightly integrated 2 Requirement-induced delays cost US businesses over $30B annually. 3 1 CHAOS Chronicles v , The Standish Group, June 30, Roger Roberts, Johnson Sikes, "IT's Unmet Potential", McKinsey Quarterly, November US Dept. of Congress, Planning Report, 2002

6 What is Application Lifecycle Management? 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. Wikipedia

7 ALM Algebra IBM Software Group Rational software 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 Requirements Modeling Coding Change management Configuration mgt Build Testing Project management Application Lifecycle Management business

8 ALM is about connecting the boxes Project/Planning Requirements Development Testing Business Drivers Iterations Sign-off Contract Risk Assess User Involvement Use Cases Nonfunctional Sign-off Contract Risk Assess Threat Model Test Requirements TDD Build Management Static Analysis BVT Source Management Pair Programming/ Code Review 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

9 Gartner: Five principal benefits of ALM 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 Gartner, MarketScope for Application Life Cycle Management, Research Note G , December 2008, p. 2.

10 Agenda 1 The Defining Challenge of IT 2 ALM Imperatives 1. Real-Time Planning 2. Traceability 3. Continuous Process Improvement 4. Development Intelligence 5. Agile Collaboration 3 Rational Collaborative Lifecycle Management 4 Demonstration 10

11 Imperative # 1: Real-Time Planning 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 11

12 Imperative # 2: End-to-end traceability Which requirements are addressed in this iteration? Are all of the requirements tested? What s the quality of the high priority requirements? Analysts What defects are reported against which requirements? What requirements am I implementing? How can I recreate the last version to do a patch? Developer What test uncovered this defect, on which environment and what build? What changes occurred overnight? Analyst Release Engineer Can we pass an audit? Project Manager How can I standardize when teams use different tools? Where are the bottlenecks in our processes? Quality Professional What is the quality of the build? What has changed that I need to test? What defects have been addressed since the last build? How can I speed up my builds? Are we ready to release? What defects were resolved in this release? What tradeoffs can we make to release on time? Are build times getting longer or shorter?

13 Imperative # 3: Continuous process improvement Choosing the right process Waterfall development When stability is the primary driver WATERFALL Iterative development When stability and change are equal players Agile development When change is the primary driver

14 Making process executable Process Architect Step 1: Customize Project Manager Step 2: Enact Variant #1 Scrum Project A Agile Product Owner Scrum Master Team Member Variant #2 Iterative Project B Iterative Analyst Developer Quality Release Professional Engineer Variant #3 Waterfall Project C Waterfall Analyst Developer Quality Professional Release Engineer

15 Imperative # 4: Development Intelligence How important is measurement? Statistical outcomes: Projects with strong versus weak measurement practices Strong Weak Fortune 500 firms with: Quality measures: 45% Productivity measures 30% Complete measures: 15% Source: Capers Jones, Measurement, Metrics and Industry Leadership, 2009 and Software Engineering Best Practices, McGraw Hill, 2010

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

17 Imperative # 5: Agile collaboration www Silo d teams; disconnected data Chat and discussion threads disconnected from project activity Important discussions are lost to 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 17

18 Agenda 1 The Defining Challenge of IT 2 ALM Imperatives 3 Collaborative Lifecycle Management for IT Agility 4 Demonstration 18

19 Agile has gone mainstream 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 Agile development methodology and associated techniques are being used by over 9 million developers (64%) worldwide. *Evans Data Corporation, Global Developer Population and Demographics Report 2009, p.9

20 Collaboration across Agile teams Adopt in any order, at any time -,.,/#0,"(!"#$%&'()*+,"! 1%2/3'4(!"#5,663#+2/(! "#$%#&!'&#(!&)*(+#&,!(-%.&! )/#!0(*1'2)!3-2.4*5!! 64-%!)/#!+)#(-7*%!-!3-2.4*5! *8!'&#(!&)*(+#&!! "#9#4*0!:!1#4+9#(!2/-%5#&!! ;*%7%'*'&4<!3'+41!! =#&)!:!>-4+1-)#!'&#(!&)*(+#&!! ;*A0*&#(!!"#$"%&%'($)% *(+),-.%?-7*%-4!=#-A! ;*%2#()! /0$1%&%/02%!"3"+45% <,0.$%=,($5%?-7*%-4!! B'-4+)<! C-%-5#(! '"6708"9"$45%180:"$%4"5;$.%

21 Detail User Stories with Rational Requirements Composer! Increase average on time performance by 161%*! Reduce time overruns by 87% *! Improve the percentage of projects that deliver the functionality needed by the business by about 75%* Elaborate User Stories with Sketches, Storyboards, Diagrams based on stakeholder feedback Collect Comments, Request Reviews D%)#5(-)#&!E+)/! FGH;!B'-4+)<! C-%-5#A#%)! G<&)#A&! Organize into Collections Source: IAG Consulting, September 2009, Business Analysis Benchmark measuring Requirements Maturity levels

22 Accelerate Agile adoption with Rational Team Concert Quality of releases improves 12%* Project governance improvements of 12% Team productivity increases of up to 50% Team collaboration performance up 25%* Manage Source Code Track Changes Harness the backlog using Plans and Process Templates Steer the sprint with Dashboards D%)#5(-)#&!E+)/! JK+&7%5!G;CL&! Track Builds D%)#5(-)#&!E+)/! 3'+41!&<&)#A&! D%)#5(-)#&!E+)/! J%)#(0(+&#!;C! G<&)#A&! G2-4#! "#9#4*0A#%)! -2(*&&!0(*I#2)&! -%1!(#0*&+)*(+#&! * Based on IBM customer surveys

23 Manage quality with Rational Quality Manager! 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* Organize Test Plans Design Test Cases Develop Test Scripts Execute Tests Steer the test effort using Dashboards Capture Test Requirements Submit Defects D%)#5(-)#&!E+)/!?#@'+(#A#%)&! C-%-5#A#%)! G<&)#A&! D%)#5(-)#&!E+)/!=#&)! M')*A-7*%!)**4&! D%)#5(-)#&!E+)/! J%)#(0(+&#!;C! G<&)#A&! Source: GBS Test Practices study, , over 846 projects

24 Incremental Adoption by Subversion, CC/CQ and Git teams New York City A collaboration solution for teams using multiple tools in their enterprise North Carolina Testing Ireland Rational Enterprise-proven ALM Infrastructure Rational ClearQuest or Change Project Management Europe Development China Define Build Test Deploy Rational ReqPro Rational Build Forge ClearCase or Synergy New bridges to work items and planning Team Concert Config & Build China Eclipse TM, Linux, Microsoft Windows, UNIX, IBM z/os, IBM i Optionally bridge to Subversion or Git Development Australia! 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 24

25 Adopt in any order In beta Collaborate on Product Backlogs and Sprint Plans " Increase Value " Improve Quality " Improve Predictability Requirements Composer Collection Requirement Track Team Concert Sprint Plan Plan-item Steer Quality Manager Test Plan Test Case Steer

26 In beta Plan Collaboration improves value & time to delivery " 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 Developers understand the business needs and test effort Product owners clarify the business needs in a collection Testers understand Sprint Plans and business expectations

27 Plan Item collaboration improves quality " Story points include test effort " Everyone knows what s being developed when and by whom. " A Story is done when associated tests have passed Developers understand user story, test effort and done criteria Product owners clarify the details of a user story Testers define and execute test cases with a clear definition of the done criteria

28 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 Testers execute tests and submit defects to RTC Developers navigate test links on a defect

29 User Interfaces come to you! A common delegated approach to artifact creation & linking in all products. Quality Manager Test Case Dialog for interacting with Rational Team Concert Test Case & Plan item are linked in both directions Click to add Planitem Links

30 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

31 Rich hovers reveal status with a simple gesture Quality Manager Test Case Hover mouse over link Status of development planitem is revealed

32 Lifecycle Queries reveal traceability gaps! Show which RTC plan items implement which RRC requirements 32

33 Mash-up Dashboards keep teams up to date " 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 Developers have insight into requirements in Rational Requirements Composer

34 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 Work-item links tab includes references to ClearCase Activities! 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 Opening a ClearCase Activity link will show the activity properties in the Properties view, just as if the properties were requested from CCRC directly.

35 A continuous planning approach

36 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 a story about integrating across the lifecycle tell 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

37 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 Join the March! Over 300,000 licenses 57,000 developers on Jazz.net Over 100 videos to get you started What the leading industry analysts are saying 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 37

38 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.! Agility@Scale ekit Download the Forrester Agile Wave and get a wealth of resources for improving team flexibility and responsiveness.

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