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3 Forrester defines ALM as: The coordination of development life-cycle activities, including requirements, modeling, development, build, and testing, through: 1. enforcement of processes that span these activities; 2. management of relationships between development artifacts used or produced by these activities; and 3. reporting on progress of the development effort as a whole. This is a development focused-view of ALM Adopted by Borland and other vendors Source: The Changing Face of Application Life-cycle Management - Forrester August 2006

4 ALM is a discipline, as well as a product category The Three pillars of ALM traceability process automation reporting and analytics Manual processes can be more efficient and effective through tool integration ALM doesn t support specific life-cycle activities; rather, it keeps them all in sync Development efforts can still fail even if separate development activities are done correctly ALM ensures coordination of these activities Keeps practitioners efforts directed at delivering applications that meet business needs An ALM solution is the integration of life-cycle tools, not merely a collection thereof Effective tool support for ALM connects the practitioner tools within a development project, such as an IDE, a build management tool, and a test management tool It s the connections, rather than the tools themselves, that make up an ALM solution Source: The Changing Face of Application Life-cycle Management - Forrester August 2006

5 ALM is labor-intensive and error-prone without the integration of life-cycle tools Tool connections improving the efficiency of each of the three pillars of ALM: 1. Traceability of relationships between artifacts 2. Automation of high-level processes 3. Providing visibility into the progress of development efforts Most managers have limited visibility into the progress of development projects Visibility currently from subjective data Tool integration enables transparency through objective data Source: The Changing Face of Application Life-cycle Management - Forrester August 2006

6 Focused on life of application in production environment Service Management focuses on the activities that are involved with the deployment, operation, support, and optimization of the application. The main objective is to ensure that the application, once built and deployed, can meet the Service Level that has been defined for it. Source: ITIL Application Management, OGC 2002 Lifecycle starts with deployment Application is operated by administration crew Application is maintained (bug fixes or enhancements) by maintenance crew Example: MOF (Microsoft Operations Framework) Adopted by BMC and other vendors

7 Neglected in both Application Development and Service Management views is that they have a much tighter relationship than is suggested ITIL focuses on the Application Lifecycle from both perspectives Stresses the need for alignment between both views in every single phase It has six phases that combine the phases of application development and Service Management Source: ITIL Application Management, OGC 2002

8 Application Management is the superset, which describes the overall handling, or management, of the application as it goes through its entire lifecycle. This lifecycle encompasses both the application development phases and Service Management activities (see next slide) By bringing these two disciplines together, the goals of IT Service Management will be accomplished more easily through the delivery of applications that are more operable and manageable This view supports Microsoft s DSI (Dynamic Systems Strategy), especially Design for Operations Source: ITIL Application Management, OGC 2002

9 Source: ITIL Application Management, OGC 2002

10 ITSM Phase Requirements Design Build Deploy Operate Optimize MSF Tracks/MOF Phases Envision Plan Build/Stabilize Deploy/Changing Operating/Supporting Optimizing

11 PMI has yet a different view Source: PMBOK Guide, 3rd edition - PMI 2004 Application Portfolio Management view Subset of Project Portfolio Management Application as a Product Managed as part of a Portfolio of Products Emphasizes Governance Business objectives, business plan as drivers Eventual Divestiture needs to be included in budget

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15 PMO All three views are capabilities Development Operations This is the CIO perspective Align with all perspectives with the business Improve capacity and agility end to end Satisfy the regulators Focus on the business needs...with tooling as the enablement

16 Compliance and Security CIO (IT Management, Business Alignment, & IT Governance) PMO (Portfolio & Project Management) Portfolio Portfolio Business Requirements Req s Development Lifecycle Test Dev- Ops Operations Lifecycle Enterprise Architecture Quality Capacity Resources Schedules SLA s KPI s Common Schema around SML, Metrics, Workflow, Change Management, Processes, Policies, Issue Tracking, Resource Pools, Schedules, and Audits Development Lifecycle Project & Portfolio Operations

17 Integrate ALM, Ops and PMO DSI Evolved Complete ALM Fulfill VSTS promise Recognized Pain Testing is too late, inadequate, unreliable, causing huge rework Requirements communication and tracking ineffective, also causing huge rework and problems with IT s customer Apps do not deploy or perform when deployed and problems cannot be adequately diagnosed Portfolio decisions and stakeholder communications made without accurate data from development and operations Enormous process overhead created to ensure regulatory compliance and auditability, significantly reducing capacity to execute

18 Tools Individual Team Organization Overcome Complexity Quality Mindset Culture of Innovation Collaboration Transparency Integration Clarity Alignment Efficiency Application Lifecycle Management Integration Collaboration Simplicity Extensible Process & Guidance

19 SPs and Power Tools Major Releases Orcas Rosario SP1 DB Pro SR1 Power Tools (Ongoing) Future

20 Integrated project portfolio management Requirements management and traceability Business intelligence and dashboards CIO Business Group Portfolio and Project Management Business Group App Dev Team App Dev Team App Dev Team

21 Streamlined developer-tester collaboration Integrated test case management Intelligent testing and quality metrics Business Group Dev Team Test Team Business Requirements Quality Metrics Rich Defect Capture Business Context

22 New customizable process and guidance Improved collaboration scenarios Quickly integrate distributed, disconnected and outsourced teams Business Group Dev Team Dev Team Test Team

23 PMO Operations and Help Desk Third-Party IDEs Web Clients and XML Web Services

24 Microsoft has created a technology agnostic ALM selfassessment Look for it at Based on the APIO (Application Platform Infrastructure Optimization) model Low entry barrier tool to get started on a ALM improvement process Two self assessments available: ALM Baseline Assessment - Provides a very complete baseline line assessment. Should be used by customers/partners actively engaged in developing an ALM strategy. ALM Quick Assessment - Provides a quick snap-shot of an organization's development capabilities. Not suitable for creating accurate and complete baselines.

25 ALM Learning resources Sam Guckenheimer s book: Software Engineering with VSTS Upcoming ALM 1-day training based on the book Analysts articles Carey Schwaber articles for Forrester Melinda-Carol Ballou articles for IDC MSDN content on VSTS, TFS and MSF: Project Management and Requirements Management with VSTS, etc Articles, presentations and training on MSF Agile and MSF CMMI articles Powertoys that extend VSTS into current ALM gaps Requirements Authoring Starter Kit (RASK) EPM connectors Learn about Office Portfolio Management

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27 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.