SDLC Trends in 2014 and Beyond:

Transcription

1 SDLC Trends in 2014 and Beyond: The Software/Systems Development Lifecycle Tuesday, November 18 th, 2014 With David Mantica

2 Agenda A look at the SDLC What is the SDLC Roles in the SDLC Triple Constraint + N Disruption Drivers How is the world changing Why is it happening Failure of current mgmt. practices Self-Organization / Agile How does self-organization work New project law Why Agile and what it is Agile practices defined Transforming the BA & PM BA evolutionary model Moving to being a trusted advisor The outgrowth of the PM role What is a PM to do? T-Shaped Professional & Skills Needed for Transformation Data analysis EQ / conflict mgmt. Coaching mentoring Facilitating and negotiating Recruiting, retention and certification

3 Section One THE SDLC

4 A Picture of the SDLC The Chasm The Business Camp Internal Business Customers Biz Talk Business Analysts Project Managers Translators The Technical Camp IT Department Tech Talk Systems and software must reflect the needs of your business functions and your goals.

5 Overview of the SDLC SDLC = Systems and Software Development Lifecycle Methodology used to build software or systems Positions in-between the business and hard core IT Organization that develops software and business systems for an organization Positions in the SDLC can include: Process modeling (BPM) Requirements Elicitation (BA) Project / Portfolio Management (PM) Testing (QA, QC, Testers) Systems Architecture (EA) Developers/Programmers

6 Speed Enterprise Challenges Driving the Need for an SDLC Rapid pace of disruption and change Can t handle change lose and lose quickly Productivity Key to profitability in slow growth environment Competitive Advantage Customer knowledge (internal and external) Product Creation Three elements of product creation Competitive understanding, organizational capabilities, creating value Growing, Managing and Retaining Knowledge Workers Generation Y dilemma (Millennial)

7 Critical SDLC Position: BA Position Overview Enterprise Analysis (business case) Project scope Process modeling Requirements Analysis, Elicitation, Management Converting from technical (systems) to business (functional) requirements Position Profile Should act a lot like a Product Manager Should have solid user knowledge of system, power user Should be technical enough to talk-the-talk Much more concerned about outcome than budget, schedule or costs Must be able to state business case of system/software

8 Who or What Governs the BA Role International Institute of Business Analysis (IIBA) Overall Started in Canada, now based in Atlanta 11 years old BA Body of Knowledge (BABOK) Current version 2.0, but moving to 3.0 by late 2014 or early 2015 Two certifications: Certified Business Analyst Professional (CBAP) Certification of Competency in Business Analysis (CCBA) New PMI-PBA certification potential impacts Still in infancy Doers know it and love it. Companies don t know what it is or offers BA position means something slightly different to different organizations BABOK 3.0 getting a lot of negative feedback

9 Position Overview Critical SDLC Position: PM Project ownership and management (Project leader but in a matrix) Financial ownership of project (P&L) Schedule/Resource ownership Reporting metrics Position Profile Should act a lot like a General Manager or CFO Strong leadership and communication skills More concerned about financials/schedule than project output Hands-on and detailed orientated (controlling)

10 Who or What Governs the PM Role Project Management Institute (PMI) Based in US (Pennsylvania) 45 years old PM Body of Knowledge (PMBOK) current 5.0 Multiple certifications including: Certified Associate in Project Management (CAPM) Project Management Professional (PMP) Program Management Professional (PgMP) Four specializations on Risk, Scheduling, Agile and Requirements (PMI-ACP and PMI-PBA) Overall Strong and growing organization Deeply entrenched within industry with some weakness internationally In their view everything in the SDLC impacts a PM

11 Critical SDLC Position: Tester Position Overview Test software to ensure: Proper function based on specific requirements (traceability) Function within existing systems (regression testing) Usability (acceptance testing) Unintended consequences Security Position Profile Very detailed focused Very process focused Operate like an auditor or inspector Can be very regimented Always limited on time

12 Who or What Governs the Tester Role ISTQB / ASTQB (International Software Testing Quality Board) Overall Not a trade organization but a certification body Founded in Edinburgh in 2002 Based on a syllabus Over 200,000 people certified Multiple certifications including: ISTQB Foundation Level (CTFL), ISTQB Advanced Level (CTAL) for Test Manager, Test Analyst and Technical Test Analyst From there, Expert level We are governed by the American version of the certification body Misses the trade association element which helps drive awareness of the position into the industry

13 The BIG Challenge in the SDLC Scope definition and the Triple Constraint (TC+N) Triple Constraint: Time-Resources-Scope Scope Involves Balancing No matter what method, it is always your biggest challenge outside of meeting NEED

14 Section Two DISRUPTION

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16 The World Isn t Nice

17 What we want: life to be easier But the Reality is!

18 Just one example: Moore s law 110 years of exponential growth in computing Moore s law, applying to silicon circuits, is actually the fifth consistent iteration of this paradigm

19 Something to Consider The Black Swan impact of the highly improbable Nassim Nicholas Taleb ISBN # Black Swans being unpredictable, we need to adjust to their existence (rather than naively try to predict them). There are so many things we can do if we focus on what we don t know We will see that, contrary to socialscience wisdom, almost no discovery, no technologies of note, came from design and planning they were just Black Swans. The strategy for the discovers and entrepreneurs is to relay less on top down planning and focus on maximum tinkering and recognizing opportunities free markets work because they allow people to be lucky, thanks to aggressive trails and error the strategy is, then, to tinker as much as possible

20 Section Three IMPACT ON HOW WE MANAGE

21 1870 s through 2001 Evolution of Business Industrial revolution through information age Managers monitor, report, track and plan, schedule and review Workers build deeper and deeper expertise in selected area Apprentice Journeyman Master Driven by professional certifications or role specific mastery, no thought on why 2001 to??? Knowledge Age Significant reduction in management of task to management of vision, goals and direction (providing coaching and mentoring) Workers grow two ways Deep into an expertise And wide into problem solving, communication, creativity, teaming skills Workers driven to consider the whys

22 Bad Leaders/Disengagement From CLO Magazine, April 2014 When the Boss Needs People Skills At least 50% up to 70% of managers fail Only 30% of US workers are engaged Nearly 1 in 5 are actively disengaged New reports say 80% are disengaged Engagement is the single most detrimental problem in business Engagement affects customer ratings, profitability, productivity, turnover, safety incidents, absenteeism and theft Adding up to an estimated $300 billion in lost revenue every year

23 Bad Leaders impact Stress-Well Being From CLO Magazine, April 2014 When the Boss Needs People Skills 83% of Americans were stressed at work (73% in 2012, pretty big increase) High demanding jobs that offer little freedom to make decisions have been shown to increase heart attack likelihood by 23% Works lack the ability to control outcomes Have no power process

24 Section Four SELF-ORGANIZED TEAMS

25 Self-Organized Teams

26 Self-Organized Being an Adult? Being treated like an adult Acting like an adult Adult definition N: One who has attained maturity or legal age Adj: Fully developed and mature Adulthood The state (responsibility) of a person who has attained maturity All ties to autonomy

27 Self-Organized Team Practices Start as a team, finish as a team Where possible, come together physically Open and Honest Communication Inspect and Adapt Incremental improvement in product and process Focus on work not role Deal with issues facing output (people, tools, technology) Make decisions about output Ask for vision, goals and communication on goal status

28 Driving Self-Directed / Self Organized Success Building T shaped professionals Top of the T : Breath of professional skill Bottom of the T : Technical capability Building fully-formed workers; who can handle the technical demands of today s work needs, but can also interact within a group constructively solving problems and making decisions. Big questions: Create or hire? Can a T-shaped worker be trained?

29 Section Five AGILE

30 New Project Law: s + s + $ how Agile sees project world on time all scope within budget happy customer Schedule: Scope: Budget: Project delivered within the timeframe originally identified No date slips Every milestone achieved Everything originally requested is delivered Everything delivered works perfectly as the customer requested, no bugs Did not spend a single cent more than originally estimated to spend Did not need any additional resources, hardware, etc. throughout entire project + +

31 What is Agile? It s a way of working differently Set of guiding principles Resulting in a set of practices Iteration User stories Burn down chart Practitioners have productized them into flavors: Scrum Lean Extreme Programming SAFe (Scaled Agile Framework)

32 Agile Practices / Concepts Product Owner / Scrum Master Daily Scrum aka Daily Stand Up Agile Planning / Estimating Sprint aka Iteration User Story Task Board Burn down / Velocity Retrospective

33 Agile Benefits Copyright VersionOne, LLC

34 Section Four T-SHAPED WORKERS AND CRITICAL SKILLS

35 T-Shaped: What Workers need to Become \\ T-Shaped Professional

36 T-Shape Workers Skills Required Data Analysis Emotional Intelligence EQ Conflict Resolution Coaching and Mentoring Facilitating and Negotiating Problem Solving

37 Managers and Leaders need to Become Managers and Leaders not measures, reporters, and doers What is going to be demanded: Ability to grow people Break down barriers and road blocks Set vision and define direction Set goals Communicate goals / adjust vision and direction Reset goals

38 Section Six PM AND BA ROLE EVOLUTION

39 The PM Evolutionary Model

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41 The BA Evolutionary Model

42 Current Status of the BA Role: Too Much Science Not Enough Art Focus has been on measurable BA responsibilities If it can be measured, it can be monitored and if it can be monitored it is important Inside Agile: Too much focus on requirement breakdown (Stories), Testing and documentation Outside Agile: Too much focus on requirements elicitation and development Anecdotal: 95% of people in our classes focus just on the science side of role But missing the growth to becoming a TRUSTED ADVISOR Enterprise Analysis/Solution Architect/Management Consultant What is this??

43 BA Trends: Models and Analysis A. Automation drives productivity; productivity drives profitability B. But Automation screws up processes C. Processes run companies automate without process redefinition means HUGE WASTE What BAs must do: 1. Build future state, modeling both process and data flow 1. Does it work / will it work? 2. Drive top / down agreement on new processes and data flow 3. Align requirements to new process 4. Push acceptance of new process flow

44 BA Trends: Enterprise Analysis Defining Need Are there other internal options Is there a return on investment and what is it Can the organization do what is requested? Build the business case Proper Enterprise Analysis drives Executive sponsor behavior Negotiate need using appropriate analysis techniques on the initial request Provide leadership to bring disparate executive stakeholders together for informed project initiation Smells like a management consultant Enterprise Analysis isn t always part of BA s responsibilities BA s in those organizations are given the project initiate and goal and told the model and the solutions and gather the necessary requirements

45 What this can look like in action PM is MASTER of the Project/Program Project General Manager BA is your Product Manager/Solution Architect Basically the right hand to the GM How this could or should work BA works as management consultant supporting executive sponsor adding reality to vision and need BA models impact to current based on vision (future state) PM connects with BA to get detailed understanding of Vision, Value, Need PM views Scope presented through Pareto Principle glasses and tries to sniff for positive or negative affective forecasting The key is REVIEWS not does PM takes willing ownership based on belief in need

46 BA Career Path

47 Section Eight CHANGES TO HOW WE MANAGE

48 Tools for Development Stretch assignments Experience, Experience, Experience Accept mistakes use as coaching moments Executive coaching 360 degree feedback with each assignment Job rotation Basically cross training / selling critical Mentoring Building internal network Internal education External education

49 Change the interview Recruiting Strategies Match your culture to your candidate Controls turnover Be completely open and honest about role and responsibility Look for character, intelligence and social ability Don t get fixated on experience Do not try to fit a square peg into a round hole They must want to do the work, like the works, and like the company Be willing to let highly skilled, but culture miss-match go Build trust/interest/engagement as quickly as possible in the recruitment process Get their manager involved early Use the rule of three and Hire tough and management easy

50 Retention Strategies Provide consistent reviews with feedback and growth plans Provide diverse and open mentorship up-and-down company Provide learning opportunities traditional and non-traditional Provide career growth outside company Participation in trade associations and user groups Build flexibility into HR structure Work hours Time off Location of work Match office environment to your culture Activities, decorations, furniture Open, consistent, honest feedback on company & individual performance Always provide relevant work or relevance to work

51 Thank you!!! I appreciate your time. David Mantica President, ASPE Training