IBM Innovate Conference: Closing the Gap Between Business and IT
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IBM Innovate Conference: Closing the Gap Between Business and IT Presentation Transcript

  • 1. Closing the Gap Between Business and IT Smart practices are the key to successful collaboration Ivar Jacobson Founder and Chairman, Ivar Jacobson International ivar@IvarJacobson.com The premiere software and product delivery event. June 6–10 Orlando, Florida
  • 2. The Potential Transformative Role of IT  It is hard to imagine a successful business today that is not driven by a need to innovate, enabled by technology – Publishing – Entertainment Technology creates the – Communications – Banking opportunity for disruption and – Insurance ... enables new business models Consider publishing - the greatest growth is coming from e-Books –Those companies without an e-Book strategy will likely not survive –Those with a superior e-Book strategy will prosper –Market leaders will change 2
  • 3. The Gap between Business and IT  Business and IT treat each other as adversaries – Distrust and lack of cooperation prevent teamwork  They do not communicate in the same language – IT talks in technical terms, not in the language of the business  They do not have the same goals – Business often sets goals for IT that make success impossible  Innovation and creativity cannot occur because the two sides cannot work together 3
  • 4. Why Can’t We All Just Work Together? The Business: IT: •Fixes cost & schedule without •Waits for the Business to tell it what to understand what problem they are do; doesn’t proactively offer solutions solving •Lacks deep knowledge of the business, •Often unclear about real needs; hampering innovative solutions demands things that it doesn’t need & •Technology churn causes loss of focus never uses on business value •Won’t invest time in understanding •They often measure the wrong things needs; blames failure on IT rather than the better, faster, cheaper •Regards software development skill as and happier metrics a commodity •IT team members often do not respect •Won’t support IT projects with the right each others’ contributions business resources 4
  • 5. The Traditional Model for the Business-IT Relationship is Broken • The traditional model is a “consumer-supplier” relationship – But IT can’t go find other business when it finds the terms of trade fair – And the Business couldn’t find other suppliers who would accept those terms of trade • The Business is not IT’s customer – The real customer of both is the customer of the Business – It is the satisfaction of those customers that leads to success or failure – Trying to pretend that the Business is the customer simply creates confusion about the real goal 5
  • 6. A Better Model for Business-IT: A Real Team  Think about a soccer team: – Everyone is focused on winning – Even though they may play different positions and have different skills, they can all advance the ball if it comes their way – They win or lose together, and everyone must work together to win  In order to win: – Everyone must understand the rules of the game – Everyone must be good at their position – Everyone must have an understanding of, and respect for, what their fellow team members contribute 6
  • 7. Key Attributes for Real Team Success  Common, shared objectives  Trust and respect for each others’ contribution  Consensus on how the team will work together to achieve those objectives  Specialization of skills, built around a common set of core skills  Business agility We need practices that bridge the gap 7
  • 8. There are different kinds of practices… Specialist business practices that help run the business. Shared practices that bridge the gap. Specialist software development practices that help software developers develop good software. 8
  • 9. …that need to come together…. The practices come together to form a collaborative way- The practices of-working. support and complement each other rather than compete and interfere. …to help people work together 9
  • 10. Practices break the knowledge into bite-sized chunks…  Untangle process into independent practices – A practice provides a way to systematically and verifiably address a specific problem or issue. – It has a clear goal and a way of measuring success. – A practice is an end to end thread. Practices are the elements to make a lean process.  That make the important knowledge accessible  And focus on the touch points between teams and individuals Things to Things to Competencies Patterns Do Produce A Practice …and focus on the key knowledge needed to help the people involved learn how to work together 10
  • 11. Practices bring people together  People can appreciate each others expertise  People without formal training can make a sensible start Business  They create an awareness of the competencies and skills needed on the team  They give structure to the knowledge within a specialty  They enable specialists to work together IT Other 11
  • 12. The “Essentials” are in the cards Skills Needed Things To Do Key Concepts Things To Produce 12
  • 13. Be smart with knowledge  Individuals just need enough to get the job done – Not the whole composed process – Just the bits needed for the specific point in time – Context sensitive to the problem at hand – Focused on the essentials  Teams just need enough to work together – Not the whole composed process – Just the touch points… – …and the collaborative activities – Focused on collaboration and team working – Focused on bridging the gap 13
  • 14. Even experts need guidance! Especially when working on the unfamiliar 14
  • 15. How many practices are there? Retrospectives User Stories SOA Scrum Prince2 Business Modeling Risk Product Systems Business Process Use-Case User Experience Management Development Engineering Re-Engineering Driven Design Development Financial Product-Line Test-Driven Use-Case Benefits Planning Risk-Driven Modeling Realization Iterative Engineering Development Development Hundreds… at least! 15
  • 16. Where to start? Build Trust Language Objectives Business Together Shared Agility Shared Work Iterative Essentials Use-Case Essentials Product Essentials IT Business Dashboard Business Feature Teams Business Use-Case Essentials We’ve found these practices are useful for most teams 16
  • 17. Iteration Essentials – Smart with Projects Most companies still follow the waterfall approach Bus Modeling & Requirements High-Level Design Detailed-Level Design Coding Crash! Testing 17
  • 18. Iterative Essentials – Deliver Business Value Incrementally • Build a skinny system (the “architecture”) to demonstrate that you have eliminated all critical risks • Start from a model of the Business, build executable code • Add more capabilities on top of that skinny system Skinny System Full Fledged System Focus on producing working software. Think big, build in many steps 18
  • 19. An example of working together, iteratively Inception Phase Business & IT Explore identify possible Possible ways to meet Solutions needs Understand Needs Confirm Evaluate Business Proposed Viability Solutions of Selected Scope & Solution Scope & Plan Plan Phase Iteration 19
  • 20. Another example of working together, iteratively Elaboration Phase Develop Increment IT and the Business confirm that the Refine Solution “skinny system” Specification will work Evaluate Confirm Results Technical Viability of Solution Scope & Plan Scope & Iteration Plan Phase 20
  • 21. Use-Case Essentials – Providing the Link to Business Value  Traditional requirements approaches (e.g. Features) lack connection to business value – Use Case provide a natural connection  Deriving Test Cases from Use Cases provides a direct connection to business value – Making sure that nothing of value is missed  Driving Development work from Use Cases ensures that “features” don’t creep in – Everything ties back to things the business needs Use Cases connect development and testing with business value 21
  • 22. Product Essentials – Smart with Release Planning  Most solutions require a number of releases to reach the goal – Each release must demonstrate value and advance toward toward the goal  Releases are co-determined by business objectives and technology constraints – They must be balanced  Business and IT must have a long term partnership – Sound technology investment requires consistency between vision and execution over a long period of time 22
  • 23. Business Feature Teams – Smart With Business Change  People from Business and IT should work together as one team – Common goals, shared Success - win or lose together – No “Business side” and “IT side” – No “we” and “they” - only “us”  Business Feature Teams provide the common ground – Form teams around a “business feature” - something that delivers value to the business – A “business feature” is usually described by one or more use case modules – The team is cross-functional, with contributors each possessing different skills – The team is measured on their success delivering business value 23
  • 24. IT Business Dashboard – Smart with Measures  People look at the wrong things: – Things that are easy to measure but meaningless – “Checking boxes” rather than results – Few, if any, qualitative measures  And present them in the wrong way: – Confusing and contradictory data – Meaningful only to specialists - and maybe not even to them! – Unclear purpose – Point data and not trends – Hard to understand and use to make decisions To close the gap, how well you are doing needs to be measured in business terms 24
  • 25. IT Business Dashboard – Smart with Measures • Business is concerned with: Business IT Dashboard – Better – Faster – Cheaper – Happier Better Faster • Present measures that: – Eliminate seasonal fluctuations – Graph with obvious trends – Provide simple meters for compliance – Are focused on results – Include quantitative and qualitative measures Communicate the effectiveness of IT in a way that everybody can understand 25
  • 26. Business Use-Case Essentials – Smart with Business Modeling Two extremes: Mr Business Architect No business model, no requirements, just code Mr Technology Thou shalt model everything until it’s one person, one place, one time. Traditional business modeling widens the gap 26
  • 27. What is needed to bring the practices together? Practices “slot” into the common kernel. Kernel The kernel defines a very small “empty process” Way of Working Practice Each practice contains practice-specifics to add to the kernel. 19
  • 28. Closing the Gap needs precise, shared practices 2 3 1 Two teams separated by Two teams using shared their way-of-working. practices to work together. A single team united by shared objectives, shared practices, and shared results Team building through shared practices – the only way forward! 28
  • 29. Summary  IT can transform businesses, but not the way we run it now  IT and Business should play on the same team - to win!  Culture and tradition stand in the way - we need a new way of working!  Practices provide a simple, easy to adopt way to change the way of working – Modular - choose what you need – Just what is needed - minimize change – Just the “essentials” - not too much detail  A few key practices are usually all that is needed The most important thing is to take the first step: Let IT and Business play together on the same team… … and WIN! 29
  • 30. Thank You! Contact me at ivar@ivarjacobson.com 30