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The economics of software quality
 

The economics of software quality

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  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
  • Closing slide to be included in all external presentations. Learn more links: IBM Rational software: www.ibm.com/software/rational Rational launch announcements: www.ibm.com/software/rational/announce/ Rational Software Delivery Platform: www.ibm.com/software/info/developer Accelerate change and delivery: www.ibm.com/software/rational/offerings/scm.html Deliver enduring quality: www.ibm.com/software/rational/offerings/testing.html Enable enterprise modernization: www.ibm.com/software/info/developer/solutions/em/index.jsp Ensure Web site security and compliance: www.ibm.com/software/rational/offerings/websecurity/ Improve project success: www.ibm.com/software/rational/offerings/lifecycle.html Manage architecture: www.ibm.com/software/rational/offerings/design.html Manage evolving requirements: www.ibm.com/software/rational/offerings/irm/ Small and midsized business: www.ibm.com/software/rational/smb/ Targeted solutions: www.ibm.com/software/info/developer/solutions/index.jsp Rational trial downloads: www.ibm.com/developerworks/rational/downloads Leading Innovation Web site: www.ibm.com/software/rational/leadership developerWorks Rational: www.ibm.com/developerworks/rational IBM Rational TV: www.ibm.com/software/info/television/index.jsp?cat=rational&media=video&item=en_us/rational/xml/M259765N40519Z80.xml IBM Rational Business Partners: www.ibm.com/partnerworld/pwhome.nsf/weblook/index.html IBM Rational Case Studies: www.ibm.com/software/success/cssdb.nsf/topstoriesFM?OpenForm&Site=rational

The economics of software quality The economics of software quality Presentation Transcript

  • ® IBM Software Group © 2009 IBM Corporation The Economics of Software Quality
  • IBM Software Group | Rational software 2 Software é importante Como estamos ? As nossas dificuldades Os impactos Possíveis Caminhos
  • IBM Software Group | Rational software 3 Software é importante
  • IBM Software Group | Rational software 4  90% das inovações são baseados em sistemas eletro/eletronicos  80% dessas inovações são baseadas em software  F-22 Raptor, released in 2003, contém 1.7 milhões de linhas de código Produtos inteligentes estão mudando o planeta ... E o software é cada vez mais importante para esses produtos
  • IBM Software Group | Rational software 5 Software é importante ...
  • IBM Software Group | Rational software 6 Software é importante ...
  • IBM Software Group | Rational software 7 Software é importante ... Atualmente as pessoas iniciam o uso de computadores aos 6 anos 60% dos adolescentes, aos 16 anos, usam computadores 65% da população dos EUA utiliza software embarcado (smart phones, computadores, GPS, carros, ...) 100% da população dos EUA tem seus dados armazenados em algum tipo de base de dados Produtos importantes do nosso dia-a-dia são totalmente controlados por Software A “Internet das Coisas” revoluciona o nosso relacionamento com os produtos A falta de qualidade em Software hoje não impacta apenas números errados informados o final do mês, como a algum tempo atrás......
  • IBM Software Group | Rational software 8 Como estamos ?
  • IBM Software Group | Rational software 9 Como estamos ... Dados da industria mundial de software
  • IBM Software Group | Rational software 10 1. Finding and fixing Bugs 2. Cancelled Projects 3. Producing English Words 4. Security flaws and attacks 5. Requirements changes 6. Programming Codes 7. Customer Suport 8. Meeting and communication 9. Project Management 10. Renovation and migration 11. Innovation 12. Assembling reusable components Onde está o esforço no desenvolvimento de software... Cancelamentos tardios
  • IBM Software Group | Rational software 11 1. Unstable, changing requirements (95%) 2. Inadequate quality control and poor quality measures (90%) 3. Inadequate progress tracking (85%) 4. Inadequate cost and schedule estimating (80%) 5. False promises by marketing and sales personnel (80%) 6. Rejecting good schedule estimates for arbitrary dates (75%) 7. Informal, unstructured development (70%) 8. Inexperienced clients who can't articulate requirements (60%) 9. Inexperienced project managers (50%) 10. Inadequate tools for quality/analysis, lack of inspections (55%) 11. Reusing assets filled with bugs (30%) 12. Inexperienced, unqualified software engineering teams (20%) Porque os projetos atrasam ?
  • IBM Software Group | Rational software 12 O grande desafio é entregar software com qualidade A história é repleta de erros de budget, prazos e funcionalidade “Business leaders and CIOs are under pressure to enable their teams to become catalysts for change. However, change is outpacing their ability to deliver. They are reorienting their teams to focus on ROI and quantified business outcomes and to mitigate risk and reduce costs.” – IBM CIO Survey, 2011 Aumentando o valor do software nos negócios “Somente 22% dos executivos identificam ligação entre TI e os negócios” “49% dos projetos gastam mais do que o planejado e 62% não são entregues na data combinada” “30% do custo dos projetos de TI são gastos em re-trabalho e requisitos mal escritos” “50% dos projetos de TI não entregam exatamente o que foi acordado”
  • IBM Software Group | Rational software 13 Definição de Qualidade Importante para estabelecer o contrato entre o usuário e o desenvolvedor 1. Elegância, boa aparência 2. Capacidade de uso para vários propósitos 3. Satisfazer os requisitos do usuário 4. Menor número possível de defeitos 5. Alta eficiência das atividades de remoção de defeitos 6. Alto grau de confiabilidade 7. Fácil de aprendizagem e fácil de usar 8. Guias de uso claro 9. Acesso fácil ao suporte ao usuário 10.Rápida remoção dos defeitos reportados
  • IBM Software Group | Rational software 14 Importante para Medir a Qualidade Para estar em um contrato, os indicadores de qualidade devem ter algmas características 1. Ser previsível 2. Possível de ser medida 3. Oficial e Auditável (possível de ser provada) 4. Possível de ser melhorada 5. Ser válida para todas as entregas 6. Válida para todas as fases do processo 7. Expandida para todos os tipos de tecnologias
  • IBM Software Group | Rational software 15 O que se procura com a Qualidade Visão de um usuário final interno • Redução de cancelamento de projetos • Redução de atrasos • Redução de custos • Satisfação do usuário • Entregas mais rápidas • Menor custo na manutenção • Redução na resistência dos usuários para novas funcionalidades • Menor custo no suporte ao usuário
  • IBM Software Group | Rational software 16 As nossas dificuldades
  • IBM Software Group | Rational software 17 Diminuir os custos em TI Muitas tarefas manuais Ambientes complexos Times distribuídos e não conectados Dificuldade em coordenar e comunicar Diferença entre o status real e o visível do projeto Entregas distribuídas Processos não adaptados e complexos Prazos curtos/ time to market Ser “Compliance” Times pequenos Pressão da concorrência Faltam os objetivos estratégicos Porque é difícil entregar software com qualidade ?
  • IBM Software Group | Rational software 18 Os impactos
  • IBM Software Group | Rational software 19  Entendimento do problema • Dificuldade em descrever os requisitos • Aprovação não formal dos requisitos • Várias versões de requisitos gerando erros funcionais  Desenvolvimento • Falta de processos automatizados – falta de padrão • Falta de gerência das tarefas de desenvolvimento • Dificuldade de comunicação com times distribuídos  Qualidade • Projetos de testes não gerenciados • Falta escopo para testes (o que testar ?) • Montar ambientes de testes é caro e complexo  Entrega • Instalação de versão errada • Instalação da versão certa no lugar errado • Instalação da versão certa no lugar certo de maneira errada Quais são os problemas gerados ?
  • IBM Software Group | Rational software 20 Possíveis Caminhos
  • IBM Software Group | Rational software 21 Possíveis Caminhos Balancear os investimentos
  • IBM Software Group | Rational software 22 Problemas Qualidade baixa Baixa previsibilidade Atrasos Custo alto Retrabalho Dificuldade em prever Soluções Ferramentas Pessoas Processos Baixa produtividade Caminhos para a solução Investir nos três componentes da solução
  • IBM Software Group | Rational software 25 E geralmente as nossas prioridades são outras Ferramentas Processo Pessoas
  • IBM Software Group | Rational software 26 Várias situações geram atritos, duvidas, desmotivação, confusão, ...
  • IBM Software Group | Rational software 27 A minha priorização hoje é: Organiza e padroniza Automatiza Pessoas Processo Ferramentas
  • IBM Software Group | Rational software 28 Possíveis Caminhos Princípios básicos
  • IBM Software Group | Rational software 29 Simplicidade Padroniza ção Valor para o negócio Todas ao caminhos devem ser guiados por... Agilidade
  • IBM Software Group | Rational software 30 Destaque para “Valor para o Negócio” Diminuir Custos Aumentar a Qualidade Ganhar Mercado Diminuir Riscos Estratégias do negócio Cumprir a legislação Valor para o negócio
  • IBM Software Group | Rational software 31 Portfolio Management Project Management Product Management Performance Management “Fazer a coisa certa” “No tempo certo, no prazo certo e com escopo adequado” “Fazer certo” “Medir a performance versus os objetivos do negócio” Destaque para “Estratégia do Negócio” Estratégias do negócio
  • IBM Software Group | Rational software 32 Possíveis Caminhos Medir sempre
  • IBM Software Group | Rational software 33 Porque investir em Produtividade ? Conhecer a si mesmo Saber onde estão os maiores gastos para priorizar as melhorias
  • IBM Software Group | Rational software 34 Porque investir em Produtividade ? Calcular em reais os ganhos com investimentos em produtividade R$ 0,00 R$ 2.000.000,00 R$ 4.000.000,00 R$ 6.000.000,00 R$ 8.000.000,00 R$ 10.000.000,00 R$ 12.000.000,00 R$ 14.000.000,00 R$ 16.000.000,00 Inicial Ano I Ano II Ano III Beneficios Investimentos
  • IBM Software Group | Rational software 35 20 200 RelativeCosttoRepair Acceptance Test Unit TestCodingDesignAnalysis 0 Maintenance 1-2 10 5 50Time not spent in requirements is time spent in rework (at cost x200) Stage in which Requirements Error Is Discovered Os indicadores do mercado mostram que o ROI em solução para gerência de requisitos é muito vantajoso Porque investir em Requisitos ?
  • IBM Software Group | Rational software 37  Produtividade do time aumenta em até 50%  Menor número de horas para as tarefas  Diminui o retrabalho  Menor consumo de máquina de produção para o desenvolvimento  Diminui o tempo da empresa em lançar novos produtos  A colaboração entre os times aumenta em até 25%*  Diminui o tempo de custo de reuniões e viagens  Menor custo para resolver problemas relativo a falta de entendimento  Melhora na qualidade das entregas em 12%*  Reduz custo do defeito em produção  Reduz custo na solução dos defeitos  Melhora a satisfação do cliente final  Melhora na governança dos projetos em 12%  Evita gastos com melhor visibilidade dos projetos Análise de Retorno de Investimento para os projetos
  • IBM Software Group | Rational software 38
  • IBM Software Group | Rational software 39 39 © Copyright IBM Corporation 2009. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others. Learn more at: IBM Rational software Rational launch announcements Rational Software Delivery Platform Accelerate change & delivery Deliver enduring quality Enable enterprise modernization Rational trial downloads developerWorks Rational Leading Innovation IBM Rational TV IBM Business Partners IBM Rational Case Studies Ensure Web security & compliance Improve project success Manage architecture Manage evolving requirements Small & midsized business Targeted solutions