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Agile & SaaS - match made in heaven
 

Agile & SaaS - match made in heaven

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Once in a while, the IT community creates ideas which evolve continuously into technologies and business trends that impact the whole industry. Such examples are “Software as a Service” (SaaS) ...

Once in a while, the IT community creates ideas which evolve continuously into technologies and business trends that impact the whole industry. Such examples are “Software as a Service” (SaaS) business model and “Agile” methodology mindset. The two trends seem not to relate with each other, as they cover different areas of expertise, but the fact that these two trends are growing raises the question: Are SaaS and Agile connected?
This article was published in The Outsourcing Journal "Soft Dev" - http://www.outsourcing-journal.org/SOFTDEV

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    Agile & SaaS - match made in heaven Agile & SaaS - match made in heaven Document Transcript

    • SOFT DEV SOFTWARE DEVELOPMENT OUTSOURCING OUTSOURCING JOURNAL SPECIAL EDITION AGILE & SAAS MATCH MADE IN HEAVEN By Aviram Eisenberg, Founder and CEO of Ignite, Israel and Germany WE’LL DEFINITELY NOT BE ABLE TO TALK ABOUT SAAS WITHOUT REFERRING TO AGILE AS WELL, SO WHO KNOWS WHICH ADDITIONAL CHANGES WE WILL SEE IN THE FUTURE AND HOW THE TWO TRENDS WILL CONTINUE TO INFLUENCE ONE ANOTHER. pecia the S ng t f r o mt s o u r c i e b s t r a ch e O u cle a of t f twar Ar ti ition V - S or c i n g ” Ed F T D Eu t s o u al “SO ent O Journ lopm D eve l
    • AGILE & SAAS Once in a while, the IT community creates ideas which evolve continuously into technologies and business trends that impact the whole industry. Such examples are “Software as a Service” (SaaS) business model and “Agile” methodology mindset. The two trends seem not to relate with each other, as they cover different areas of expertise, but the fact that these two trends are growing raises the question: Are SaaS and Agile connected? I’ll try to explore whether those phenomena go hand-in-hand or are they completely not connected. Saas is a business trend that allows companies to access business functionality at a considerably lower cost than paying for licensed applications, since Saas offers a subscription based plan. Moreover, there is a growing trend of software companies adopting SaaS business model, as software is no longer deployed on premises, but remotely available on the Internet. Consequently, SaaS has been incorporated into the strategy of all leading enterprise software companies, while one of the biggest selling points for these companies is the potential to reduce IT support costs by outsourcing hardware and software maintenance and support to the SaaS provider. Obviously, one of the main promoters of the SaaS business model is the technological ability to provide software in the cloud. In the cloud model, SaaS providers install and operate application software in the cloud and cloud users access the software anywhere. The ability to scale the application to a virtually unlimited number of clients is one of the main drivers of cloud technologies. This is achieved by using multi-tenant software architectures, which basically means supporting multiple clients in the same application instance, but also with virtualization technologies, which means adding more computing resources as needed, without any hardware changes being necessary. This approach is very costeffective for the SaaS provider, who has the flexibility of spending for the needed hardware resources and increases or decreases the computing power as he needs, without any infrastructure change overhead. Cloud infrastructure also offers mechanisms which could be extremely costly if hosted The Outsourcing Journal “SOFT DEV” All rights reserved. by the client himself, like load balancing or failover capabilities. The same approach is used for bandwidth allocation. Depending on the needs of a particular client, different amounts of bandwidth can be allocated to particular clients, or different services like CDN(content delivery network) so that some of the resources are distributed and the clients can access them from the closest and the fastest locations. Mobility also is a strong argumentation towards adoption of a SaaS solution by a client, since many SaaS providers already offer also mobile interfaces for android, windows mobile , IOS phones or tablets. An online application, which is how SaaS solutions are usually exposed to the clients, doesn’t need special infrastructure, or connection management software like intranet applications do: VPN client software, special key or tokens, which makes mobility virtually impossible. Studies show that SaaS solutions will grow in importance: Gartner Group estimates that SaaS revenue will be more than double its 2010 numbers Page 2
    • AGILE & SAAS by 2015 and reach a projected $21. 3 billion. In parallel to that, Agile development methodology is becoming more and more popular (some say already reached its peak). While SaaS is eventually a business model in the software business, Agile focuses on development methodologies and offers a set of best practices to develop software. Put simply, agile development is a different manner of managing research & development teams and projects. The use of the word agile in the context we’re so familiar with nowadays, derives from the agile manifesto. Back in 2001, a group of professionals got together to discuss about the too often failures of the traditional approach to managing software development. They brought forward to the public, the agile manifesto, comprising four important values, which are still relevant today . It says, “we value”: - Individuals and interactions over processes and tools - Working software over comprehensive documentation - Customer collaboration over contract negotiation - Responding to change over following a plan Page 3 There are various methodologies that are commonly known as agile, because they support the values I mentioned above and keep up with the principles of the agile manifesto. From DSDM ( the original agile development method), to Scrum and XP, Agile proved itself as a breakthrough on the IT market. Actually, there is a continuously increasing volume of success story, where companies have managed to improve the performance of their IT projects and development teams. Forrester Research published an in-depth report about how the Agile methodologies are being used. According to the report, iterative, test-driven, and collaborative approach to building software is now definitely in the main stream. From the 1,298 professional developers surveyed, 35% said that one form of Agile or another best rendered the way they create applications. That represented a greater proportion than any other method. For example, the “Waterfall” approach, Agile’s opposite was chosen by just 13% of the respondents. Agile has been continuously gaining momentum since the introduction of the “agile manifesto” in 2001 while SaaS has also been gaining momentum, roughly during the same period. This is far from being mere coincidence. Moreover, there is a key idea in the “agile manifesto” which links the , two concepts: “Responding to change over following a plan” . Both trends are clearly going in the same direction, targeting fast feedback cycles ,the trial of small features while prioritizing the ones that become popular and last but not least compromising scope and not quality. This approach emphasizes the great benefits of the SaaS-Agile working as a team. Obviously SaaS vendors have quickly adopted the Agile methodologies. Their business model requires fast and frequent deliveries to production, unlike the old waterfall methodology which yielded up to 3-4 new versions per year, SaaS users want more – they expect to see new features delivered every month or so. They are also unforgiving when it comes to consistently meeting due dates of new versions and having high product quality as in a subscription The Outsourcing Journal “SOFT DEV” All rights reserved.
    • AGILE & SAAS model (unlike on-premise license) they can easily switch to the competitor. Agile fits these business needs of SaaS vendors like a glove. For example, think of a client who requires a feature a.s.a.p. In a century where everything moves on the fast-forward, a change made at the right time, can worth a lot. Sometimes, we encounter specific activities, which can’t be parallelized and can’t be executed following a certain sequence, for example, the flow development-testing-deployment. Organizations are also divided to reflect this type of work: development team, testing team and IT/deployment team. So there is no obvious way using this approach to make things faster. Even if the development will not last long, the following testing and deployment can take weeks. We need a different approach on the matter which can rapidly answer the requests on the market. This is where “continuous integration” steps in, one of the main tools for Agile practice, to help SaaS vendors. The “continuous integration” practice decreases the gap between the development, testing and operation teams. The developers are given more power to make changes faster, having automated tests and automatic deployment. There are already debates about “continuous deployment” or “continuous delivery” automation , of the deployment process to production environment. This assures a shorter release time and lower costs. The continuous delivery doesn’t represent just a set of tools. SaaS vendors have adopted this Agile practice and started developing it even further to fit their ever growing business needs for frequent and seamless deliveries to production. They have purified a process which completely changes how things are done. It impacts the mentalities, the workflows and interactions between teams; it impacts how development is made, basically how code is written. Eventually it helped SaaS companies to reach true business Agility. A level in Agile development very few of the early adopters of Agile reached – an organization which is completely focused on the needs of its users and is able to change direction reacting promptly to changes in The Outsourcing Journal “SOFT DEV” All rights reserved. the market. SaaS vendors embraced Agile due to business needs and then – started changing Agile to meet their new challenges. SaaS development created the development operations, “devop” to enable a closer work between R&D and the support teams. The nature of SaaS development work requires a close collaboration between all the teams in the company. The result everyone expected is that support has started moving to development and “devops” is the new support working under R&D – an Agile concept of having independent self-contained teams was enhanced by SaaS vendors. I believe that there is a lot of synergy and influence between the two trends. There is clearly no room for the waterfall model in the future of SaaS business. Having devops as part of the R&D team to reach true continuous delivery will have a clear impact on the segregation of the work done by development, testing and operational/deployment teams. They will have to find a common ground to work together. We’ll Page 4
    • AGILE & SAAS definitely not be able to talk about SaaS without referring to Agile as well, so who knows which additional changes we will see in the future and how the two trends will continue to influence one another. recognized as an Agile leader ups worldwide. Contact: info@ in Israel and Europe, introduc- igniteoutsourcing.com ing innovative methodologies and enhancing the R&D excellence of industry leaders such as NokiaSiemens Networks, Microsoft, VMWare and AT&T. Acting as Ambassador of AgThe author: Aviram Eisenberg ile, Aviram is an avid promoter is entrepreneur and acclaimed of this school of thought. He speaker, Founder and CEO of speaks about Agile and its’ imIgnite – a global software de- pact on the dynamic, complex velopment company that spe- world of R&D and is frequently cializes in Agile R&D spreading the word in profesUnder his leadership, Ignite is sional conferences and meet- This article was published in the Special Edition of The Outsourcing Journal “SOFT DEV Software Development Outsourcing”, which is available for free download here: DOWNLOAD FULL ISSUE (FREE) 81 pages, pdf
    • Advertisement YOUR KNOWLEDGE WORKS BEST FOR YOU WHEN YOU SHARE IT PUBLISH AT THE OUTSOURCING JOURNAL* CONTACT THE EDITORS: info@outsourcing-journal.org *Publishing articles focusing on shared knowledge is free of charge. Authors must be member of the German Outsourcing Association (free membership available). www.outsourcing-verband.org Contact: offcie@outsourcing-verband.org
    • INSIDE 36 - AGILE & SAAS MATCH MADE IN HEAVEN Aviram Eisenberg, Founder and CEO of Ignite, Israel and Germany 42 - MANAGING INNOVATION: ROBUST SAAS PLATFORM 6 - GERMAN SOFTWARE INDUSTRY SURVEY 2013 Abstract of the research results by Technische Universität Darmstadt, Germany 12 - APPLICATION MODERNIZATION REVISED Cornelia Stan, Creative Consultant at Accesa, Romania 18 - A NEW WAVE OF APPLICATION DEVELOPMENT OUTSOURCING Albert Ma, Chief Innovation Officer at Insigma Hengtian, Hangzhou, China 22 - MIGRATION OF A GLOBAL LOGISTICS MANAGEMENT SYSTEM Olga Iatsyna, IT Public Relations & Marketing Expert, Softengi, Ukraine 26 - PROJECT TYPES IN SOFTWARE DEVELOPMENT OUTSOURCING Adolf Kohl, CTO at BulPros Consulting, Bulgaria and Deutschland 30 - IN ITO, FAR IS THE NEW NEAR Laszlo Klucs (Services & Outsourcing Consultant) and Stephen Teeuwen (freelance writer) for CBI (Centre for the Promotion of Imports an angency of the Ministry of Foreign Affairs, the Netherlands) Page 7 Mihai Catan, Software Solutions Manager, Sistec, Romania 48 - WHY HEALTHCARE IT- COMPANIES SHOULD CROWD TEST THEIR APPLICATIONS Mithun Sridharan, Managing Director at Blue Ocean Solutions PLC, Germany and Communication Chair, German Outsourcing Association 56 - IS MANAGING REMOTE TEAMS DIFFERENT FROM MANAGING LOCAL TEAMS? Hugo Messer, CEO, Bridge Global IT Staffing, The Netherlands 60 - OUTSOURCING GOVERNANCE IN EASTERN EUROPE, OR HOW TO EAT AN ELEPHANT? Elena Kozlovskaya, Founder, Business Data Processing, Belarus 64 - CONCLUSIONS AND POLICY RECOMMENDATIONS - THE UNITED NATIONS INFORMATION ECONOMY REPORT The United Nations, New York and Geneva 72 - ORGANIZATIONS & CONTACTS Corporate profiles and contacts The Outsourcing Journal “SOFT DEV” All rights reserved.
    • INSIDE 0010001100010101001001000100100110111000100110110101010 1000100101100111001000100001000110001010100100100010010 0110111000100110110101010100010010110011001000100 00100 0110001010100100100010010011011100010011011010101010001 0010110011100100010000100011000101010010010001001001101 1100010011011010101010001001011001110010001000010001100 010101001001000100100110111000100110110101010100010010 110011100100010000100011000101010010010001001001101110 0010011011010101010001001011001110010001000010001100010 101001001000100100110111000100110110101010100010010110 0111001000100001000110001010100100100010010011011100010 0110110101010100010010110011100100010000100011000101010 010010001001001101110001001101101010101000100101100111 0010001000010001100010101001001000100100110111000100110 1101010101000100110011100100010000100011000101010010010 001001001101110001001101101010101000100101100111001000 1000010001100010101001001000100100110111000100110110101 010100010010110011100100010000100011000101010010010001 001001101110001001101101010101000100101100111001000100 0010001100010101001001000100100110111000100110110101010 1000100101100111001000100001000110001010100100100010010 0110111000100110110101010100010010110011100100010000100 0110001010100100100010010011011100010011011010101010001 0010110011100100010000100011000101010010010001001001101 1100010011011010101010001001011001110010001000010001100 0101010010010001001001101110001001101101010101000100101 1001110010001000010001100010101001001000100100110111000 Abstract of the results of the industry survey conducted by Technis1001101101010101000100101100111001000100001000110001010 che Universität Darmstadt, Germany 1001001000100100110111000100110110101010100010010110011 100100010000100011000101010010010001001001101110001001 1011010101010001001011001110010001000010001100010101001 THIS IS AN ABSTRACT OF 0010001001001101110001001101101010101000100101100111001 THE SURVEY REPORT DEM0001001110001001101101010101000100101100111001000100111 ONSTRATING A NUMBER OF 0001001101101010101000100101100111001000100111000100110 IMPORTANT ASPECTS OF THE 110101010100010010110011100100010011100010011011010101 0100010010110011100100010011100010011011010101010001001 GERMAN SOFTWARE INDUS0110011100100010011100010011011010101010001001011001110 TRY 2013 010001001110001001101101010101000100101100111001000100 1110001001101101010101000100101100111001000100111000100 110110101010100010010110011100100010011100010011011010 Page 8 1010100010010110011100100010011100010100101100111001000 100111000100110110101010100010010110011100101100111001 GERMAN SOFTWARE INDUSTRY SURVEY 2013 APPLICATION MODERNIZATION REVISED By Cornelia Stan, Creative Consultant at Accesa, Romania WHY SOFTWARE MODERNIZATION IS STRATEGIC, HOW IT GENERATES PRESSURE IN DECISION-MAKING AND HOW IT DRIVES INNOVATION. A NEW WAVE OF A P P L IC AT ION DEVELOPMENT OUTSOURCING By Albert Ma, Chief Innovation Officer at Insigma Hengtian, Hangzhou, China. THE MOBILE PHONE IS A GOOD EXAMPLE, IN THAT IT’S A WHOLE NEW WAY OF DELIVERING INFORMATION TO AN END USER. FEATURES LIKE GEO-LOCATION AND ACCELEROMETERS ARE NOT COMMONLY FOUND ON TRADITIONAL DEVICES, AND REQUIRE A WHOLE NEW SET OF RULES WHEN DESIGNING SOFTWARE. Page 8 Page 8 MIGRATION OF A GLOBAL LOGISTICS MANAGEMENT SYSTEM By Olga Iatsyna, IT Public Relations & Marketing Expert, Softengi, Ukraine Page 8 also in this issue PROJECT TYPES IN SOFTWARE DEVELOPMENT OUTSOURCING AGILE & SAAS MATCH MADE IN HEAVEN Von Adolf Kohl, CTO bei BulPros Consulting, Bulgarien und Deutschland By Aviram Eisenberg, Founder and CEO of Ignite, Israel and Germany EINE EINORDNUNG DER VERSCHIEDENEN PROJEKTTYPEN ANHAND DER UNTERSCHIEDLICHEN VERANTWORTLICHKEITEN WÄHREND DES DEVELOPMENT LIFECYCLE PROZESSES. IN ITO, FAR IS THE NEW NEAR By Laszlo Klucs (Services & Outsourcing Consultant) and Stephen Teeuwen (freelance writer) for CBI (Centre for the Promotion of Imports an angency of the Ministry of Foreign Affairs, the Netherlands) WE’LL DEFINITELY NOT BE ABLE TO TALK ABOUT SAAS WITHOUT REFERRING TO AGILE AS WELL, SO WHO KNOWS WHICH ADDITIONAL CHANGES WE WILL SEE IN THE FUTURE AND HOW THE TWO TRENDS WILL CONTINUE TO INFLUENCE ONE ANOTHER. MANAGING INNOVATION: ROBUST SAAS By Mihai Catan is a Software Solutions Manager, Sistec, Romania WHEN IT COMES TO BUILDING APPLICATIONS, THE RIGHT TOOL FOR THE JOB CAN REALLY MAKE ALL THE DIFFERENCE. WHY EUROPE’S SMALL AND MEDIUM PLAYERS SHOULD CONNECT WITH DEVELOPING COUNTRIES NOW – AND HOW THEY CAN DO IT SUCCESSFULLY Page 8 Page 8 download the issue free here WHY HEALTHCARE IT- COMPANIES SHOULD CROWD TEST THEIR APPLICATIONS By Mithun Sridharan, Managing Director at Blue Ocean Solutions PLC, Germany and Communication Chair, German Outsourcing Association THE INCREASING ADOPTION AND USE OF MOBILE TECHNOLOGIES IS DISRUPTING THE HEALTHCARE INDUSTRY. THIS PHENOMENON HAS CREATED INNOVATIVE WAYS, CHANNELS AND TOOLS TO DELIVER HEALTHCARE COST-EFFECTIVELY EVEN IN THE REMOTEST OF PLACES. IS MANAGING REMOTE TEAMS DIFFERENT FROM MANAGING LOCAL TEAMS? OUTSOURCING GOVERNANCE IN EASTERN EUROPE, OR HOW TO EAT AN ELEPHANT? By Hugo Messer, CEO, Bridge Global IT Staffing, The Netherlands By Elena Kozlovskaya, Founder, Business Data Processing, Belarus THE ROTHSCHILD BROTHERS RAN MOST OF EUROPE’S BANKING WITH A “DISTRIBUTED TEAM” THAT RAN ENTIRELY ON LETTERS AND COURIERS. DID THEY WHINE ABOUT THE PROBLEMS OF DISTRIBUTED TEAMS? THE LEVEL OF TECHNICAL EXPERTISE IS DISTRIBUTED EQUALLY, I.E. GOING WITH A SMALLER VENDOR DOES NOT ALWAYS MEAN HIGHER RISKS. EASTERN EUROPEAN VENDORS HAVE DIFFERENT LEVELS OF FORMALIZATION OF THEIR INTERNAL MANAGEMENT PROCESSES AND RANGE FROM CMMI LEVEL 2 TO 5. CONCLUSIONS AND POLICY RECOMMENDATIONS - THE UNITED NATIONS INFORMATION ECONOMY REPORT The Software Industry and Developing Countries, published by The United Nations, New York and Geneva Page 8 SOFT DEV SOFTWARE DEVELOPMENT OUTSOURCING Picture: flickr, IntelFreePress: http://www.flickr.com/photos/intelfreepress/ The Outsourcing Journal “SOFT DEV” All rights reserved. Page 8 Page 8 OUTSOURCING JOURNAL SPECIAL EDITION Page 8 0 0 1 0 1 1 0 0 0 0 0 0 1 0 0 0 1 0 0 0 1 0 1 0 0 0 1 0 0 0 1 0 1 0 0 0 1 0 1 1 1 0
    • 0010001100010101001001000100100110111000100110110101010 www.outsourcing-journal.org Q 4 - 2013 - Deutsch / English - 81 pages 0001001011001110010001000010001100010101001001000100100 10111000100110110101010100010010110011001000100 0010001 0001010100100100010010011011100010011011010101010001001 1100111001000100001000110001010100100100010010011011100 1001101101010101000100101100111001000100001000110001010 0010010001001001101110001001101101010101000100101100111 0100010000100011000101010010010001001001101110001001101 SHARED KNOWLEDGE FOR 0101010100010010110011100100010000100011000101010010010 DACH AND GLOBAL MARKETS 0100100110111000100110110101010100010010110011100100010 0010001100010101001001000100100110111000100110110101010 0001001011001110010001000010001100010101001001000100100 1011100010011011010101010001001011001110010001000010001 0001010100100100010010011011100010011011010101010001001 0011100100010000100011000101010010010001001001101110001 0110110101010100010010110011100100010000100011000101010 1001000100100110111000100110110101010100010010110011100 0001000010001100010101001001000100100110111000100110110 0101010001001011001110010001000010001100010101001001000 0010011011100010011011010101010001001011001110010001000 1000110001010100100100010010011011100010011011010101010 OUTSOURCING JOURNAL 0100101100111001000100001000110001010100100100010010011 SPECIAL 1110001001101101010101000100101100111001000100001000110 EDITION 0101010010010001001001101110001001101101010101000100101 0011100100010000100011000101010010010001001001101110001 0110110101010100010010110011100100010000100011000101010 1001000100100110111000100110110101010100010010110011100 INSIDE: 0001000010001100010101001001000100100110111000100110110 ARTICLES, REPORTS, PAPERS, BEST PRACTICE AND 0101010001001011001110010001000010001100010101001001000 0010011011100010011011010101010001001011001110010001000 OPINIONS ABOUT: GERMAN SW INDUSTRY, MODERNIZATION, 1000110001010100100100010010011011100010011011010101010 MIGRATION, DEVELOPMENT, AGILE, SAAS, 0100101100111001000100111000100110110101010100010010110 HEALTHCARE IT, MANAGEMENT, GOVERNANCE, 1110010001001110001001101101010101000100101100111001000 0011100010011011010101010001001011001110010001001110001 POLICY RECOMMENDATIONS 0110110101010100010010110011100100010011100010011011010 0101000100101100111001000100111000100110110101010100010 Published by: With support of: Featured Initiative (page 41): 1011001110010001001110001001101101010101000100101100111 0100010011100010011011010101010001001011001110010001001 CONTRIBUTE >> 1000100110110101010100010010110011100100010011100010011 1101010101000100101100111001000100111000101001011001110 1000100111000100110110101010100010010110011100101100111 Copyright @ Deutscher Outsourcing Verband e.V. & The Outsourcing Journal - All rights reserved. Copying and distribution without prior written agreement prohibited. 0100010011100010011011010101010001001011001110010110011 OUTSOURCING JOURNAL SOFT DEV SOFTWARE DEVELOPMENT OUTSOURCING