Fostering innovation and efficiency through collaborative change management


Published on

This paper discusses the recent genesis of collaborative change management. This new approach to systems and software development transforms the way organizations manage change across the life cycle to make it more transparent, flexible and efficient.It explores how the adoption of an open, uniform approach to commercial systems and software development, as well as the dynamic integration of project management capabilities with change management, can dramatically raise the bar on collaboration and productivity.

Published in: Business, Technology
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Fostering innovation and efficiency through collaborative change management

  1. 1. IBM SoftwareRationalFostering innovation and efficiency throughcollaborative change managementBy Steve Speicher, STSM, and Bernie Coyne, CCM market manager, Rational software,IBM Software Group
  2. 2. 2 Fostering innovation and efficiency through collaborative change managementA new era in change management Creating business advantage throughAdvances in technology have long inspired and pushed organiza- changetions to innovate and create value differently. Systems and Unrelenting forces of change come at today’s organizations fromsoftware development and delivery teams, in particular, play virtually every angle. Economic concerns, regulatory demandsan integral role in an organization’s ability to quickly bring and shifting customer needs push from the outside. At the sameinnovative solutions to the marketplace and increase employee time, internal pressures to do more with fewer resources pull atproductivity. Therefore, they need to seize every opportunity to practically everyone inside the organization.embrace new strategies and technologies to better coordinatetheir activities and enhance their output. Yet disparate change Systems and software teams remain integral to an organization’smanagement tools and systems can lead to development grid- ability to respond effectively and with foresight to these forces.lock, slowing team responses and affecting the organization’s They must create and maintain world-class products and appli-overall agility and competitiveness. cations while providing superior user support. They must help ensure data integrity and consistency for successful governanceThis paper discusses the recent genesis of collaborative change and compliance and also efficiently capture, manage and leveragemanagement. This new approach to systems and software devel- knowledge to facilitate project success. Finally, they must contin-opment transforms the way organizations manage change across ually produce reliable metrics for improving the developmentthe life cycle to make it more transparent, flexible and efficient. process. In short, business leaders look to their systems andIt explores how the adoption of an open, uniform approach to software teams to help turn every challenge into an advantage.commercial systems and software development, as well as the That’s why organizations simply can’t afford inefficient, unreli-dynamic integration of project management capabilities with able change management processes.change management, can dramatically raise the bar on collabora-tion and productivity. Linking life-cycle data, processes and peopleCollaborative change management trans- To work effectively, today’s systems and software teams must be able to collaborate effectively. They must be able to shareforms the way organizations manage data between existing tools. Quickly integrate new tools. Andchange across the life cycle to make it trace changes across life-cycle resources, whether requirements,more transparent, flexible and efficient. software and mechatronic design diagrams and documents, source code, or test cases. The typical organization today,
  3. 3. IBM Software 3however, has evolved multiple, disparate change managementsystems encompassing an assortment of multivendor tools aswell as internally developed tools with customized attributes. QualityWhether created to support varying upgrade cycles or new managementacquisitions and projects, each system accommodates specificpurposes and user audiences. Integration between tools exists, tracksbut generally only on an ad hoc basis and through vendor-specified interfaces tied to specific platforms or languages. Defect Help desk management relies on supportsWith systems and software teams using separate sets of tools Change managementand databases, establishing a consolidated, transparent viewinto change becomes virtually impossible. Change is continualand pervasive throughout product and application life cycles. uses implementsIndividuals lacking visibility into the process have trouble antici-pating or proactively dealing with the effects of change. A single Project Requirementschange request, for example, can affect several artifacts across the management managementdevelopment life cycle, depending on the nature of the change.Without traceability among change management tools and data,team members waste valuable time communicating via email andphone. Also, without a consistent way to collect and control data, Figure 1: Change management is central to product and applicationtraceability and accountability—critical to successful governance life cycles.and compliance—suffer as well. Control of data and resources isneeded in many forms, including via access controls, review and The benefits of improved collaboration and traceability don’tapproval workflows, and electronic signatures. stop with the development teams but extend to operational and support teams through integrated service management. Quite often, tools, systems and processes used to manage such
  4. 4. 4 Fostering innovation and efficiency through collaborative change managementIT assets as help desks, service request tools and asset configura- leveraged for life-cycle collaboration and resource sharing.tion databases are isolated from the development teams Rather, both existing and new tools are loosely coupled via athat develop and support applications in those environments. uniform, open architecture and set of protocols.Operational requirements are lost in the development ofapplications and testing, leading to incomplete preproduction Coordinated yet decentralized, this approach enables creationtesting prior to applications being deployed into production. of a collaborative development hub where disparate changeBy fostering effective collaboration on changes between develop- management solutions can coexist. At the same time, it deliversment and operational teams, the business can further streamline the control and flexibility of a centralized solution—without thethe value it provides to clients. costs and headaches. In addition, because life-cycle resources are defined and shared using open specifications, life-cycle data canA hub for life-cycle collaboration and be mined to provide information visibility and access to all par-resource sharing ticipants in the life cycle.Linking change management tools and data so systems and soft-ware teams have the knowledge and insight required to optimizetheir efforts appears to be a monumental task. One of the most Working together to advance systems and softwareobvious and costly options—integration through a single propri- development tool interoperabilityetary solution—can work well for a small team in one location In 2009, IBM launched Open Services forfocused on completing a limited assignment. Yet it’s likely not a Lifecycle Collaboration (OSLC), an onlineviable choice for organizations with global, distributed develop- community for fostering collaborative changement teams. management. Participants from Oracle, Tasktop, Siemens, Accenture and many other industry-In this age of open, standards-based computing, an ideal answer leading technology companies have joined IBM to worklies literally at the fingertips of systems and software teams: the together to create open, public specifications for linkedarchitecture of the World Wide Web and the Internet. In this life-cycle data. OSLC specification efforts cover a numbercollaborative change management model, individuals and teams of tooling domains. For example, failed test cases are beingrepresenting multiple vendors, organizations and industries can linked to defects or to drive new requirements. Also, specifi-work together via a set of tools that access a linked network of cations are being developed to facilitate requirements changes or to associate tasks with a particular plan, andlife-cycle resources. In this model, tools don’t need to originate customer report problems are being linked to developmentfrom a single vendor or implementation architecture to be teams. Rapidly gaining industry acceptance, OSLC provides the interoperability and scalability required to address the needs of teams ranging from small, onsite teams to world- wide, distributed teams.
  5. 5. IBM Software 5 reports and scorecards to monitor and collaborate on projectsAn open, standards-based model for resource integration and quickly address issues. Change becomes truly managed andand sharing synchronized.● Provides a centralized view into change management In addition, change management can be extended beyond devel-● Supports globally dispersed teams● Scales to support virtually unlimited users and resources opment teams to include business stakeholders. Valuable dash-● Promotes cross-vendor cooperation boards keep business teams informed on the status of projects in● Facilitates development of a rich set of capabilities development and any changes occurring. This increased visibility also enables them to participate in prioritizing and ranking key requirements and work items.Linking project planning and trackingwith change managementSuccessful systems and software change management requires Requirements management Help deskteamwork. Testers who find software defects, for example, turntheir findings over to analysts who assess the potential effects,which are then addressed by the development team. So when Change managementchanges are instigated, the effects ripple across the life cycle.Methods for notifying affected team members need to be effi-cient and reliable—but often aren’t. The development teamdoesn’t always know, for example, that a software defect hasbeen found and will need its immediate attention.Hence, the collaborative in collaborative change managementrefers to more than the advent of commercial systems andsoftware development on an open, standards-based platform.It also refers to comprehensive integration of real-time projectplanning and tracking capabilities with change management. Quality management DeploymentIn this approach, automated, repeatable project planning OPEN, STANDARDS-BASED ARCHITECTUREprocesses support agile, traditional and hybrid developmentefforts. Change requests, or work items, are linked to actionableplans. Tasks and workflows are tracked and coordinated. And Figure 2: Participants in the product and application life cycles can share adispersed systems and software teams use automated dashboards, network of linked life-cycle resources defined using open specifications.
  6. 6. 6 Fostering innovation and efficiency through collaborative change managementLinking requirements management with demands. With enhanced transparency and planning, developerchange management productivity can be optimized. Project errors and delaysAnother key success factor in product and application develop- minimized. Solutions newly designed to attract and retainment is the ability to recognize, react to, trace and execute on customers quickly deployed. Service level agreements met. Inchanging system and functional requirements. The effects of a addition, through increased visibility and traceability, regulatorysingle change in a requirement can be extremely costly. Any requirements can be addressed.number of reasons can potentially drive costs upward, includingthe need to redesign approved designs, implement new hardware Collaborative change management also introduces emergingor software components, and retest already tested components. social software and tools into the development environment.Then again, not making a change can render a product obsolete Team members can connect to a wider network of business andeven before it reaches a potential customer’s hands. technical stakeholders and even users through online communi- ties, team spaces, blogs, wikis, profiles, instant messaging andThe integration of real-time requirements management capabili- other social tools. They can more easily exchange ideas, tap intoties with change management helps address this dilemma. needed expertise and get feedback from customers. The shift toIncreased visibility into life-cycle resources, such as affected social business helps accelerate innovation as well as increasesrequirements, software and hardware architecture and designs, efficiency and customer satisfaction.and test artifacts, makes possible the implementation of an effi-cient review-and-approval process for proposed changes. Team IBM: A leader in collaborative changemembers can collaborate on the proposed changes—and better managementunderstand the potential effects and risks—prior to making a IBM is helping lead the transformation of change managementdecision. After the decision is made, they can better coordinate to collaborative change management with innovative solutions.the implementation. The end result is a well-orchestrated and The IBM Rational® Team Concert™ collaborative changegoverned requirements change process, one that balances pro- management solution is the core component of the newposed changes with business needs and effects on development IBM Rational Collaborative Lifecycle Management solution, aschedules and resources. ready-to-run application life-cycle management solution based on IBM Jazz™ technology. It offers capabilities designed to helpChange management as a force for organizations coordinate their software development activitiesinnovation across business and systems requirements.Change has always driven innovation. Now change managementitself can drive innovation by boosting the entire organization’sability to proactively plan for and quickly respond to business
  7. 7. IBM Software 7Built on open interfaces such as OSLC, the Rational Team Additionally, financing solutions from IBM Global FinancingConcert collaborative change management solution provides can enable effective cash management, protection from technol-leading change management capabilities, including change ogy obsolescence, improved total cost of ownership and returntracking, popular source code control integrations, planning on investment. Also, our Global Asset Recovery Services helpand tracking, reporting, highly configurable process support, address environmental concerns with new, more energy-efficientand integrations with social software solutions such as solutions. For more information on IBM Global Financing, visit:IBM Connections. Available collaborative change management include the following: About the authors● IBM Rational Team Concert Contributor software provides collaborative change management features including agile, tra- ditional or hybrid real-time planning and tracking; task boards; Steve Speicher, an IBM senior technical Gantt charts; product backlogs; burn down charts; and dash- staff member, focuses on Rational change management solutions and inte- boards to help improve planning and predictability for all grations. He is the lead for the OSLC types of projects. change management topic area, which● IBM Rational Team Concert Stakeholder software provides delivers open interoperability specifica- basic change management capabilities and access to task tions, as well as implementations within status and work item information. It is designed for use by the Rational change management prod- customers, partners and extended participants. It does not ucts. Steve formerly worked in emerging standardization include the planning capabilities of Rational Team Concert efforts in healthcare and compound document formats. Contributor software.For more information Bernie Coyne is the market managerTo learn more about how you can use IBM Rational software for IBM change and configuration man-solutions to help you orchestrate change across the product and agement solutions. Having worked inapplication life cycles, contact your IBM sales representative or software development for more thanIBM Business Partner, or visit: 25 years, he has held a variety of roles, including CTO, software development manager, systems analyst and developer. He has worked in both the private and public sectors and has a wealth of hands-on experience in IT application development.
  8. 8. © Copyright IBM Corporation 2011IBM CorporationSoftware GroupRoute 100Somers, NY 10589U.S.A.Produced in the United States of AmericaJune 2011All Rights ReservedIBM, the IBM logo,, Rational, and Rational Team Concert aretrademarks of International Business Machines Corp., registered in manyjurisdictions worldwide. Other product and service names might betrademarks of IBM or other companies. A current list of IBM trademarks isavailable on the web at “Copyright and trademark information” in this publication to IBM products or services do not imply thatIBM intends to make them available in all countries in which IBM operates.The information contained in this documentation is provided forinformational purposes only. While efforts were made to verify thecompleteness and accuracy of the information contained in thisdocumentation, it is provided “as is” without warranty of any kind, expressor implied. In addition, this information is based on IBM’s current productplans and strategy, which are subject to change by IBM without notice.IBM shall not be responsible for any damages arising out of the use of,or otherwise related to, this documentation or any other documentation.Nothing contained in this documentation is intended to, nor shall havethe effect of, creating any warranties or representations from IBM (or itssuppliers or licensors), or altering the terms and conditions of the applicablelicense agreement governing the use of IBM software.IBM customers are responsible for ensuring their own compliance withlegal requirements. It is the customer’s sole responsibility to obtain adviceof competent legal counsel as to the identification and interpretation of anyrelevant laws and regulatory requirements that may affect the customer’sbusiness and any actions the customer may need to take to comply withsuch laws. Please Recycle RAW14270-USEN-00