Liz Barnett Vice President Forrester Research


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Liz Barnett Vice President Forrester Research

  1. 1. June 15, 2004. Call in at 12:55 pm Eastern Time Liz Barnett Vice President Forrester Research ForrTel: Threats or Opportunities? Key Process and Organizational Issues Facing Application Developers In 2004
  2. 2. Threats or opportunities? It’s up to you. Agile processes Outsourcing Service-oriented architecture Open source ( SOA ) Feasibility for critical applications Impact on corporate IT shops Practicality for software development projects Tremendous growth for new systems and maintenance
  3. 3. 2004 situation Better, faster, cheaper imperative Skills lag technology change Shrinking budgets Agile processes Outsourcing Open source SOA
  4. 4. SOA is at the top of enterprise architects’ lists (Multiple responses accepted ) Base: 28 IT decision-makers on the Forrester Oval™ Program’s Enterprise Architecture Council “ What topics are you most interested in learning more about?” Information architecture: where to start Security architecture’s place in enterprise architecture Enterprise architecture tool sets and capabilities Identity management Service-oriented architecture Refresh the enterprise architecture Organize the central federated EA group Create a mission, vision statement, and actionable plan Measure and communicate ROI Prepare for a new CIO Improve the image of IT Process and project management Implement organizational change The next driver of enterprise architecture Negotiate better contracts 50% 50% 61% 29% 64% 43% 39% 32% 14% 18% 21% 21% 21% 32% 4%
  5. 5. Adopting a service-based architecture in 2004 “ Is implementing a service-based architecture likely to be one of your organization’s major themes for 2004?” Base: 499 decision-makers at North American firms Source: Business Technographics ® November 2003 North American Benchmark Study Not on the agenda for next year May be on the agenda for next year It may be a critical priority It is a critical priority 33% 34% 21% 12%
  6. 6. SOA recommendations <ul><li>Change the organization </li></ul><ul><li>Develop business skills in IT </li></ul><ul><li>Enhance processes to address integration </li></ul><ul><li>Implement tools for sharing services </li></ul><ul><li>Develop service-oriented patterns, templates, and guidelines </li></ul>
  7. 7. Open source’s challenges look just like corporate IT’s challenges Geographic distribution Lack of a common language Need for reuse to improve productivity Demand for high quality Desire for developer fulfillment
  8. 8. Open source’s impact on tools — developer’s resource portal (DRP) Leading options VA Software (SourceForge) CollabNet Potential players IBM/Rational Borland Microsoft Open source solutions Development tool access Team collaboration Methodology, best practices Project management integration “ Other stuff”
  9. 9. Open source’s impact on process Source: January 24, 2003, Brief “Executive Overview: Linux And Open Source” Characteristic Benefit • Developer meritocracy gives quality coders leadership positions • Only the best code and ideas make it into final releases • A “maintainer” (typically the founder) is a benevolent dictator 1. Peer review • Because the code is available to everyone, bugs are fixed quickly • Many teams can work on different models simultaneously • Enhancements take full advantage of existing code 2. Published results • The Internet ties the community together — unlimited team size • Developers are highly motivated because they self-select 3. Coding volunteers • Released when engineers think the product is ready, instead of rushing to make a sales quarter 4. Released by engineers
  10. 10. Open source’s impact on the organization Tiered levels of involvement Lead developers Part-time contributors Users Cross-team collaboration <ul><li>Lead developer on Team A </li></ul><ul><li>Part-time contributor on Team B </li></ul><ul><li>Shared resource across teams </li></ul>Team A Team B <ul><li>Lead developer on Team B </li></ul><ul><li>Part-time contributor on Team A </li></ul>“ Guru”
  11. 11. Offshore application development gets attention in 2004 “ Is moving IT development or maintenance activities offshore likely to be one of your IT organization’s major themes for 2004? ” Base: 750 decision-makers at North American firms Source: Business Technographics November 2003 North American Benchmark Study 62% — Not on the agenda for next year 21% — May be on the agenda for next year 10% — May be a critical priority 7% — Is a critical priority 62% — Not on the agenda for next year 21% — May be on the agenda for next year 10% — May be a critical priority 7% — Is a critical priority Moving IT development or maintenance offshore is a major theme at 38% of firms
  12. 12. Outsourcing recommendations <ul><li>Build skills to complement those of outsourcers </li></ul><ul><ul><li>Business analysts provide domain knowledge </li></ul></ul><ul><ul><li>Project management </li></ul></ul><ul><ul><li>Quality assurance </li></ul></ul><ul><li>Add multisite management processes to the corporate methodology </li></ul><ul><ul><li>Patterned after offshore consultants </li></ul></ul><ul><ul><li>Track all artifacts as part of the project asset library </li></ul></ul><ul><li>Attend “client school” </li></ul><ul><ul><li>Learn to manage outsourcers, articulate requirements, develop escalation procedures, excel at contracting </li></ul></ul><ul><li>Go out and innovate </li></ul><ul><ul><li>Use staff in other ways — do things only you can do </li></ul></ul>
  13. 13. Agile processes hit the mainstream <ul><li>Inside: Sidebar article </li></ul><ul><li>“ Keeping the U.S. Software Industry Strong” </li></ul><ul><li>Improve programming . . . with XP </li></ul><ul><li>Innovate new business models </li></ul><ul><li>Automate </li></ul>March 1, 2004
  14. 14. Agile development recommendations <ul><li>Start with a few changes: </li></ul><ul><ul><li>30-day iterations </li></ul></ul><ul><ul><li>Daily standup meetings </li></ul></ul><ul><ul><li>Increased customer involvement </li></ul></ul><ul><li>Re-skill some developers to be multifaceted team members </li></ul><ul><li>Address metrics from the start </li></ul><ul><li>Fit agile processes into the overall corporate methodology framework </li></ul>
  15. 15. Turn threats into opportunities Service-oriented architecture Agile processes Open source Outsourcing <ul><li>Reuse services </li></ul><ul><li>Focus on business goals </li></ul><ul><li>Improve collaboration </li></ul><ul><li>Leverage processes </li></ul><ul><li>Improve time to benefits </li></ul><ul><li>Motivate staff </li></ul><ul><li>Engage the customer </li></ul><ul><li>Leverage cost models </li></ul><ul><li>Build business skills </li></ul>Don’t approach these steps serially — work in parallel Empowered application development
  16. 16. Thank you Liz Barnett Entire contents © 2004 Forrester Research, Inc. All rights reserved.