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  1. 2. Agenda <ul><li>Background </li></ul><ul><ul><li>Current Software Development Processes </li></ul></ul><ul><ul><li>Current Software Development Tools </li></ul></ul><ul><li>Chosen Solution </li></ul><ul><ul><li>Rational Unified Process (RUP) </li></ul></ul><ul><ul><li>IBM Software Development Platform </li></ul></ul><ul><ul><li>Why This Solution </li></ul></ul><ul><li>Approach to Implementation </li></ul><ul><ul><li>Enablement Office </li></ul></ul><ul><ul><li>Adoption Through Execution </li></ul></ul><ul><ul><li>Software Engineering Process Authority </li></ul></ul>
  2. 3. Background <ul><li>The following statistics are from the Standish Group (2003) </li></ul><ul><ul><li>Only 34% of all software projects studied were delivered on schedule and within budget </li></ul></ul><ul><ul><li>Average cost overrun was estimated to be 43% </li></ul></ul><ul><ul><li>Average time overrun was estimated to be 82% </li></ul></ul><ul><li>How well do you think YOUR COMPANY is doing? </li></ul>
  3. 4. Background Current State <ul><li>Varying Software Development Processes </li></ul><ul><ul><li>For many years we have had varying processes/methodologies in-house that are all serial or “waterfall” in nature. </li></ul></ul><ul><ul><li>The individual processes themselves are rarely followed consistently from one area of the organization to the next. </li></ul></ul><ul><li>Varying Software Development Tool Products/Vendors </li></ul><ul><ul><li>We currently have a smattering of point solution development tools that don’t play very well together. </li></ul></ul><ul><ul><li>Redundant tools for similar functions. </li></ul></ul><ul><ul><li>Tremendous overhead from workarounds that force minimal “integration”. </li></ul></ul>
  4. 5. IBM Rational Solutions RUP and IBM Software Development Platform <ul><li>Rational Unified Process (RUP) </li></ul><ul><ul><li>A configurable software development process platform that delivers proven best practices and a configurable architecture. </li></ul></ul><ul><ul><li>An industry-standard, prescriptive system development process. </li></ul></ul><ul><ul><li>Encompasses the logical activities that take place throughout a software development project. </li></ul></ul><ul><ul><li>Will enable us to select and deploy only the process components we need for each project as well as each stage of a project. </li></ul></ul>The fundamental principles of the RUP apply to any type of software development, whether it is clean slate, re-platforming or legacy system evolution
  5. 6. IBM Rational Solutions RUP and IBM Software Development Platform <ul><li>IBM Software Development Platform </li></ul><ul><ul><li>A complete solution for developing software and software-based systems. </li></ul></ul><ul><ul><li>Tools for analysts, architects, developers, testers and project managers that unifies software development teams. </li></ul></ul><ul><ul><li>Fully integrated and comprehensive platform for our end-to-end software development. </li></ul></ul><ul><ul><li>Will enable us to operate more efficiently and deliver innovative products that can set us apart from our competitors. </li></ul></ul>Maximize our output Improve our time-to-value Increase our agility to the business stakeholders
  6. 7. IBM Rational Solutions RUP and IBM Software Development Platform <ul><li>Why do we need to change / why this solution? </li></ul><ul><ul><li>We need to leverage software development to improve our business performance. </li></ul></ul><ul><ul><li>Closely aligning business, development & operations, and automation of our activities will enable us to identify and work towards a shared set of business goals. </li></ul></ul><ul><ul><li>IBM Rational Professional Bundle will supply us with all the desktop tools our enterprise needs to design, construct, and test applications on both Windows and Linux, in a single purchase with one maintenance contract. </li></ul></ul>
  7. 8. Implementation Approach <ul><li>Controlled, governed, and structured approach to the enterprise implementation </li></ul><ul><li>Multi-year charter and funding </li></ul><ul><li>Creation of a formalized Enablement Office responsible and accountable for implementation </li></ul><ul><ul><li>Assess the process adoption and tools utilization in each discipline </li></ul></ul><ul><ul><li>Identify and prioritize the focus areas for each discipline </li></ul></ul><ul><ul><li>Address the needs identified on an on-going basis </li></ul></ul>
  8. 9. Implementation Approach Enablement Office <ul><li>Reporting structure: </li></ul>
  9. 10. Implementation Approach Build the Business Case for Change <ul><li>The process to implement the RUP and IBM Rational Solutions to an organization differs from introducing them to a project team or working group </li></ul><ul><ul><li>Background of current state </li></ul></ul><ul><ul><li>Know your organization (assessment) </li></ul></ul><ul><ul><li>Ranking of formal (management) and informal (anyone) leaders </li></ul></ul><ul><ul><li>Assembling the team </li></ul></ul><ul><ul><li>Reviewing assessment input options </li></ul></ul><ul><ul><li>Gathering data, selecting interviewees </li></ul></ul><ul><ul><li>Interviews </li></ul></ul><ul><ul><li>Analysis of key areas where RUP and Rational tools add value </li></ul></ul><ul><ul><li>Financial calculations </li></ul></ul><ul><ul><li>Writing your ROI assessment </li></ul></ul>
  10. 11. Implementation Approach Adoption Through Execution <ul><li>Execute RUP and tool utilization in real projects (pilots) </li></ul><ul><ul><li>Not process definition (customization & configuration) </li></ul></ul><ul><ul><li>Process and tools must be executed in real projects in our environment and domain to demonstrate the value </li></ul></ul><ul><ul><li>Transfer skill set from our external mentors (IBM Rational Brand Services) to our internal mentees </li></ul></ul><ul><ul><li>Develop our RUP tailored process based on the lessons learned from the pilot projects </li></ul></ul>At the end of the day, we will have a repeatable process that is predictable
  11. 12. Implementation Approach Adoption Through Execution <ul><li>Pilot Projects </li></ul><ul><ul><li>Weighted and ranked criteria for selecting pilot projects </li></ul></ul><ul><ul><li>Learning by doing – NOT theoretical discussion </li></ul></ul><ul><ul><ul><li>Supported by just-in-time training </li></ul></ul></ul><ul><ul><ul><li>Immediate mentoring on actual pilot project(s) </li></ul></ul></ul><ul><ul><ul><li>Internal mentees will be part of the core pilot project resources in respective disciplines receiving knowledge transfer from our external mentors </li></ul></ul></ul><ul><ul><li>Results driven to goal of demonstrating the value of the process and tools within the context of the project </li></ul></ul>It is in the pilot projects that the actual adoption takes place…not in creating templates and guidelines before ever executing in a real project with our resources!
  12. 13. Implementation Approach Pilot Projects
  13. 14. Implementation Approach Software Engineering Process Authority <ul><li>Software Engineering Process Authority (SEPA) </li></ul><ul><ul><li>Tightly coupled with Rational Enablement Office </li></ul></ul><ul><ul><li>Responsible for taking the lessons learned from the RUP pilot projects and instantiating them across the organization </li></ul></ul><ul><ul><li>Symbiotic relationship </li></ul></ul><ul><ul><ul><li>Enablement office pilots produce lessons learned in this environment </li></ul></ul></ul><ul><ul><ul><li>SEPA takes these lessons across the organization </li></ul></ul></ul><ul><ul><ul><li>Enablement office benefits when pilots are run in these other areas from the SEPA already bringing earlier lessons learned </li></ul></ul></ul><ul><ul><ul><li>Starts over with item one… </li></ul></ul></ul>It is in the pilot projects that the actual adoption takes place…not in creating templates and guidelines before ever executing in a real project with our resources!
  14. 15. Implementation Approach Process Owners Group Pilot 2 Pilot 1 Pilot 3 Pilot 4 SEPA SEPA Next Slide… Environment Project Management Config & Change Mgnt Deployment Test Implementation Analysis & Design Requirements Business Modeling Department 4 Mainframe Department 3 Packaged Apps Department 2 Web/J2EE Department 1 Client Server
  15. 16. Implementation Approach Software Engineering Process Authority Pilot SEPA It is at these intersection points where the SEPA takes the lessons learned from the pilot projects and instantiates it across the organization in the other departments. The REO benefits from these early lessons learned being incorporated into the behavior and activities of resources when pilot projects are executed at a point in the future in those areas…
  16. 17. Pilot Projects <ul><li>How Many? </li></ul><ul><ul><li>Look to run 1 to 3 pilots for a given type of technology </li></ul></ul><ul><ul><ul><li>Take the lessons learned from each one and apply to the next </li></ul></ul></ul><ul><ul><ul><li>Validate that there are improvements to the process from the lessons learned </li></ul></ul></ul><ul><ul><ul><li>Make this the standard for all new project in that technology </li></ul></ul></ul><ul><li>Core Resources </li></ul><ul><ul><li>Make sure that your core project resources have the right skills for your pilots </li></ul></ul><ul><ul><ul><li>J2EE project needs developers that have coded J2EE in your environment </li></ul></ul></ul><ul><ul><ul><li>UML notation experience is needed if you are going to use ROSE/XDE </li></ul></ul></ul><ul><ul><ul><li>Piling new tools and process onto someone that does not have the right skills setting up your project for failure </li></ul></ul></ul>
  17. 18. Implementation Approach Pilot Projects Time Adoption % P1 P2 P3 P4 P5 P6 P7 P8
  18. 19. [email_address] For all questions, please feel free to contact me at the following email address: