Præsentation fra Jazz Roadshow 2011.
The value of integrated software delivery with
IBM Rational solution for
Collaborative Lifecycle Management.
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Software is the invisible thread that enables systems-of-systems – large-scale, concurrent, distributed systems, that themselves are comprised of, or connect to, other complex systems. In a smarter planet, software is mission critical, so we need to look beyond software development to software and systems delivery . And let’s put it into an industry context – an industry that has the potential to touch all of us … healthcare . We see here an example of software-driven systems of systems that are used to deliver emergency cardiac care within a six-minute response window. Heart disease is the leading cause of death in the U.S., and is expected to cost more than $316 billion dollars this year alone. We start with our patient, who suffers from heart disease, and has an implanted medical device that monitors and regulates his heart... Unfortunately, today the patient is having a severe event that the implanted device has sensed and is wirelessly notifying the cardiac center that, in turn, can perform remote monitoring and data diagnosis. In a typical scenario, a patient whose heart has short-circuited has an average of six minutes to live – so response time is paramount. In the U.S., the national standard set by emergency responders is four minutes in 90% of all emergencies . So, we need to leverage technology here for faster, more-informed decisions about the patient – and we know that in these cases, response time of less than five minutes doubles survival rate . We also need to use the cardiac specialist’s time efficiently. Because the cardiac center staff has access to data from the device as well as other patient information, their reaction is swift. They notify ambulance dispatch with the patient’s location that they got from GPS in the device – along with an initial assessment of the event. In parallel, the on-call cardiac specialist is notified via preferred contact method – in this case a handheld device. Initial patient data can be pushed to the handheld, and the specialist has immediate access to the patient’s electronic medical record and can remotely monitor the patient. Ambulance dispatch prioritizes its response based on severity of the event, location, available staff, and ambulance readiness . Many dispatchers use systems to help with prioritization. Unfortunately, only 10% of ambulance calls are true life-and-death situations . Which mean there’s plenty of potential for sub-optimal response and utilization of resources. But in this case, since dispatch is operating off of the initial patient information, prioritization and decision support are immediate. In this part of the scenario, our invisible software thread includes ambulance queuing and decision support systems , as well as notifications of ambulance service readiness, inventory, and onboard staff skill levels . The ambulance arrives at the patient location . The ambulance personnel have real-time access to a virtual team of experts that can guide them with triage of the patient – including data and transmitted images. It enables the team to determine the optimum care center for this specific case – on-the-fly, and update best travel route to that location, and then communicate directly with the target facility to optimize emergency department readiness and response for this specific case. Including sending relevant patient information. [CLICK] And by arriving in less than five minutes they’ve doubled the chances of patient survival. Enabled by: 50-plus million lines of code in the vehicle 1,000 software components, each with 10 different interfaces 10,000 interfaces to track, update, test, deploy and maintain for the next 15 – 20 years Integration with vehicle monitoring system Real-time data transfer of patient vitals to virtual team
For anyone using the modern healthcare system you already know it is complex. healthcare delivery is a good example of an evolving mission-critical system-of-systems. Simply looking at the emergency response system itself , is already a complex system-of-systems. For example, in order to respond to an emergency call fast enough to save people’s life, the systems of systems including medical devices, ambulances, electronic healthcare record systems, healthcare specialists’ handhelds, GPS based data recording and intelligent traffic control systems must work together to send ambulance and related people to the patient’s home within a few min .
So we’ve just seen how important software is – in the previous example, literally a matter of life and death in the case of our cardiac care patient, and from a different perspective, at the heart of a $316 Billion health care problem. So how are we as an industry, doing at delivering high quality software on time and on budget? As you can see from this chart, barriers to effective software delivery remain. According to the Standish Group, only 34% of software projects are successful… Studies from McKinsey Quarterly show that less than 25% of executives felt that their IT investments were even aligned with their strategy! And our US Department of Commerce planning report, just looking at one discipline area – requirements management – costs US over $30 B annually. ------------------------------------------------------------------------------------ Most organizations can achieve clarity within a single team, project, or a discipline. When we multiply our need for clarity against the thousands of projects delivered with disparate teams, using different sets of tools and distinct processes and workflows, ut where we as a organizatiosoftware delivery breaks down is through a failure to view multiple teams, projects, disciplines and Sources 1) 'Software related downtime costs industry almost $300 billion annually&quot;, CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008. 2) Roger Roberts, Johnson Sikes, &quot;IT's Unmet Potential&quot;, McKinsey Quarterly , November 2008 3) Planning Report 02-3, The Economic Impacts of Inadequate Infrastructure for Software Testing, Prepared by RTI for National Institute of Standards & Technology, Program office, Strategic Planning and Economic Analysis Group, May 2002, US Department of Commerce.
Five years ago we at IBM – who have been helping customers develop and deliver software for more than 50 years – decided to look at this question from a fresh perspective. And the question that we asked is, how can we fundamentally transform software delivery? How can we break down the silos between developers and testers, between IT and business stakeholders? We at IBM believe that what's needed is a fresh approach to solving the core problem of tool integration across the software lifecycle -- a software development platform. The KEY to a platform is that it replaces one vendor's view of the world (even our own view) with an open and extensible view that enables any vendor to participate. One that delivers real-time, transparent access to project data, risks and progress across the preferred environment that YOU choose -- including tools from IBM, competitors and open-source alternatives.
Agile development is defined by principles, patterns and practices. Principles define the high-level rules that each party to the project agree too and these have been outlined originally in the Agile Manifesto (www.agilemanifesto.org/) and are driven now by the Agile Alliance (www.agilealliance.org). Agile development values include: Individuals and interactions Working software Customer collaboration Responding to change Patterns help identify the current state by a set of constraints and a problem classification. Patterns cover organization as well as identify specific practices to put in place. Practices are small procedures that are followed to complete a task. While traditional development lives by a formal well-defined process, agile methods are themselves agile, adapting to the conditions and focusing on a specific outcome rather than a simple checklist of steps. The shift to dynamic script languages will be another driver toward agile development and the need for increased use of unit testing and source management solutions.
D1_Sabbah 12/07/11 13:44 IBM Rational
Innovate 2010 12/07/11 13:44 D4_Royce
End to end traceability that is seamless in all three products. If a tester finds a defect and can trace it to a use case, submit the defect and it will link to all the things associated to it. Thus the developer can see it is blocked and why and its all automatic. Don’t have to ask. Link artifacts and connect the dots so every artifact has the proper upstream and downstream relationship Send links to artifacts that lead to current artifact versions and sets the related artifact context including reviews and comments from other team members Link critical project artifacts so that the entire team have access to the latest version of the truth When organizations fail to deliver quality software on time and on budget, it is typically not because any individual is dysfunctional, but because the entire team or organization is misaligned. End-to-end visibility enables organizations to proactively steer projects to success based on real-time information. The second imperative, End-to-end lifecycle traceability is a perquisite for meaningful insight into project status, issues and risks. For example, the question, “Are we ready to release?” requires knowledge that can only be gathered by correlating requirements, code, build, and test information—data that potentially resides in four different repositories. The ideal environment will allow teams to easily link related assets and maintain those linkages as assets evolve. Traceability is the ability to gain an end-to-end view across your project lifecycle. When your software is delivered to the customer, you should be able to identify all the activities associated with the software. You should be able to answer all of the stakeholder questions on this slide. And you should be able to state with confidence that the software includes this specific requirement, included in this software build, validated by this test case and with this test result. Anything less, and you really don’t know what you are delivering and whether what you are delivering will meet your quality requirements. --------------- Traceability isn’t simply one of those “nice to have” capabilities in the software development lifecycle. Traceability helps you understand what everyone else on the team is doing. For example, while the requirements analyst knows very well what requirements she has written, she still needs to know whether a given requirement will be addressed during a specific development iteration and, if so, which one. Or she wants to know if the implementation of that requirement has been tested and with what result. An ALM solution that allows for lifecycle artifact traceability helps teams to answer the hard questions about requirements and risk management. By linking related artifacts, teams are better equipped to answer questions such as “which requirements are affected by defects?” and “which work items are ready for test?” It is important to understand how requirements, test and development are linked by projects and tasks. DON’T Do traceability for traceability sake. Identify a few meaningful questions or set one goal and institute a “just enough” approach for linking related artifacts. For example, link requirements and test cases, link test cases and development work items. Try one and get good at it before doing more. DON’T Rely on reports that go stale after you’ve created them. Practice continuous traceability: Leverage a system that shows the traceability links directly on the plan, or that uses queries that identify gaps, such as “Plan items without requirements” and “Plan items without test cases”, and “Defects blocking test.” DON’T Ignore, hide from or hope to pass regulatory audits Invest in an ALM solution that makes traceability easy to do, maintain and report against. DON’T: Work in disconnected project repositories, or cobble together a disparate set of tools. Seek products built with open interfaces. Seek vendors who understand and support the ALM integration challenges. Invest in tools with a longer-term integration roadmap in mind. DON’T: Enter links manually after the fact, it’s easy to forget, hard to enforce. Integrated tools make it easy to establish as the project executes. See image of linked Defect in upcoming slide DON’T: Build your own integration based on proprietary API’s. Choose a solution with open services (OSLC) for linking data across the lifecycle. DON’T: Choose a one-size-fits-no-one solution. Invest in a loosely coupled, integrated ALM solution that is built to scale and support open and flexible integrations. A single ALM repository will not scale to fit your needs over time. Times change, new products emerge; your ALM solution needs to be flexible enough to move with the times. Do you really want to face that data migration challenge? Many tools, document formats and repositories create “information islands”, making it hard to find, relate and use this information as requirements artifacts as well as use use it to inform downstream lifecycle activities Hard to relate it together, keep it coherent, and maintain those relationships. Team members undertake heroic measures to consolidate it understand, monitor status, and make decisions based on this information. These manual processes often don’t scale and introduce errors This leads to .. Wasted team effort due to duplication and lack of version control / change management … “Which version of that document should I be looking at?” Challenges in scaling current practices and making them repeatable Too many project surprises due to poor or missed requirements Information overload: challenges finding, using, and reusing information
A Workbench is a combination of products, services and practices designed to accelerate customers' software delivery transformation in a key focus area. Workbenches can support different types of focus areas, including vertical industries (i.e. automotive); best practices (i.e. requirements-driven testing) and technology domains (i.e. quality management). Workbenches are pre-configured and tested together to optimize transformation. They are supported by best practices guidance and professional services to accelerate customer deployment and results.
Key to our vision is the Open Services for Lifecycle Collaboration initiative. In 2008 we launched this initiative with key partners and vendors. Our collective goal is to enable teams to use the tools they want and share lifecycle resources in delivering software, whether the tools are from IBM, other vendors, open source projects, or in-house development. We aim to do so in a way that is open and non-proprietary and that will encourage all industry members to collaborate. We're gratified with the progress of this initiative to date, which has grown to encompass all of the companies you see here. FAQs on OSLC What is IBM announcing? IBM is introducing an initiative, called Open Services for Lifecycle Collaboration, aimed at simplifying collaboration across the software delivery lifecycle. Our goal is to enable teams to use disparate tools and share lifecycle resources in delivering software, whether the tools are from IBM, other vendors, open source projects, or in-house development. We aim to do so in a way that is open and non-proprietary and that will encourage all industry members to collaborate. Specifically, we're publishing several things at Jazz.net, including an initial set of descriptions for lifecycle resources such as requirements and test cases, as well as protocols and services for accessing these resources. We're also providing code that illustrates usage of these protocols. We hope that by openly sharing our ideas and sample code, our efforts will promote cross-industry collaboration that will lead to agreement on a common architecture and to both commercial products and open source projects that implement these protocols. What problem are you trying to solve? The software delivery tools marketplace of today grew organically from point tools aimed at solving specific narrow needs in the software delivery lifecycle. Teams and organizations who are concerned with all aspects of software delivery have historically had to rely on multiple point-to-point integrations between tools. Consequently, this has created barriers for teams to collaborate and have made cross-lifecycle processes and cross-tool integrations expensive to create, complex to manage, and difficult to change over time, despite the best efforts of tools vendors to integrate their own tools or create alliances with complementary vendors. The increasing focus in software delivery on governance and business alignment make it imperative that the industry move to solve the closely-related problems of tool interoperability and lifecycle collaboration. Our goal is to find a means for allowing tools to readily share lifecycle resources, enabling organizations to more easily integrate, manage, and evolve lifecycle tools and processes for software delivery in response to new business demands. What fresh approach does IBM bring to the solution of this challenge? First, IBM’s experience has identified three degrees of interoperability that are relevant to this challenge: (1) fundamental services that allow different tools to share and exchange the data that they produce; (2) common understanding of relationships between lifecycle resources, such as test cases and requirements; and (3) detailed agreement on the information in an resource, such as a Use Case. A successful solution to this challenge must allow for any and all of these degrees of integration, without forcing tools to agree at the most detailed level where that isn’t necessary. Second, we recognize that the interoperability mechanisms must be robust and flexible allowing companies to easily upgrade individual tools without breaking tool integrations or process flows. A successful solution to this challenge cannot be dependent on close cooperation or continuous coordination between vendors. That’s why our proposal relies heavily on the architecture of the web, which robustly integrates disparate providers of information and services. Similarly, we model our approach on Web 2.0 concepts such as mashups, exploiting document formats, metadata and services rather than traditional brittle APIs. Third, any eventual solution must be recognized as being independent of one vendor’s control. To that end, in the future we’d like to explore the role that open standards and open source projects might play in ensuring that agreed-to protocols and resource descriptions will be freely and equitably available and evolve under independent governance. To promote discussion and help people to understand the ideas being proposed, we are also making illustrative code available under an open source license. What are you making available on Jazz.net? We are making available documents outlining the Open Services for Lifecycle Collaboration initiative as well as sample implementations of the services and resource descriptions. The documents (1) outline IBM’s motivations for this initiative and discuss the architectural principles and technical underpinnings for the proposed resource descriptions and services; (2) suggest a topology of lifecycle resource types and initial descriptions for a core set of resource types, including requirements and test cases; and (3) describe an initial set of protocols and services for accessing resources, including services for retrieving and updating resources, for collecting resources into projects, and for controlling access to resources. Additionally, we’ve published sample implementations for the resource descriptions and for the services. What do you expect people to do with what you’ve published on Jazz.net? What are the next steps? The documents and sample code published on Jazz.net are intended to start the discussion by illustrating our ideas. We encourage other vendors and members of the community to examine these resources and begin the dialog with us and each other that can lead to a common approach for achieving lifecycle collaboration. Image licensed with attribution per following: http://en.wikipedia.org/wiki/Image:Web_2.0_Map.svg
Now that we are delivering on our vision, we are gaining the accolades of analyst firms, like Gartner, who track and evaluate vendors' ability to deliver on integrated ALM solution. And as you can see here, IBM is the only vendor -- of twelve vendors evaluated -- who was rated as Strong Positive, because of its current market strengths, breadth of portfolio, and the solid architectural foundation of the Jazz platform.
Jazz.net is a transparent software delivery laboratory where you can see our own products being built, using our own tools. It's also the home of our Jazz user community, where users can engage directly with the engineers building and refining our products, and has helped us significantly improve the level of direct customer communication. Jazz.net is the place where you can... Communicate with the development team Track the progress of builds and milestones Get the latest product trials and betas Join developers and product managers in discussion groups Submit defect and enhancement requests EZ Insight, Inc. Report, July 2009, “ The IBM Rational Jazz Strategy for Collaborative Application Lifecycle Management“ by Liz Barnett : &quot;With the Jazz project, Rational has developed breakthrough technology and is poised to set the standard for collaborative ALM... Download the report Paul Herzlich , Ovum: &quot;IBM has taken the opportunity to exploit the Jazz platform’s power inventively. Its ‘living’ test plan is a masterpiece of applying new technology to a familiar problem… What is being delivered will demonstrate convincingly that IBM is raising the standard for a test management product.“* Julie Craig, EMA : &quot;Rational’s differentiators are difficult for competitors to equal, and the new Jazz platform foundation may well turn out to be one of the best investments the Rational team has made.” Forrester Wave - Agile Development Management Tools report: “Rational has the best current offering….and continues to raise the bar on building a complete development and delivery platform.” Download the report in the agility@scale ekit Yphise independent research : “Rational Team Concert certified as the best ranked solution for boosting team collaboration during software projects”. Download the report in the agility@scale ekit
Closing slide to be included in all external presentations. Learn more at: IBM Rational software: www.ibm.com/software/rational IBM Rational Software Delivery Platform: www.ibm.com/software/info/developer Process and portfolio management: www.ibm.com/software/rational/offerings/lifecycle.html Change and release management: www.ibm.com/software/rational/offerings/scm.html Quality management: www.ibm.com/software/rational/offerings/testing.html Architecture management: www.ibm.com/software/rational/offerings/design.html 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
What is Rational CLM?
The value of integrated software delivery with IBM Rational solution for Collaborative Lifecycle Management Transforming software delivery through Collaborative Lifecycle Management
Agenda The Defining Challenge of IT ALM Imperatives IBM Rational and Collaborative Lifecycle Management 1 3 2
Example of software-driven "systems of systems" used to deliver emergency cardiac care within a six-minute response window. Software is the invisible thread that drives business innovation Ambulance Fleet Inventory Route Optimization Traffic Control Management Electronic Health Record Cardiac Specialists Remote Monitoring and Data Diagnosis Ambulance Transport Cardiac Center Ambulance Dispatch Patient Emergency Room
The defining challenge: Managing “systems of systems” From back-end software to customer facing portals, systems of systems drive your relationships with customers, suppliers and business partners Customer Service Portal Web portals z & Storefronts Order Processing, Billing & Collections Mobile Apps Customer Relationship Management Outsourced, Contract & OEM Development Partners Sales & Service Partners HR, Payroll and Administrative Systems Back-End Systems Customer Facing Systems YOUR BUSINESS
Trends in software delivery <ul><li>Flexible workspaces </li></ul><ul><ul><li>Work from home </li></ul></ul><ul><ul><li>Shared offices </li></ul></ul><ul><ul><li>Mobility </li></ul></ul><ul><li>Globalization </li></ul><ul><ul><li>Skills </li></ul></ul><ul><ul><li>Reduce labor cost </li></ul></ul><ul><li>Outsourcing </li></ul><ul><ul><li>Partners / contractors </li></ul></ul><ul><li>Faster time-to-market </li></ul><ul><li>Agile development </li></ul><ul><li>End-user / customer demand for transparency </li></ul>Global Software Delivery: Bringing Agility and Efficiency to the Enterprise Software Supply Chain 2012 By Alan W. Brown – Rational CTO Europe
Points of friction (developer) <ul><li>The costs of start up a new project </li></ul><ul><ul><li>Organisation, tools etc </li></ul></ul><ul><li>Inefficient work product collaboration </li></ul><ul><li>Maintaining effective group communication (largest friction) </li></ul><ul><ul><li>Memory of the project </li></ul></ul><ul><li>Time starvation across multiple tasks </li></ul><ul><ul><li>never enough time to complete everything </li></ul></ul><ul><li>Stakeholder negotiation </li></ul><ul><li>Stuff that doesn’t work </li></ul>Global Software Delivery: Bringing Agility and Efficiency to the Enterprise Software Supply Chain 2012 By Alan W. Brown – Rational CTO Europe
Silos create barriers to effective software delivery “ Only 22% of executives felt that their IT and business strategy were tightly integrated” 2 “ Only 34% of software projects are deemed successful, costing $300B annually” 1 Requirement-induced delays cost US businesses over $30B annually. ” 3 1 CHAOS Chronicles v 12.3.9, The Standish Group, June 30, 2008 2 Roger Roberts, Johnson Sikes, "IT's Unmet Potential", McKinsey Quarterly , November 2008 3 US Dept. of Congress, Planning Report, 2002
Collaborative Lifecycle Management transforms software delivery “ Application lifecycle management (ALM) is the marriage of business management to software engineering made possible by tools that facilitate and integrate requirements management, architecture, coding, testing, tracking, and release management.” Requirements Testing Build Development
The Evolution from Configuration Management to CLM Global Software Delivery: Bringing Agility and Efficiency to the Enterprise Software Supply Chain 2012 By Alan W. Brown – Rational CTO Europe
ALM is about connecting the disciplines Continuous Learning and Feedback Source: Gartner Application Architecture, Development & Integration Summit Presentation, The Future and Present of AD, Thomas E. Murphy, December 2008 Requirements <ul><li>Use Cases </li></ul><ul><li>Nonfunctional </li></ul><ul><li>Sign-off </li></ul><ul><li>Contract </li></ul><ul><li>Risk Assess </li></ul><ul><li>Threat Model </li></ul><ul><li>Test Requirements </li></ul>Project/Planning <ul><li>Business Drivers </li></ul><ul><li>Iterations </li></ul><ul><li>Sign-off </li></ul><ul><li>Contract </li></ul><ul><li>Risk Assess </li></ul><ul><li>User Involvement </li></ul>Development <ul><li>TDD </li></ul><ul><li>Build Management </li></ul><ul><li>Static Analysis </li></ul><ul><li>BVT </li></ul><ul><li>Source Management </li></ul><ul><li>Pair Programming/ Code Review </li></ul>Testing <ul><li>Scenario-Driven Automation </li></ul><ul><li>Exploratory Test </li></ul><ul><li>User Involvement </li></ul><ul><li>Contract Validation </li></ul>
Gartner: Five principal benefits of ALM Gartner, “MarketScope for Application Life Cycle Management, Research Note G00162941, December 2008, p. 2. What do you get from ALM implementations? Agility Through the collaboration and application of “just enough” processes Predictability Through better estimation, better communication and more repeatable processes Auditability Traceability of work back to a business need, Quality Through more-effective management of requirements, design and quality processes Productivity Through the continuous improvement of processes and practices, and more effective utilization of resources
Agenda The Defining Challenge of IT ALM Imperatives Collaborative Lifecycle Management for IT Agility 1 3 2 <ul><li>Real-Time Planning </li></ul><ul><li>Traceability </li></ul><ul><li>Continuous Process Improvement </li></ul><ul><li>Development Intelligence </li></ul><ul><li>Agile Collaboration </li></ul>
Imperative # 1: Real-Time Planning <ul><li>Plans live outside of ALM environment </li></ul><ul><li>Manual, error-prone updates </li></ul><ul><li>Separate from team activities and assignments </li></ul><ul><li>Disconnected from metrics on past team experiences </li></ul><ul><li>Plans fully integrated with execution </li></ul><ul><li>Continuous planning through project dashboards </li></ul><ul><li>Instantly see the impact of changes to delivery dates </li></ul><ul><li>Easily instantiate project plans into individual and team activities </li></ul>
Imperative # 2: End-to-end traceability Analysts Which requirements are addressed in this iteration? Are all of the requirements tested? What’s the quality of the high priority requirements? What defects are reported against which requirements ? What requirements am I implementing? What test uncovered this defect , on which environment and what build? What changes occurred overnight? How can I recreate the last version to do a patch? How can I standardize when teams use different tools? Where are the bottlenecks in our processes? How can I speed up my builds? What is the quality of the build ? What has changed that I need to test ? What defects have been addressed since the last build? Are we ready to release? What tradeoffs can we make to release on time ? Can we pass an audit ? What defects were resolved in this release ? Are build times getting longer or shorter? Quality Professional Developer Project Manager Analyst Release Engineer
Imperative # 3: Continuous process improvement Choosing the right process Waterfall development When stability is the primary driver Iterative development When stability and change are equal players Agile development When change is the primary driver WATERFALL Customize Enact Scrum Master Product Owner Team Member Improve Iterative Scrum
Statistical outcomes: Projects with strong versus weak measurement practices Imperative # 4: Development Intelligence How important is measurement? Source: Capers Jones, Measurement, Metrics and Industry Leadership, 2009 and Software Engineering Best Practices , McGraw Hill, 2010 Strong Weak Fortune 500 firms with: Quality measures: 45% Productivity measures 30% Complete measures: 15%
Imperative # 5: Agile collaboration <ul><li>Silo’d teams; disconnected data </li></ul><ul><li>Chat and discussion threads disconnected from project activity </li></ul><ul><li>Important discussions are lost to email and chat archives--project records are missing the “real reason” for decisions </li></ul><ul><li>Lengthy “on-ramp” for new team members </li></ul><ul><li>Unified team shares linked data </li></ul><ul><li>Chat and discussion threads integrated with project history </li></ul><ul><li>ALM environment becomes an essential “archeological tool” for understanding the past, speeding later enhancements </li></ul><ul><li>New team members can easily understand the context of activities </li></ul>www
Agenda The Defining Challenge of IT ALM Imperatives Collaborative Lifecycle Management for IT Agility 1 3 2
Design Principles for Collaborative Lifecycle Management <ul><li>Provide role specific user interfaces </li></ul><ul><ul><li>Collaborate in the context of your tool - reduce the need to switch user interfaces </li></ul></ul><ul><ul><li>Federated applications – integrated and centralized user experience </li></ul></ul><ul><li>Create ‘webs’ of lifecycle artifacts </li></ul><ul><ul><li>Link data don’t duplicate it </li></ul></ul><ul><ul><li>Establish links as a side effect of working with the tools </li></ul></ul><ul><li>Enable transparency for everyone </li></ul><ul><ul><li>Integrate views from different applications </li></ul></ul><ul><ul><li>Create ‘mash-ups’ dashboards </li></ul></ul><ul><ul><li>Report on the whole project </li></ul></ul>Adopt in any order, at any time
Design Principles for Collaborative Lifecycle Management <ul><li>Be flexible and open </li></ul><ul><ul><li>Support incremental adoption </li></ul></ul><ul><ul><li>Support the ability to Add or Subtract products as needed </li></ul></ul><ul><ul><li>Open integrations support a heterogeneous mix of tools across the lifecycle. </li></ul></ul><ul><ul><li>Support Open-Services for Lifecycle Collaboration, Open Social </li></ul></ul>Adopt in any order, at any time
IBM Rational solution for Collaborative Lifecycle Management Improve productivity with an integrated ALM solution IBM Rational solution for Collaborative Lifecycle Management <ul><li>Reduce Cost </li></ul><ul><li>Reduce Time to Delivery </li></ul><ul><li>Increase Value </li></ul><ul><li>Improve Quality </li></ul><ul><li>Improve Predictability </li></ul><ul><li>Scale & integrate with existing systems </li></ul>Rational Requirements Composer Rational Team Concert Rational Quality Manager Architect Analyst Developer Quality Professional Deployment Engineer Adopt in any order, at any time
Rational Workbench for Systems and Software Engineering Integrate Optimize Collaborate Collaborate across diverse engineering disciplines and development teams Achieve “quality by design” with an integrated, automated quality management and testing process Manage all system requirements with full traceability across the lifecycle Use modeling to validate requirements, architecture and design throughout the development process Rational Quality Manager Rational DOORS Rational Team Concert Systems and Software Engineering Built on a core solution set Rational Rhapsody
Enterprise Modernization Development <ul><li>Common repository across multiple platforms & languages </li></ul><ul><li>Different processes by developer type </li></ul><ul><li>Integrated or loosely federated processes across all development groups </li></ul><ul><li>Unit test freeing valuable MIPS for production use </li></ul><ul><li>IDE for COBOL, PL/1 & HLASM and C/C++, Java </li></ul><ul><li>Increase productivity </li></ul><ul><li>Reduce MIPS </li></ul>RDz Unit Test feature Rational Developer for System z Rational Team Concert Rational Software Delivery Platform powered by <ul><li>Foundation to: </li></ul><ul><li>Establish a modern development platform to shorten development learning curve and establish high-productivity toolset </li></ul><ul><li>Simplify initial install and configuration </li></ul>Application Understanding Rapid Application Test Change Governance Modern Development Platform
Canada Toronto,Ottawa ,Montreal, Victoria London/Staines Milton Keynes Hursley Warwick York Haifa China Beijing Shang Hai Yamato Taipei Paris Pornichet Beaverton Kirkland Seattle Foster City San Francisco SVL/San Jose Almaden Agoura Hills El Segundo Costa Mesa Las Vegas Rochester Boulder Denver Lenexa,KA Tucson Pheonix Austin Dallas Andover Bedford, MA Bedford, NH Lexington Westborough Westford Cambridge Cork Dublin Galway Boeblingen India Bangalore Pune Hyderabad Gurgaon Cairo Rome Gold Coast Sydney Canberra Fairfax Raleigh Charlotte Lexington, KY Atlanta Boca Raton Tampa Perth Krakow Warsaw Sao Paulo Malaysia Delft Stockholm Pittsburg Poughkeepsie Princeton Somers Southbury NY, NY Singapore Helsinki El Salto 26,000+ total resources worldwide Collaborative Lifecycle Management @ IBM <ul><li>Over 100 Rational development projects (~2000 users) using Rational Team Concert </li></ul><ul><li>More than 150 other projects around IBM </li></ul><ul><ul><li>For example – GBS Application Factory (AF) team currently hosting 3000+ users </li></ul></ul><ul><li>Boarding time for new projects - less than one day </li></ul><ul><li>Applicable to agile/iterative and waterfall projects </li></ul><ul><li>Rational Development </li></ul><ul><li>Rational Customer Support </li></ul><ul><li>WebSphere Development </li></ul><ul><li>Lotus Development </li></ul><ul><li>Tivoli Development </li></ul><ul><li>IBM Research Division </li></ul><ul><li>IBM Global Business Services </li></ul>
How we do this: Open Services for Lifecycle Collaboration <ul><ul><li>The Open Services initiative is </li></ul></ul><ul><ul><ul><li>Building a community of vendors, open source projects, integrators and IT teams, at open-services.net </li></ul></ul></ul><ul><ul><ul><li>Creating public specifications of resources and services, like change requests, test cases, defects, requirements and user stories </li></ul></ul></ul><ul><ul><ul><li>Delivering loosely coupled resource formats and services with “just enough” standardization </li></ul></ul></ul>An industry initiative for making it easier to use software delivery tools in combination. Open Services for Lifecycle Collaboration Open interfaces. Open possibilities. <ul><li>Barriers to sharing resources across the software lifecycle </li></ul><ul><ul><li>Multiple vendors, open source projects, and in-house tools </li></ul></ul><ul><ul><li>Private vocabularies, formats and stores </li></ul></ul><ul><ul><li>Entanglement of tools and data </li></ul></ul>
CLM helps with <ul><li>Virtual project environment </li></ul><ul><li>Manage artifacts / work products </li></ul><ul><li>Discussion forum </li></ul><ul><li>Dashboards </li></ul><ul><li>Automation </li></ul><ul><li>Share a common view of status and progress </li></ul>Global Software Delivery: Bringing Agility and Efficiency to the Enterprise Software Supply Chain 2012 By Alan W. Brown – Rational CTO Europe
Gartner MarketScope on Application Lifecycle Management IBM Rational Positioned as the Leader in this Segment “ IBM is one of the few vendors with credible offerings in almost all the requirements of ALM” “ IBM Rational is one of the first vendors to tell a story about integrating across the lifecycle” “ Jazz is a solid architectural foundation for further innovation” “ We rate IBM as a Strong Positive because of its current market strengths and breadth of portfolio”
Jazz.net: Creating a higher-fidelity connection to our customers <ul><li>Transforming software delivery </li></ul><ul><ul><li>Making it more collaborative, productive, and transparent </li></ul></ul><ul><li>Breaking down barriers </li></ul><ul><ul><li>Offering an innovative approach to integration based on open, flexible services and Internet architecture </li></ul></ul><ul><li>Leveraging the power of community </li></ul><ul><ul><li>Allowing community members can interact directly with the Jazz developers and other community members </li></ul></ul><ul><li>What the leading industry analysts are saying… </li></ul>“ Breakthrough Technology” EZ Insight, Inc. Report, July 2009, "The IBM Rational Jazz Strategy for Collaborative Application Lifecycle Management“ by Liz Barnett “ Difficult for Competitors to Equal” Julie Craig, EMA Suppose we did our development out on the Internet?
Next steps: Resources <ul><li>Rational Team Concert Sandbox Get up and running in seconds with a sandbox account for evaluating Rational Team Concert. Create work items, deliver source code, customize dashboards, edit plans, and more. </li></ul><ul><ul><li>www.jazz.net/sandbox </li></ul></ul><ul><li>Agility@Scale eKit Download the Forrester Agile Wave and get a wealth of resources for improving team flexibility and responsiveness. http://www.ibm.com/software/info/sdp/agile/index.jsp </li></ul>
CLM helps with <ul><li>Virtual project environment </li></ul><ul><li>Manage artifacts / work products </li></ul><ul><li>Discussion forum </li></ul><ul><li>Dashboards </li></ul><ul><li>Automation </li></ul><ul><li>Share a common view of status and progress </li></ul>Global Software Delivery: Bringing Agility and Efficiency to the Enterprise Software Supply Chain By Alan W. Brown – Rational CTO Europe