© 2013 IBM CorporationRational Team ConcertTraditional Development Real-Time Planningand In-Context Collaboration (Part 2:...
© 2013 IBM CorporationBusiness needs software & systems developmentthat supports agility…Must Deliver:More solutionsMore...
© 2013 IBM Corporation3Rational Team Concert is the core of our CLM SolutionImprove productivity with an integrated ALM so...
© 2013 IBM CorporationReal-time dynamic planning4• Plans live outsideof ALM environment• Manual, error-prone updates• Sepa...
© 2013 IBM CorporationTeam collaboration across silos5• Silo’d teams; disconnected data• Important discussions are lost to...
© 2013 IBM CorporationRational Team ConcertSoftwareConfigurationManagementChangeManagementWork ItemsBuildManagementPlannin...
© 2013 IBM CorporationRational Team ConcertSoftwareConfigurationManagementChangeManagementWork ItemsBuildManagementPlannin...
© 2013 IBM CorporationTraditional Plans Release planThis type of plan is the highest-level plan. It provides a brief over...
© 2013 IBM CorporationDemonstration #1 – Formal Project Creation1. Formal Project Creation2. Review Plans Created3. Create...
© 2013 IBM CorporationProject Management Capabilities Resource managementThe Plan view has an additional Resources tab to...
© 2013 IBM CorporationDemonstration #2 – Resource Management User Work Areao Work Week Allocationo Project Allocation Pr...
© 2013 IBM CorporationRational Team ConcertSoftwareConfigurationManagementChangeManagementWork ItemsBuildManagementPlannin...
© 2013 IBM CorporationFormal Project Template – Work Items Defect – correct verification test finding Task – activity to...
© 2013 IBM CorporationDemonstration #3 – Project Plan Development Review Work Items Created Create Risk & Risk Action Wo...
© 2013 IBM CorporationDependencies and ConstraintsDependencies Finish-to-startConstraints As soon as possible Start no ...
© 2013 IBM CorporationCreating Dependency – Link Relationship16
© 2013 IBM CorporationConstraints17
© 2013 IBM CorporationCritical Path18
© 2013 IBM CorporationDemonstration #4 – Project Plan Development Add Task & Milestone Work Items Create a Dependencies...
© 2013 IBM CorporationSummaryFormal Project Template Traditional Project Management (Waterfall, Iterative) Project Plans...
© 2013 IBM CorporationDelivering greater value with reduced cost..Pains Information was distributed No single view of wo...
© 2013 IBM CorporationFor more information Find out more about Rational Team Concert• http://ibm.com/rational/rtc Explor...
© 2013 IBM CorporationPresentation ResourcesThe traditional scheduler in IBM Rational Team Concert 4.0Traditional planning...
© 2013 IBM Corporation24www.ibm.com/software/rational
© 2013 IBM Corporation25© Copyright IBM Corporation 2011. All rights reserved. The information contained in these material...
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4.3.2013 Tool Demo - Traditional Development RTC Planning In Context Collaboration

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Series Name: Tool Demonstration for ALM

Wecast Title: Tool Demo - Traditional Development RTC Planning In Context Collaboration

Date: 4.3.2013

Presenter: Don Cunningham

Published in: Technology, Business
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4.3.2013 Tool Demo - Traditional Development RTC Planning In Context Collaboration

  1. 1. © 2013 IBM CorporationRational Team ConcertTraditional Development Real-Time Planningand In-Context Collaboration (Part 2: Demonstration)Don Cunningham, Rational CTPdon.cunningham@us.ibm.com3 – April – 2013
  2. 2. © 2013 IBM CorporationBusiness needs software & systems developmentthat supports agility…Must Deliver:More solutionsMore flexibilityMore qualityMore value-yet-Less riskLess costsLess or flat resourcesResourcesBusinessNeedsEffective software & systems developmentpromotes a delicate balance of resources,reducing costs while delivering more, higher-quality business solutions.
  3. 3. © 2013 IBM Corporation3Rational Team Concert is the core of our CLM SolutionImprove productivity with an integrated ALM solutionRationalRequirementsComposerRationalTeam ConcertRationalQualityManagerIBM Rational CollaborativeLifecycle Management SolutionArchitectAnalyst DeveloperQualityProfessionalDeploymentEngineer Optimize your team throughsupport of the 5 ALM Imperatives• Real-time planning• Lifecycle traceability• In-context collaboration• Development Intelligence• Continuous Improvement Get up and running quickly Extend as your needs evolve Support heterogeneousdevelopment across multipleplatforms and technologies
  4. 4. © 2013 IBM CorporationReal-time dynamic planning4• Plans live outsideof ALM environment• Manual, error-prone updates• Separate from team activitiesand assignments• Plans fully integrated with execution• Continuous planning• Instantly see the impact of changesto delivery datesWhat is the impact of business trade-offs on our current delivery dates?
  5. 5. © 2013 IBM CorporationTeam collaboration across silos5• Silo’d teams; disconnected data• Important discussions are lost to email -project records are missing the “realreason” for decisions• Unified team shares linked data• ALM environment tracks what isimportant for delivering• “Am I blocking others”• “Are others waiting for my approval”wwwEvery artifact is a web link. Traceability is automated as you perform work.Empower teams AND provide flexibility to utilize resources from anywhere.
  6. 6. © 2013 IBM CorporationRational Team ConcertSoftwareConfigurationManagementChangeManagementWork ItemsBuildManagementPlanning Project Transparency
  7. 7. © 2013 IBM CorporationRational Team ConcertSoftwareConfigurationManagementChangeManagementWork ItemsBuildManagementPlanning Project Transparency
  8. 8. © 2013 IBM CorporationTraditional Plans Release planThis type of plan is the highest-level plan. It provides a brief overview of the project goals.Although you can create a release plan for any phase, create this type of plan for an overallrelease. Phase planThis type of plan displays the goals to be achieved in a phase. You can create a phase planand assign work items that are to be completed in that phase. Cross Project planThis type of plan tracks the schedule of work items in other projects. You can create a crossproject plan, create a tracking work item and add Tracks link to work items in differentprojects/plans.8
  9. 9. © 2013 IBM CorporationDemonstration #1 – Formal Project Creation1. Formal Project Creation2. Review Plans Created3. Create Backlog Plan4. Query Work Items Assigned to Me5. Move Work Items to Requirements Plan
  10. 10. © 2013 IBM CorporationProject Management Capabilities Resource managementThe Plan view has an additional Resources tab to manage the allocation of resources to the plan. You cansearch for resources with specific start and finish dates and work hours, and add them to the plan. You canedit or remove these allocations any time. You can also view and manage the use of resources within theplan period. Warnings are displayed when the work assignments for a resource exceed the availability ofthe resource for the plan period. Risk managementYou can create risk work items to identify problems that might arise during the project, and then create riskactions to mitigate or counter those problems. Gantt chart and critical pathYou can use the Gantt chart in the Plan view to see a graphical representation of the plan schedule,including work item durations and dependencies. The critical path identifies work items that have negativeor no slack and consequently can delay the project.10
  11. 11. © 2013 IBM CorporationDemonstration #2 – Resource Management User Work Areao Work Week Allocationo Project Allocation Project Plan Resource Allocationo Project Exception
  12. 12. © 2013 IBM CorporationRational Team ConcertSoftwareConfigurationManagementChangeManagementWork ItemsBuildManagementPlanning Project Transparency
  13. 13. © 2013 IBM CorporationFormal Project Template – Work Items Defect – correct verification test finding Task – activity to do something in the project Project Change Request – Change something in a project Business Need – Define a need for some feature Issue – Unforeseen project need that needs to be addressed Risk – Identify and quantify risk of something happening Risk Action – Activity to mitigate risk occurrence Milestone – A date something needs to start or end13
  14. 14. © 2013 IBM CorporationDemonstration #3 – Project Plan Development Review Work Items Created Create Risk & Risk Action Work Items Create Risk Parent – Child Relationship
  15. 15. © 2013 IBM CorporationDependencies and ConstraintsDependencies Finish-to-startConstraints As soon as possible Start no earlier than Finish no later than15
  16. 16. © 2013 IBM CorporationCreating Dependency – Link Relationship16
  17. 17. © 2013 IBM CorporationConstraints17
  18. 18. © 2013 IBM CorporationCritical Path18
  19. 19. © 2013 IBM CorporationDemonstration #4 – Project Plan Development Add Task & Milestone Work Items Create a Dependencies Create a Planned Snapshot Compare Snapshots Review Schedule Variance
  20. 20. © 2013 IBM CorporationSummaryFormal Project Template Traditional Project Management (Waterfall, Iterative) Project Plans (Release, Plan, Cross Project) Work Items (Task, Project Change Requests, Risk, Milestone) Dependency and Constraints (As Soon As Possible, Dates)Benefits (Real-Time Updates) Project Status Critical Path Analysis Resource Management Risk Identification & Mitigation20
  21. 21. © 2013 IBM CorporationDelivering greater value with reduced cost..Pains Information was distributed No single view of work, productivity, quality, etc across theenterprise Supporting Multiple Tools: Mingle, Rally, Xplanner,Version OneGoals Lower our maintenance cost by moving to a singleplatform Gain visibility into work across the enterprisethrough reporting Lower training costs Reduce time spent on work item mgmt andplanningResultsSummary of Annual Savings - Total $ 4.79 M Planning automation - $ 389 K Daily scrum meetings time reduced - $ 810 K Quality Improvement - $ 194 K Reduced effort to manage work items - $1.2 M Project reporting - $ 130 K Reduced time determining project status - $987 K Reduced time to establish new teams - $ 432 K Reduction of duplicate efforts - $ 648 K“We are able to build dashboards and wikis to push information back to theproject teams, They don’t have to waste time coming down and waiting forstatus reports , they can actually see real time information on a daily basis asopposed to waiting for a weekly or biweekly report, tremendous benefit acrossthe organization as a whole”.Bryan Alltop, Iteration Manager Competency LeaderVideo Link
  22. 22. © 2013 IBM CorporationFor more information Find out more about Rational Team Concert• http://ibm.com/rational/rtc Explore Rational Team Concert tutorials, demos, downloadsand other developer learning resources• https://jazz.net/projects/rational-team-concert/ Check for the latest RTC integrations• http://jazz.net/projects/rational-team-concert/integrations/ Watch a customer video testimonial (4 min)• http://www.mdma.tv/tc/short.html Try the RTC ROI Calculator• http://www.ibm.com/rational/rtc/roi
  23. 23. © 2013 IBM CorporationPresentation ResourcesThe traditional scheduler in IBM Rational Team Concert 4.0Traditional planning: Managing formal projects in Rational Team Concert 4.0Microsoft Project integration with Rational Team Concert, Version 4.0Sharoon Shetty Kuriyala, IBMLast updated: May 18, 2012Build basis: Rational Team Concert 4.023
  24. 24. © 2013 IBM Corporation24www.ibm.com/software/rational
  25. 25. © 2013 IBM Corporation25© Copyright IBM Corporation 2011. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind,express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall havethe effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBMsoftware. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilitiesreferenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or featureavailability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business MachinesCorporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.www.ibm.com/software/rational

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