Capco Point of ViewSDLC Transformation – The Rise of Risk Methods<br />October 2010<br />
Introduction<br />Some Useful Definitions<br />Methodology<br />PMLC or EPM<br />RUP<br />SDLC<br />Agile<br />Iterative S...
Our Point of View <br />SDLC Transformation Imperatives<br />Both Technology and Business drivers are compelling companies...
Demands for technology solutions remains high.
Teams are striving to do more with less.
Governance, Risk and Compliance complexity is on he rise.
New legislation introducing additional mandates.
Market demands for flawless transparency.</li></ul>Relevance<br />Flexibility<br /><ul><li>Methodologies have historically...
Technology teams increasingly require the ability to chose methods based on the needs of the task at hand and emerging tec...
Our Point of ViewSDLC Transformation Requirements<br />The Technology and Business imperatives give rise to specific requi...
Reduce overall delivery cost by minimizing process “overhead”
Empower teams with the ability to tailor & filter SDLC based on a Project Profile (risk, complexity, etc.)
Align methods & tools with how technology teams actually perform effective work
Support on-going management and continuous improvement of methodologies</li></ul>So what would a solution designed to addr...
Capco has helped multiple clients address the requirement AREAS using our DMAsm approach:<br />Selected MinimalBase Path<b...
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SDLC Transformation-Point of View

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This presentation articulates a key trend I'm seeing in technology delivery. Namely, the need to "right-size the rigor" applied using risk-based methods.

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SDLC Transformation-Point of View

  1. 1. Capco Point of ViewSDLC Transformation – The Rise of Risk Methods<br />October 2010<br />
  2. 2. Introduction<br />Some Useful Definitions<br />Methodology<br />PMLC or EPM<br />RUP<br />SDLC<br />Agile<br />Iterative Solution Delivery Lifecycle<br />Other<br />Infrastructure Solution Delivery Lifecycle<br />From a methodology perspective, a PMLC remains relatively stable over time but accommodates multiple SDLC lifecycles (i.e. project types) within the Execution Phase.<br />
  3. 3. Our Point of View <br />SDLC Transformation Imperatives<br />Both Technology and Business drivers are compelling companies to re-examine their SDLCs and other methods.<br />Balancing Relevance with Flexibility – Dynamic with quality<br />TechnologyImperative<br />Technology Drivers<br />Business Drivers<br />Efficiency<br />Risk Management<br /><ul><li>Economy has driven companies to reduce staff levels.
  4. 4. Demands for technology solutions remains high.
  5. 5. Teams are striving to do more with less.
  6. 6. Governance, Risk and Compliance complexity is on he rise.
  7. 7. New legislation introducing additional mandates.
  8. 8. Market demands for flawless transparency.</li></ul>Relevance<br />Flexibility<br /><ul><li>Methodologies have historically lagged behind current practice and the gap is widening because the adoption of new technologies and techniques is accelerating (e.g. mobile / Smartphone, cloud)
  9. 9. Technology teams increasingly require the ability to chose methods based on the needs of the task at hand and emerging techniques are gaining traction (e.g. Agile).</li></ul>Balancing Risk and Efficiency – How to “Right-Size The Rigor” required?<br />BusinessImperative<br />
  10. 10. Our Point of ViewSDLC Transformation Requirements<br />The Technology and Business imperatives give rise to specific requirements for SDLC. Capco believes these requirements fall into five key AREAS.<br />Balance Relevance with Flexibility<br />TechnologyImperative<br />Balance Risk and Efficiency<br />BusinessImperative<br /><ul><li>Adopt risk-based governance rules to focus on value-add activities informed by compliance needs
  11. 11. Reduce overall delivery cost by minimizing process “overhead”
  12. 12. Empower teams with the ability to tailor & filter SDLC based on a Project Profile (risk, complexity, etc.)
  13. 13. Align methods & tools with how technology teams actually perform effective work
  14. 14. Support on-going management and continuous improvement of methodologies</li></ul>So what would a solution designed to address these AREAS look like?<br />
  15. 15. Capco has helped multiple clients address the requirement AREAS using our DMAsm approach:<br />Selected MinimalBase Path<br />Empower teams<br />Our Point of ViewDynamic Methodology Adaptation (DMAsm)<br />Adopt risk-based rules<br />Reduce “overhead”<br />Align Methods<br />Team<br />Governance<br />Control Point<br />ExceptionWaiver<br />Fact-Based Project Profile<br />Project-Specific Path<br />Process, Activity, and Artifact recommendations – based on risk, rules and modified decisioning facts.<br />Risk-based Rules<br />In-Flight & Post-Project Adjustments<br />Risk scoring of “optional” elements<br />Support continuous improvement<br /> On the next page we illustrate how we helped one of our clients visualize their DMAsm...<br />
  16. 16. Our Point of ViewDynamic Methodology Adaptation (DMAsm)<br />Here’s an example of how one client is evolving toward a more Dynamic SDLC<br />They will have “arrived” after decomposing their methods into re-usable work packages that can shared and re-assembled depending upon the project’s profile.<br />A first step is to optimize what they already have.<br />Starting with a rather large set of static SDLCs.<br /> Where to begin? The answer lies in where you are today relative to where you want to be...<br />
  17. 17. Our Point of View <br />Dynamic Methodology Adaptation (DMAsm) – Domain Framework<br />The DMAsm Domain Framework can be helpful to prioritize SDLC Transformation tasks.<br />Qualitative Measures<br /><ul><li>All Domains will progress along a continuum of qualitative and quantitative measures.</li></ul>Interoperable<br />Flexible<br />Completeness<br />Quantitative Metrics<br />Domains<br />Guiding Principles<br />KPI<br />Vision<br />Strategic<br />Project Mgmt Lifecycle<br /><ul><li>Capco groups SDLC Transformation work into 10 domains, grouped as Strategic, Foundational or Operational
  18. 18. Companies typically have various levels of maturity across these groups</li></ul>Demand Mgmt<br />Must Do<br />Foundational<br />SDLC<br />Should Do<br />Release Mgmt<br />Centerof<br />Excellence<br />Product<br />Management<br />Tools<br />Operational<br />Note: Prioritizations indicated <br />are for example purposes only.<br />Inhibitor<br />
  19. 19. Our Point of View <br />Dynamic Methodology Adaptation (DMAsm) – Domain Framework<br />Content summary and implementation considerations for each of the 10 Domains. <br />Let’s look at the SDLC domain in more detail...<br />
  20. 20. Our Point of View <br />DMAsm SDLC Domain – Evaluation Framework<br />An SDLC Methodologyhas a complex structure that must be viewed from multiple dimensions. Capco has developed the framework below to represent the three aspects of:<br />Key Process Areas – Sequences of tasks performed by roles over time<br />1<br />Activities & Deliverables – Process Components and Work Objects produced<br />2<br />Methodology Components – Detailed characteristics of Processes, Activities, Deliverables and other methodology elements.<br />3<br />Post-Project Analysis & Feedback into Knowledge Base<br />Construct and Evaluate (Coding, Integrating, Testing, Debugging) <br />Quality<br />1<br />Key Process Areas<br />Analysis and Design (Conceptual, Logical, Physical, Final) <br />Process Definition<br /><ul><li>WBS
  21. 21. Sub process Definitions
  22. 22. Procedures</li></ul>Requirements Management (Business, System, Subsystem, Unit) <br />Activities & Deliverables<br />Project Management<br />2<br />Relationship between Process and Artifacts<br />Roles<br />And<br />Disciplines<br />Integration with Process Tools<br />Metrics<br />Prj History<br />Estimation<br />Policies<br />and<br />Standards<br />Leading Practices Advice Techniques<br />Project Scenarios <br />Paths Roadmaps<br />Deliverables Definition<br /><ul><li>WBS
  23. 23. Templates / Outlines
  24. 24. Samples</li></ul>MethodologyComponents<br />3<br />Methodology Repository<br />Many companies have some or all of these elements but they are seldom found in one place because...<br />
  25. 25. Our Point of View <br />DMAsm SDLC Domain – Tools<br />Providing a complete SDLC requires a unique repository!<br />Purpose<br /><ul><li>Analyze, design and build SDLC process descriptions
  26. 26. Identify and provide all necessary guidelines, document templates, examples, checklists, etc.
  27. 27. Provide tailoring guidelines</li></ul>Key Capabilities Required<br /><ul><li>Setup of rules for process modeling in order to achieve uniformity and consistency (process “metamodel”).
  28. 28. Integration of all types of process assets useful for process institutionalization.
  29. 29. Graphical representation of processes for visualization and analysis purposes.
  30. 30. Configuration management for all SDLC process assets and versioning.</li></ul>Want an example?<br /><ul><li>See the Eclipse Process Framework at:http://www.eclipse.org/epf/</li></li></ul><li>SDLC Transformation<br />Is It Worth The Effort?<br />This published research and Capco’s recent experience with multiple clients says “Yes!”<br />But you need not take our word for it. Every company is different. That’s why Capco recommends...<br />
  31. 31. SDLC Transformation Assessment Approach<br />Capco’s assessment approach starts with broad discovery and converges to a specific improvement action plan based upon a series of findings as compared to leading practices.<br />Improvements and remedies are identified as a series of Findings and Recommendations<br />These are then sequenced into a relevant set of Initiatives and a high-level Business Case<br />A Transformation Roadmap is tailored to your culture and organization based upon our experience<br />
  32. 32. SDLC Transformation Assessment Areas and Dimensions<br />The current state maturity assessment is accomplished through review of existing artifacts, in-flight activities, future plans and stakeholder interviews -- then compared against 12 Dimensions grouped into 4 areas. This assessment provides an understanding of the landscape and operating environment in order to provide a baseline from which to identify and prioritize improvement opportunities. <br />Capability Maturity Stage<br />Capco works with you to add or remove Areas and Dimensions as appropriate for your environment<br />
  33. 33. SDLC Transformation Assessment Actionable Results Influences Key Stakeholders<br />
  34. 34. Bob Sanders<br />Managing Principal<br />Capco <br />1001 Bayhill Circle, #200<br />San Bruno, CA 94066<br />C +1 408 401 9540 <br />robert.sanders@capco.com<br />

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