"Votre produit logiciel : accélérateur ou frein à votre croissance"


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"Votre produit logiciel : accélérateur ou frein à votre croissance"

  1. 1. Your software product :Future business enabler or show-stopper ? show- CEI Workshop 19/09/2012 Felix Bregadze Nicolas Devos
  2. 2. Risk management:You can’t manage what you don’t measure Felix BREGADZE © CETIC – www.cetic.be
  3. 3. About CETIC• ICT Research Center • Mission: Independent expert & transfer agent between academic world and industry• 45 Researchers in 3 Departments • Software and System Engineering • Focus on Code and Process Quality; on complex system modeling at requirement and design level • Software Service Technologies • Focus on Cloud Services and Service Composition; on Cloud Storage Strategies; on Semantics for interoperability of heterogeneous data • Embedded Communicating System • Focus on low energy/autonomous sensor networks; on architecture modeling/simulation of low energy embedded system • Transversal topics: Security, Constrain-based Optimisation, eHealth, Green ICT & ICT for Green 3 © CETIC – www.cetic.be
  4. 4. IT Projects Failure• Geneca (2010 – 2011) • 75% of project participants don’t believe in project success • 78% of participants believe business is out of sync /w requirements• KPMG (2010 – 2011) • 70% of organisations suffered at least 1 project failure in last 12 months • 50% indicated projects consistently failed to achieve goals• IBM (2008) • Projects that met schedule: only 40% • Underestimation of project complexity is a huge factor 4 © CETIC – www.cetic.be
  5. 5. IT Projects FailureThere is a gap between IT and Business 5 © CETIC – www.cetic.be
  6. 6. Reality• For business IT projects must be • On-time • Meet budget • Meet requirements• But business is evolving and in reality there is: • Not enough time • Lack of budget • Ever-changing requirements Trade-offs have to be made 6 © CETIC – www.cetic.be
  7. 7. RealityThere is no long term vision: IT projects are considered tactical though they must support strategic business planning IT Risks are closely related to Business Risks 7 © CETIC – www.cetic.be
  8. 8. IT Management Questions• How do I keep maintenance costs low?• What happens if one of my developers would leave the company?• How to make sure the new version is released on time?• How to keep up with feature requests?• How can I do more with less? Major element to answer the above that is mostly overlooked : Application Technical Quality 8 © CETIC – www.cetic.be
  9. 9. Application Technical Quality• Application Technical Quality must be managed over time and as early as possible 9 © CETIC – www.cetic.be
  10. 10. Application Technical QualityYou cannot manage what you do not measure 10 © CETIC – www.cetic.be
  11. 11. Technical Debt Introduction• To sum up: • Gap between Business & IT • Trade-offs • Short term vs. long term • Risks to manage on daily basis• Technical Debt is the indicator that can be an answer to above problems 11 © CETIC – www.cetic.be
  12. 12. How managers can measure and manage risks Nicolas DEVOS © CETIC – www.cetic.be
  13. 13. Technical Debt Ward Cunningham "The WyCash Portfolio Management System", OOPSLA’92metaphor referring to the eventual consequences ofpoor or evolving software architecture and software development within a codebase. 13 © CETIC – www.cetic.be
  14. 14. How to measure quality? quality? Sampling Expensive and risky, less precision risky, Code audit Faster, Faster, more reliable and precise Regular code audit Automated, integrated, Automated, integrated, less correction effort 14 © CETIC – www.cetic.be
  15. 15. Source code analyzersWide variety of source code analyzers Principle Standards and Rules Violations best practices ISO 9126 – 25000 (SQuaRE) Common language for software quality Model for Application Quality 15 © CETIC – www.cetic.be
  16. 16. Quality model Application QualityHealth factors User Driven Business Driven Performance Robustness Security Maintainability Changeability TransferabilityRules Error Complexity Handling Loop Naming Documentation Convention Management 16 © CETIC – www.cetic.be
  17. 17. How to compute technical debt? debt? Define a quality objective 17 © CETIC – www.cetic.be
  18. 18. Attention points Company Development Quality Business phase Target Application typeDepends on 18 © CETIC – www.cetic.be
  19. 19. Managing the Technical Debt 19 © CETIC – www.cetic.be
  20. 20. Managing the Technical DebtTechnical View TD Measure TD • Maintenance effort increase Unmanaged • Evolutivity decrease • Customer satisfaction decrease TD Managed Business View Dev. & Time Maintenance Cost If TD Unmanaged Direct If TD Relationship Managed Time 20 © CETIC – www.cetic.be
  21. 21. What should we do?If you see a software component is an asset for your company then youshould assess it (or have it assessed) • Software code developed by your staff for external or internal purpose • Software code developed by consultant that you paid for • Even if software solution is for internal purpose • Mention Technical Debt threshold in call for tender or contract • To select Open Source SoftwareCode audits 21 © CETIC – www.cetic.be
  22. 22. What will we gain?Measuring enables managingAt short term• Quality overview and development team improvment• Help in the decision making process• Interface between financial and technical teamsAt long term• Reduce the maintenance effort• Risk management 22 © CETIC – www.cetic.be
  23. 23. Conclusion - Key takeaways Technical debt is the cost of lack or non-quality Measure and manage technical quality of a software assetSupport the decision process In the development cycle Make it transparent Do more with less © CETIC – www.cetic.be
  24. 24. Case StudyWSL (Walloon tech start-ups incubator) Charles Cuny © CETIC – www.cetic.be
  25. 25. MERCICETICAéropôle de Charleroi-GosseliesRue des Frères Wright, 29/36041 Gosseliesinfo@cetic.bewww.cetic.be