Forrester Report: Master DevOps For Faster Delivery Of Software Innovation

Master DevOps For Faster Delivery Of Software
Innovation
Vision: The Modern Application Delivery Playbook
by Diego Lo Giudice
December 19, 2016
For Application Development & Delivery Professionals
forrester.com
Key Takeaways
Modern Applications Drive Business Success
Successful companies use applications to
win new customers and better serve existing
customers by providing richer, more meaningful,
and more valuable experiences. Seizing digital
opportunities requires new processes, new skills,
and new delivery platforms.
Loosely Coupled Software Architectures
Enable Faster Delivery
Modern applications are more modular and
loosely coupled than their predecessors, allowing
organizations to create, deliver, and evolve them
at a pace unthinkable a decade ago. Loose
coupling means fewer dependencies, greater
choice, and improved build/buy tradeoffs that
change the economics of application delivery.
Organizations Must Flatten And Decouple To
Deliver Faster
Flatter organizations are more flexible and
adaptable. Loose architectural coupling gives
teams greater flexibility by reducing complex
coordination. Breaking down functional and
architectural silos lets teams focus on delivering
value and delighting customers.
Why Read This Report
Organizations of all sizes and in every industry
face opportunities and threats caused by
digitally empowered customers. Acquiring new
customers — or losing existing ones — has never
been easier. Companies can’t afford to move
fast only in some areas; the whole organization
must race together toward customer obsession.
This report argues that application development
and delivery (AD&D) professionals must master
modern application delivery practices within
their organizations and apply them across their
entire software portfolio to improve their odds of
winning in the modern digital marketplace.
This is an update of a previously published report;
Forrester reviews and updates it periodically for
continued relevance and accuracy.

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© 2016 Forrester Research, Inc. Opinions reflect judgment at the time and are subject to change. Forrester®
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Table Of Contents
Rising Customer Expectations Have
Changed The Rules
Faster Delivery Means Mastering The Three
Dimensions Of DevOps
Process: DevOps Breaks Bottlenecks And
Accelerates Delivery
Platforms: Loose Architectural Coupling Frees
Teams To Work Independently
People: Flat, Lean, Responsive Organizations
Deliver Faster
What It Means
DevOps Is The Gateway To Next-Gen
Software Development
Supplemental Material
Notes & Resources
Forrester interviewed 38 vendor companies,
including Acquia, American Medical Association,
Atlassian, CA Technologies, Chef Software, CI&T,
CloudBees, CollabNet, Cushman & Wakefield,
Danske Bank Group, DBmaestro, Deutsche
Bank, Electric Cloud, FamilySearch, FINRA,
Gap, General Electric, Grant Thornton, Hewlett
Packard Enterprise, IBM, IncrediBuild, Jama
Software, The Lego Group, Macy’s, MasterCard,
Microsoft, MidVision, OpenMake Software,
Parasoft, Perforce Software, Philips, Puppet
Labs, Scrum.org, Skytap, Softtek, ThoughtWorks,
VersionOne, and ZeroTurnaround. We also spoke
with a broad sample of user firms.
Related Research Documents
Agile And DevOps Adoption Drives Digital
Business Success
Faster Software Delivery Will Accelerate Digital
Transformation
How To Build Better Software, Faster
Master DevOps For Faster Delivery Of Software Innovation
by Diego Lo Giudice
with Christopher Mines, Amanda LeClair, Robert Stroud, and Amy Homan
December 19, 2016

For AppLicAtion DeveLopment & DeLivery proFessionALs
December 19, 2016
© 2016 Forrester research, inc. Unauthorized copying or distributing is a violation of copyright law.
citations@forrester.com or +1 866-367-7378
2
vision: the modern Application Delivery playbook
rising customer expectations Have changed the rules
customers are fickle and demanding; all it takes is one bad mobile experience to lose them forever — or
one great mobile experience to steal them from a competitor. Digital experiences, mediated by software,
have replaced traditional channels as the place where customers are won or lost. Like it or not, every
company is now in the software business. most companies’ top business priorities translate directly to
software priorities (see Figure 1). the race for customers has turned into a race to deliver high-quality
applications faster. AD&D leaders understand that:
› They need to deliver all applications faster, not just mobile and cloud apps. While customer-
facing systems of engagement (soes) are the tip of the spear, the force behind them is the data
managed in systems of record (sors) that enrich customer journeys (see Figure 2).1
soes change
more frequently, but sors can’t stand still.
When customer expectations necessitate
the streamlining of operational processes
and systems, these systems must be able
to evolve quickly. For example, to improve
on-time arrival, Delta Air Lines had to
change operational systems in areas like
maintenance crew scheduling.2
When
organizations deliver modern applications,
they coordinate software delivery across a wide range of platforms including mobile devices,
websites, call centers, and the legacy and transactional systems that back them up.
› Different application types have different release constraints. organizations can deliver soes
faster because their modern, loosely coupled architectures enable teams to deliver different
constituent components and services at different rates. monolithic, tightly coupled architectures
require careful control of every aspect, which slows organizations down and makes older
applications brittle and risky to change.3
› Application analytics turn customer experience data into actionable information. modern
applications are a major source of analytics data, which is one means of increasing customer input
into product design. every customer action — whether searching for information, placing an order,
or navigating to an address — creates a trail of information that organizations can use to fine-tune
responses and establish the context for more valuable customer experiences.
› UX matters. the user experience (UX) has a direct impact on business growth and profits, and users
bring high expectations of UX to all kinds of applications.4
companies are responding by making their
products and services easier to use and prioritizing the customer experience across applications.
Unlike the sors of the past, which were used only inside an organization among employees
who could be required to attend training, soes have to be intuitively usable without any training.
organizations need to provide great experiences to all users, whether customer, partner, or employee.5
All applications need to be
delivered faster, not just
mobile and cloud apps.

December 19, 2016
© 2016 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
3
FIGURE 1 The Customer Is The Priority
Top business priorities* Corresponding AD&D actions†
Improve the customer experience
72%
Increase revenue
71%
Reduce costs
70%
Improve our products and services
69%
Address rising customer expectations
65%
Improve IT systems to better serve customers
32%
Make our products and services easier to use
40%
Increase customer input on product and service design
28%
45%
Improve the online customer experience
Add or improve the mobile customer experience
29%
Accelerate time-to-market for new product launches
18%
Reduce IT costs
40%
*Base: 18,610 business and technology decision-makers and influencers
†
Base: 11,694 to 13,611 business and technology decision-makers and influencers whose firm is
prioritizing the mentioned initiative
Source: Forrester’s Global Business Technographics®
Priorities And Journey Survey, 2016

December 19, 2016
4
FIGURE 2 An Example Modern Application: Composite And Multichannel
Systems of engagement
(application server)
Customer
Open web APIs
Systems of engagement
(mobile, web, rich client platform)
Cloud-based
systems of record
Traditional
systems of record
Cloud-based services provided
by third parties
Faster Delivery Means Mastering The Three Dimensions Of DevOps
Delivering faster doesn’t require organizations to cut quality corners or drive people to unsustainable
overwork. It does require AD&D leaders to fundamentally change the way their teams organize, staff,
collaborate, and automate (see Figure 3). Delivering software applications faster, yet with higher quality,
requires more than simply doing the same things faster; it requires nothing short of complete reinvention.

December 19, 2016
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FIGUre 3 the three Dimensions of Devops
Platform
• Delivery pipeline automation
• Loosely coupled application architecture
• Testing automation
People
• Team model
• Organizational structure
• Practitioner skills
• Sourcing models
Process
• Agile and Lean
• DevOps and CD
• Governance,
compliance, and
security
Process: DevOps Breaks Bottlenecks And Accelerates Delivery
traditional AD&D processes are rife with handoffs, delays, and waiting for things to get done. “Wait
time” is the silent killer of faster application delivery. siloed organizations have a hard time spotting
it because everyone is busy — and the busier
they are, the more everyone else who needs
their help has to wait. AD&D leaders who
think that speed is the enemy of quality have
it wrong. Devops practices standardize and
automate processes so they’re easier to monitor
and enforce — and quality improves because
automation eliminates sources of manual errors.
to build processes that support Devops:
› Adopt lean practices to identify bottlenecks and waste. Lean practices like value-stream
mapping have become the starting point for Devops improvements (see Figure 4).6
value-stream
mapping gives AD&D leaders the means to see where bottlenecks, unnecessary handoffs, and
waste occur.
› Work in smaller increments to incorporate faster feedback. Development teams must work in
small increments and gather frequent feedback from real users about how well the software is
meeting their needs in order to focus on the true requirements.7
“requirements” are hypotheses —
and while traditional practices rely on the hypotheses of subject-matter experts (smes) or business
analysts, they are rarely real users. Agile practices support faster feedback loops by helping teams
Delivering faster doesn’t mean
that organizations have to cut
quality corners or drive people
to unsustainable overwork.

December 19, 2016
6
break down large projects into smaller, more manageable chunks. the resulting software
demonstrations also make earlier production releases possible. Forrester data indicates that
developers who work in short iterations are 12% more likely to describe themselves as having an
excellent working relationship with the business and customers.8
› Implement cI as the foundation of delivery automation. continuous integration (ci) is an
automated process that builds and tests software whenever a developer makes a change and
is well established in leading software delivery teams. it provides rapid feedback while the code
is still fresh in the developer’s mind, which makes problems easier and faster to find and fix. ci
dramatically improves application quality and test coverage.9
› Automate provisioning of environments to support speed. Application developers and testers
need to quickly provision environments to do their work. rapid, automated delivery of high-quality,
standard environments that are mirrors of the eventual production environment reduces time spent
waiting and increases quality. infrastructure-
as-code practices virtually eliminate
environment configuration drift and
associated production incidents caused by
uncontrolled changes.10
Automated testing
practices including service virtualization
simulate production applications and services
under development, simplifying testing
environment configurations and reducing
cost and complexity.11
Automating test data
management also speeds and simplifies the
provisioning of testing environments.12
› Automate release processes to improve
speed and reduce errors. teams using Agile and Devops practices are continually building and
deploying software, in some cases only to testing environments. Automating this process makes
software builds testable sooner, and if testing environments look just like production, why not use
it for production deployments as well? Application release automation (ArA) tools automate the
delivery of the complete environment including infrastructure, middleware, and application. ArA
tools remove errors from manual processes by standardizing and automating the movement of
applications between environments and thus are the critical final step in the delivery pipeline of
applications to improve customer experiences.13
reliability goes up and errors and costs go down.
› Automate testing to ensure quality delivery at speed. manual testing has never kept up with the
pace of delivery, and the problem gets worse when delivery speed increases. Automated testing —
for unit, functional, and nonfunctional tests — built into the ci process and driven principally off of
Apis gives developers the fast feedback they need to improve quality. By the time the application is
deployed, it has been thoroughly tested, making release decisions simple.14
traditional AD&D processes
are rife with handoffs, delays,
and waiting for things to get
done. “Wait time” is the silent
killer of faster application
delivery.

December 19, 2016
7
FIGUre 4 Lean value-stream mapping Applied to A simplified Application Delivery process
3 days 5 days
15 days
3 days
10 days7 days 4 days 9 days
Cycle time = 57 days
1 day
Feedback
Propose
idea
Understand
needs,
invent
solutions
Functional
testing
Deploy
solution
Customer
value
Load,
performance,
security
testing
UAT/
exploratory
testing
Release
decision
Develop,
commit, build
Platforms: Loose Architectural coupling Frees Teams To Work Independently
Applications composed of loosely coupled services make it easier for developers to assemble
applications and develop new services faster than they can with older applications created from
intricate, purpose-built designs.15
the benefits can be profound:
› Loose coupling of microservices is the secret sauce of faster application delivery.
companies like Amazon, etsy, and netflix release new software many times per minute. they do
so by making changes or additions to Apis;
the granularity of change is very small,
making releases nearly risk-free.16
even
when releases are larger, at the service
level, organizations find it much less risky to
change a single service than to release a
whole application. Letting services evolve at
different rates enables teams to work in
parallel with much less coordination.17
› Feature toggles decouple software releases from UX. Feature toggles let firms deploy
software without turning on a new capability, giving them flexibility without complexity. they let
organizations avoid the complexity of coordinating code changes, business process changes, and
user readiness. Developers can deliver new capabilities when they are ready, and the business
can decide when, how, and to whom they should expose the new capability. if the feature doesn’t
Loose architectural coupling
is the secret sauce of faster
application delivery.

December 19, 2016
8
meet its goals, they can turn it off just as easily. Some AD&D teams also practice dark launching:
the process of gradually releasing capabilities to consumers by wrapping code in feature flags or
toggles that turn features on and off.
›› Advanced deployment options increase delivery flexibility. New software deployment practices
open up options for both developers and their operations partners. Canary deployments allow
organizations to roll out releases to a subset of users, usually to further evaluate the software
in a production environment but with limited exposure, providing user feedback to the dev and
ops teams. Blue-green deployment is a release technique that enables organizations to reduce
downtime and risk by running two identical production environments (Blue and Green). One
environment is live and serves all production traffic, while the other stands by in case the live
environment goes down.18
›› Increasing container use will further decrease coupling. Containers are to ops what
microservices are to dev: a way of increasing modularity, flexibility, and elastic scalability. Dev
and ops work together to gradually break large, complex, monolithic apps into more manageable
chunks.19
Container platforms dynamically scale the application, both up and down, based on
demand. Due to their rapid availability, they can be instantaneously updated when changes are
required supporting velocity.
›› “Build or buy” is now “build, compose, outsource, or buy.” Application delivery pros now survey
a spectrum of choices for where to find great software, including partnerships, app composition,
and low-code development. Increasingly, organizations focus on building only those portions of
software that differentiate the firm and its services and source the commodity components from
specialty providers.20
Organizations must integrate software supply chain practices into their
application governance frameworks.21
DevOps practices provide the means for doing this at scale.22
People: Flat, Lean, Responsive Organizations Deliver Faster
The old walls are coming down. In a slower-moving era, organizational silos and role specialization
made sense — or were at least tolerable. As cycle times shrink, specialization and hierarchies get in the
way of delivering faster; role handoffs and resource coordination waste precious time. Agile teaming
models feature empowered, cross-functional teams and servant leadership that focus on clearing
roadblocks and improving flow. Institutionalizing these new practices takes time and concerted effort.
Leading AD&D practitioners recognize that:
›› Cross-functional product teams with dedicated resources deliver faster. Products are
applications that need frequent updates in order to remain relevant. Product teams stay together,
and the essential feature of a product team is that it never needs to wait for a team member to
be available to do work. These teams include skills across the spectrum of business, customer
experience, development, quality assurance, and ops, and they pull in specialists from enterprise
architecture, security, and others when needed. Dedicated teams, headed by product managers,
fluidly blend these skills to deliver high-quality solutions while minimizing delays and overhead.23

December 19, 2016
9
›› Organizations are simplifying and merging roles to deliver faster. Nearly every firm we’ve
spoken with is working to unwind role specialization to create empowered, multidisciplinary teams.
Just as role specialization took years to create, it will take time to rebuild the skills needed for
modern application development. The shift is causing team members to both broaden and deepen
their skills — broadening so that the team is self-supporting across most of the life cycle for most
tasks, gradually being able to go deeper in specialty areas over time. For example, everyone on a
team might need to test, estimate work, define a user story, and create acceptance criteria. But one
team member will be the testing SME to make sure it all happens in the right way.
›› The physical workspace supports cross-functional work and cross-pollinating skills. Breaking
down silos isn’t only about changing reporting structures and bureaucratic procedures — new
teams working in new ways require new space. Open floor plans break down physical barriers to
collaboration and multiple types of work areas give project teams the space they need to design,
develop, and iterate.24
›› Multisourcing is the norm, not the exception. Leading organizations have evolved their
outsourcing initiatives into multisourcing, in which different service providers with different
specialties and skills work together with in-house resources on virtual extended teams.
As companies increase their use of open source software, this virtual delivery organization
participates in and contributes to open source communities. Firms are also increasing their use of
crowdsourcing, especially of user testing activities. Managing these interactions requires greater
transparency and visibility to keep work flowing smoothly.25
›› Business models are changing, too. As organizations learn how to take advantage of faster
delivery, they form a closer bond with their customers. They learn how to experiment faster, try new
ideas quickly, and quickly adapt to new information and market conditions. They learn to let go of
cumbersome long-term planning and embrace the business agility enabled by rapid release cycles.26
What It Means
DevOps Is The Gateway To Next-Gen Software Development
While the term DevOps is often associated with leading-edge projects, mastering DevOps isn’t only
about innovating on the “cool” technologies faster; it’s also about building the capabilities to perform
modern application development across the board. For many companies, staying ahead of disruption
means not only delivering new innovations but also modernizing current software and systems. The
underlying cultural shifts, process improvements, and automation of DevOps build the foundation
for development teams to mature to the next generation of modern software development. AD&D
professionals should keep in mind that:

December 19, 2016
10
›› People, process, and technology change means that DevOps drives velocity. Moving to a
team-based culture, working in smaller increments, and automating environments drives velocity
across all software development. Mastering DevOps means that all of a business’s functions that
depend on software can keep up with rising customer expectations, not just new functions and
new software.
›› End-to-end automation of the process is pivotal to success. Successful DevOps uses
automation, including the provision of testing environments, to improve consistency and speed.
While DevOps focuses on the tight integration of development and operations, delivering quality
software depends on upstream automation as well. Adoption of artificial intelligence will lead to
automated decision-making that will guide development teams on what to build and test next.27
›› Public cloud and containers will accelerate the DevOps journey. Cloud services provide
an array of tools to build better software faster at scale. The next two to three years will see
hypergrowth of public cloud platform-as-a-service adoption, enabling collaboration in and across
teams and the building of pipelines on the fly.
›› DevOps practices foreshadow the demise of apps in favor of components. The faster
development teams build and release, the more they will focus on building software components —
microservices — rather than full-blown applications. What we today think of as an application will
tomorrow be a collection of granular microservices, composed rather than coded.

December 19, 2016
11
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Supplemental Material
Survey Methodology
Forrester’s Global Business Technographics® Priorities And Journey Survey, 2016, was fielded from
December 2015 to January 2016. This online survey included 18,610 respondents in Australia, Brazil,
Canada, China, France, Germany, India, New Zealand, the UK, and the US from companies with two or
more employees.
Forrester’s Business Technographics ensures that the final survey population contains only those with
significant involvement in the planning, funding, and purchasing of business and technology products
and services. ResearchNow fielded this survey on behalf of Forrester. Survey respondent incentives
include points redeemable for gift certificates.
Please note that the brand questions included in this survey should not be used to measure market
share. The purpose of Forrester’s Business Technographics brand questions is to show usage of a
brand by a specific target audience at one point in time.

December 19, 2016
12
Companies Interviewed For This Report
Acquia
American Medical Association
Atlassian
CA Technologies
Chef Software
CI&T
CloudBees
CollabNet
Cushman & Wakefield
Danske Bank Group
DBmaestro
Deutsche Bank
Electric Cloud
FamilySearch
FINRA
Gap
General Electric
Grant Thornton
Hewlett Packard Enterprise
IBM
IncrediBuild
Jama Software
The Lego Group
Macy’s
MasterCard
Microsoft
MidVision
OpenMake Software
Parasoft
Perforce Software
Philips
Puppet Labs
Scrum.org
Skytap
Softtek
ThoughtWorks
VersionOne
ZeroTurnaround
Endnotes
1
“Systems of engagement” are applications that consumers use directly. “Systems of record” are applications that
are the primary information sources for an organization — these are often traditional mainframe systems, but can be
based on any technology from any era. “Systems of operation” are those applications that directly interact with or
gather data from the real world, usually in the form of an embedded software/hardware solution.
2
Bimodal IT perpetuates the myth that back-end systems can be left alone. For more on why bimodal IT will not work in
the age of the customer, see the Forrester report “The False Promise Of Bimodal IT.”
3
For a deeper view on how a loosely coupled application architecture enables organizations to deliver software faster,
see the Forrester report “Brief: Software Innovation Requires A Loosely-Coupled Application Architecture.”

December 19, 2016
13
4
Good UX drives revenue through increased conversion, ongoing loyalty, and deepened trust, as Forrester’s research
has proven. For more on what retailers can learn from retail leaders in UX, see the Forrester report “Best Practices For
Retail Sites: User Experience Review, 2016.”
5
The importance of great UX has greatly increased with the increasing role that SOEs, especially cloud and mobile
apps, play in successful business strategies. For more information, see the Forrester report “How To Modernize User
Experience” and see the Forrester report “Bridging The CX/UX Divide.”
6
For deeper discussions of how to use value-stream analysis to identify opportunities to improve application delivery,
see the Forrester report “Faster Software Delivery Will Accelerate Digital Transformation” and see the Forrester report
“How To Build Better Software, Faster.”
In addition, Donald Reinertsen provides an excellent introduction to the use of Lean flow techniques in application
delivery. Source: Donald G. Reinertsen, The Principles of Product Development Flow: Second Generation Lean
Product Development, Celeritas Publishing, 2009.
7
Agile practices have revolutionized software development, but organizations still find that their requirements
management capabilities need work, as they struggle with issues such as omitting requirements and needing more
compliance documentation than “pure” Agile provides. Agile requirements management tools address these concerns
by extending Agile development practices into the early design phases of the life cycle. See the Forrester report
“Vendor Landscape: Agile Requirements Management.”
8
Source: Forrester’s Global Business Technographics Developer Survey, 2016.
9
The role of CI in creating an automated delivery pipeline is described in more complete detail, along with the other
essential tools and practices that comprise an automated delivery pipeline, in the following report. See the Forrester
report “TechRadar™: Continuous Software Delivery, Q3 2016.”
10
For more on infrastructure as code, see the Forrester report “Infrastructure As Code, The Missing Element In The I&O
Agenda.”
11
For a deeper view on service virtualization practices and technology, see the Forrester report “Market Update: Service
Virtualization And Testing Solutions.”
12
As your developers shift to Agile practices, they will invariably perform more testing themselves. So where does that
leave your quality assurance professionals? They need to adapt by getting deeply involved in the daily operations of
the development team. For more information, see the Forrester report “Navigating The Agile Testing Tool Landscape.”
13
For more information about release automation and the tools that support it, see the Forrester report “The Forrester
Wave™: Application Release Automation, Q3 2016.”
14
For a deeper read on functional test automation practices and solutions, see the Forrester report “The Forrester
Wave™: Modern Application Functional Test Automation Tools, Q2 2015.”
15
For a deeper view on how application composition works and how organizations are using it to deliver applications
more quickly, see the Forrester report “From Application Design To Application Composition.”
16
Loose coupling reduces risk by changing code in smaller increments and reducing dependencies. When organizations
think that more frequent releases are more risky, they are thinking of faster releases of their old tightly coupled
applications. Modern, modular applications are different. For more about this, see the Forrester report “Brief: Software
Innovation Requires A Loosely-Coupled Application Architecture.”
17
Loose coupling using APIs and services is rapidly evolving. For more information, see the Forrester report “Establish
Your API Design Strategy.”

December 19, 2016
14
See the Forrester report “API Design, Part 1: REST Is The Leading But Not Only Option For Your APIs,” see the
Forrester report “API Design, Part 2: Design Messaging Styles By Balancing Reach With Your Other Design Goals,”
see the Forrester report “API Design, Part 3: Make Transactions And Error Handling Clear In Your API Designs,” and
see the Forrester report “API Design, Part 4: Future-Proof And Secure Your APIs To Fit Your Usage Scenarios.”
18
Source: “Using Blue-Green Deployment to Reduce Downtime and Risk,” Pivotal Documentation (https://docs.pivotal.
io/pivotalcf/devguide/deploy-apps/blue-green.html).
19
For a deeper discussion on how organizations are using service-oriented architecture and microservices to
incrementally modernize business critical legacy application over time, see the Forrester report “Application
Modernization, Service By Microservice.”
20
See the Forrester report “The API Management Solutions Market Heats Up.”
21
Considering that 90% of code in modern applications is open source and 31% of companies have had or suspect a
breach in an open source component, gaining control over open source risks is essential to improving security. For
more information on the intersection of application delivery, DevOps, and cybersecurity, see the Forrester report “The
Seven Habits Of Rugged DevOps.”
22
Supply chain practices are a relatively new addition to the tools that organizations are using to manage the externally
sourced components they use in their applications. See the Forrester report “Use DevOps And Supply Chain
Principles To Automate Application Delivery Governance.”
23
Designing the right organizational structure for delivering applications at speed with quality is a large topic of its own.
See the Forrester report “Use DevOps Practices To Create A Lean And Responsive Application Delivery Organization.”
For a deeper view on sourcing in Agile context, see the Forrester report “Developing Modern Applications With Agile
Outsourcing: Part One” and see the Forrester report “Developing Modern Applications With Agile Outsourcing: Part
Two.”
24
For more on how the physical space enables agile work, see the Forrester report “Designing Developers’ Spaces.”
25
A deep dive on Agile outsourcing can be found in the following reports. See the Forrester report “Developing Modern
Applications With Agile Outsourcing: Part One” and see the Forrester report “Developing Modern Applications With
Agile Outsourcing: Part Two.”
26
For more information about how being able to deliver high-quality applications quickly leads to dramatically better
business results, see the Forrester report “The Software-Powered Business.”
27
AD&D professionals need to understand the potential benefits AI will bring, not only to how they build software but
also to the nature of the applications themselves. See the Forrester report “How AI Will Change Software Development
And Applications.”

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