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![Organizations have had success with agile...
…yet few have been able to realize the full potential
6
65%
of organizations
consider [complex]
tool integrations a key
inhibitor to success
42%
of agile projects are considered
successful
26%
of organizations use agile ONLY in
development
Sources: Sources: NIST, Planning Report 02-3. The Economic Impacts of Inadequate Infrastructure for Software Testing, May 2002;
aThe Times of India, IT sector to get 12% average salary hike in 2011, TOI Tech & Agencies, Mar 8, 2011, Forrester Research, 2012](https://image.slidesharecdn.com/introducingagilealm-130705181756-phpapp01/75/Introducing-the-Rational-Solution-for-Agile-ALM-6-2048.jpg)
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Acknowledgements and disclaimers
© Copyright IBM Corporation 2013. All rights reserved.
– U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp.
IBM, the IBM logo, ibm.com, Rational, the Rational logo, Telelogic, the Telelogic logo, Green Hat, the Green Hat logo, and other IBM products
and services are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or
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Availability: References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries
in which IBM operates.
The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are provided
for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice to any
participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it 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
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any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license
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All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may
have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in these materials is
intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue
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Uploaded byMatt Holitza
Introducing the Rational Solution for Agile ALM
The document introduces IBM's Rational Solution for Agile Application Lifecycle Management (ALM), highlighting its capabilities for integrating agile delivery needs and improving visibility for managers while enabling developers to focus on their tasks. It emphasizes the importance of adopting an agile approach, which has shown to succeed more often than traditional methods but notes that many organizations struggle with tool integrations. The content outlines features such as collaborative source code management, continuous integration, and dashboards for tracking project progress, while also noting the potential for future product updates.
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Introducing the Rational Solution for Agile ALM
- 1. Introducing the IBMRational Solution for Agile ALM Matt Holitza, Agile Evangelist, IBM Khurram Nizami, Agile Enablement Lead, IBM AGL-2097 © 2013 IBM Corporation
- 2. 2 Please note thefollowing IBM’s statements regarding its plans, directions, and intent are subject to change or withdrawal without notice at IBM’s sole discretion. Information regarding potential future products is intended to outline our general product direction and it should not be relied on in making a purchasing decision. The information mentioned regarding potential future products is not a commitment, promise, or legal obligation to deliver any material, code or functionality. Information about potential future products may not be incorporated into any contract. The development, release, and timing of any future features or functionality described for our products remains at our sole discretion. Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user’s job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
- 3. 3 The New Normal Addressingthe consumer driven (aka instant gratification) economy
- 4. The New Normal Delivercode faster, cheaper and better 4 Rapidly Adapt Extreme Quality Massive Complexity Cost Pressures
- 5. Adopting an agileapproach is a great start Agile succeeds three times more often than non-agile projects The Chaos Manifesto, Standish Group 2012
- 6. Organizations have hadsuccess with agile... …yet few have been able to realize the full potential 6 65% of organizations consider [complex] tool integrations a key inhibitor to success 42% of agile projects are considered successful 26% of organizations use agile ONLY in development Sources: Sources: NIST, Planning Report 02-3. The Economic Impacts of Inadequate Infrastructure for Software Testing, May 2002; aThe Times of India, IT sector to get 12% average salary hike in 2011, TOI Tech & Agencies, Mar 8, 2011, Forrester Research, 2012
- 7. 7 Giving managers Visibility… …while allowing developersto Focus Growing beyond a small adoption
- 8. Agile Teams 8 Open Lifecycleand Service Management Integration Platform Continuously Integrate Define Vision Leverage Agile Practices Rational Team Concert. Integrated by Design Plan and Track Projects Manage Change StakeholdersProduct Owners The Rational solution for Agile ALM Integrated capabilities to support your agile delivery needs
- 9. The Rational solutionfor Agile ALM Integrated capabilities to support your agile development needs 9 Open Lifecycle and Service Management Integration Platform Rational Team Concert. Integrated by Design. Agile ALM for Scrum Template In-tool Process Guidance Epics & User Stories Product Backlogs Collaborative Source Code Management Multi-level Build Automation Collaboration & Team Awareness Leverage Agile Practices Define Vision Release & Sprint Plans Sprint Reviews & Demos Retrospectives Plan and Track Projects Manage Change Dashboards & Reports Issues & Tasks Defects & Risks Impediments Continuously Integrate
- 10. Process Template forAgile ALM with Scrum Get the team off to a fast start with pre-defined project artifacts Roles, Dashboards, Plans and Work Items created Dashboard populated with widgets including burndown, velocity and plan status Commonly used Scrum and development work items created
- 11. 11 In-Tool Process Guidance Practiceand tool guidance available at your fingertips Links to process guidance are provided from within the RTC work item Comprehensive Scrum practice guidance supports the organization to deliver consistent results
- 13. Multiple planning andtracking views Maximize team productivity with multiple planning views 13 Task Board Kanban Backlog Mgmt
- 14. 14 Find all discussions anddecisions within the related task, including instant messages. Agile team collaboration and team awareness Collaborate in real-time and in context of project work to maximize progress Subscribe to work items that are impact your work
- 15. Collaborative source codemanagement Can your tool do this? Easily suspend and resume work Reproduce the exact workspace of any build Work in parallel without making branch copies Maintain copy of workspace on Jazz server to assure changes are protected Personal builds allow developers to test their code against the latest baseline
- 16. 16 Continuous build integration Keepyour builds healthy with Personal, Team and Integration builds Stream based SCM allows multi-level build that scales to Scrum of Scrums Teams can see what builds there are, inspect build results, monitor builds in progress, and request builds at any time Developers can compare builds to quickly troubleshoot issues
- 17. 17 Full Transparency forProject Stakeholders Web interfaces allow the team to proactively manage risks Open Lifecycle Integration Platform Mini-Dashboard allows Managers to quickly see and act on issues or defects that could jeopardize the release Track the throughput or “velocity” of project teams Visibility to which sprints and releases are behind schedule Track the throughput or “velocity” of project teams over time and remaining effort with “burndown” of projects in flight
- 18. Rational Team Concerthelps coordinate multi-platform delivery Interfaces and support for heterogeneous target environments Microsoft Visual Studio Eclipse Web Mainframe Supports Multiplatform and Mobile Delivery Specialized Interfaces
- 19. Leverage an openlifecycle platform Protect your existing investments and gain visibility into every project Rational Team Concert Integrated by design. Works with Commercial, Open Source and Homegrown Tools Homegrown
- 20. No matter whereyour team is or what they’re developing… … there is always one source of the truth 20 Rational Team Concert Integrated by design. Seattle, WA (Web) Microsoft Visual Studio Melbourne, AU (Accounting) São Paulo, Brazil (Mobile App) Bangalore, India (Mainframe) ISPF London, UK (Middleware) Eclipse Track outsourced vendor projects with open integrations. Visibility to all work in releases with multiple target platforms Less administration and integration overhead.
- 21. Scaling beyond AgileALM Transforming your organization requires the right framework and tooling 21
- 22. 22 Domain Complexity Straight -forward Intricate, emerging Compliance requirement Lowrisk Critical, audited Team size Under 10 developers 1000’s of developers Co-located Geographical distribution Global Enterprise discipline Project focus Enterprise focus Technical complexity Homogenous Heterogeneous, legacy Organization distribution (outsourcing, partnerships) Collaborative Contractual IBM agility@scale: A process framework to extend your agile practice Flexible Rigid Organizational complexity
- 23. Extending Agile ALMbeyond development 23 DevOps Foundation Open Lifecycle and Service Management Integration Platform DevOps Lifecycle Operations/Production Agile Teams Stakeholders Product Owners Continuous Innovation, Feedback and Improvements Monitor and Optimize Plan and Measure Develop and Test Agile ALM Release and Deploy OSLC
- 24. Extending Agile ALMto Larger Project Teams Capabilities to enable more robust testing and requirements management 24 Create a shared vision to deliver exactly what the stakeholders need Coordinate independent testing efforts and link automated tests to the overall plan Holistic view of the sprint or release inclusive of stories, tests and requirements empowers the project team, boosts efficiency and allows greater focus Develop and Test
- 25. Extending Agile ALMwith Continuous Testing and Deployment Capabilities for service virtualization and continuous delivery 25 Development Testing Staging Production Business Owners Customers Track changes thru delivery: See what builds are included in a release Understand environment tested Identify the root cause of regressions Plan and automate across dev and ops: Coordinate development and product releases Library management system assures the right bits get to the right place Fully automate builds, tests and deployments to support agile delivery Release and Deploy
- 26. Jazz.net. Agile inaction. 26 IBM’s Open Commercial Development Community -Download and try latest milestone -View iteration status -Submit defects and enhancements -Get advice and help from the Jazz Development Team
- 27. IBM Rational Servicesfor Agile Adoption Get your team off to a fast start… Agile ALM with Scrum: Quickstart …if you want a one week primer to get your get your team started with Scrum using Team Concert Training, Coaching and Mentoring …if you help with your agile adoption or scaling needs
- 28. Open Lifecycle Integrationand Services Management Platform 28 DRAFT: IBM Confidential Agile Teams Stakeholders Product Owners Continuous Development IBM Rational Team Concert Agile Practices, Planning, Continuous Integration, and Collaborative SCM IBM Rational solution for Agile ALM Remove the barriers to Innovation “IBM Rational Team Concert is the backbone of Danske Bank’s agile development process and is adjusted to the special needs of the bank” Peter Rasmussen, Senior Vice President, IT Development Processes and Tools Danske Bank Group 25% Improved Productivity with automated status reporting and collaborative source control 25% Improved Team Collaboration with standard platform for project engagement 20% Improved Quality with consistent continuous integration and unit testing 18% Reduction in development cycle times with improved project visibility and process enactment
- 29. 29 1. See itin action! The IBM Rational Solution for Agile ALM Three ways to learn about it at Innovate! 2. Learn how our customers use Scrum! Drop by booth AT1 in the Solution Center Sunday thru Wednesday 3. Try it for yourself! Download it from Jazz.net http://jazz.net/agile AGL-2379 Accelerating Time-to-Value with Scrum Wednesday 11:15-12:15 Southern II Sheila Lindsey, Bank of America Reedy Feggins, IBM
- 30. Talk with theexperts, exchange ideas with your peers, get social! Get the Agile session roadmap http://bit.ly/agileroadmap Get Agile for Dummies or Stand Up for Agile t-shirt! Come to the Solution Center (AT1 or AT2) for details Take a few micro-workshops at JazzHub Live! Outside Southern II Monday, Tuesday and Wednesday Getting the most out of your week Join us for Wednesday’s Agile lightning talks Wednesday 8:30-11, Southern I Attend developerWorks Live! Agile “TechTalks” Tuesday 6-8pm in the dWLive Zone in the Solution Center
- 31. © Copyright IBMCorporation 2012. 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 have the 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 IBM software. 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 capabilities referenced 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 feature availability 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 Machines Corporation, 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
- 32. 32 Please note thefollowing IBM’s statements regarding its plans, directions, and intent are subject to change or withdrawal without notice at IBM’s sole discretion. Information regarding potential future products is intended to outline our general product direction and it should not be relied on in making a purchasing decision. The information mentioned regarding potential future products is not a commitment, promise, or legal obligation to deliver any material, code or functionality. Information about potential future products may not be incorporated into any contract. The development, release, and timing of any future features or functionality described for our products remains at our sole discretion. Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user’s job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
- 33.
- 34. 34 Daily Apple TVgiveaway Complete your session surveys online each day at a conference kiosk or on your Innovate 2013 Portal! Each day that you complete all of that day’s session surveys, your name will be entered to win the daily Apple TV! On Wednesday be sure to complete your full conference evaluation to receive your free conference t-shirt!
- 35. 35 Acknowledgements and disclaimers ©Copyright IBM Corporation 2013. All rights reserved. – U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp. IBM, the IBM logo, ibm.com, Rational, the Rational logo, Telelogic, the Telelogic logo, Green Hat, the Green Hat logo, and other IBM products and services are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml If you have mentioned trademarks that are not from IBM, please update and add the following lines: [Insert any special third-party trademark names/attributions here] Other company, product, or service names may be trademarks or service marks of others. Availability: References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it 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, this presentation or any other materials. Nothing contained in this presentation is intended to, nor shall have the 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 IBM software. All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.
- 36. 36 © Copyright IBMCorporation 2013. 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 have the 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 IBM software. 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 capabilities referenced 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 feature availability 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 Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.
Editor's Notes
- #4 Time – Me Me Me GenerationCarpoolRegardless of mobile – design paradigms like skeumorphism are impacting all facits of delivery.Matt – Has anyone heard of a game called Minecraft? If you have kids you probably have. I drive a carpool every morning and a few weeks ago, the kids were talking about rumors that a new update will be available on the AppStore. If you’ve seen the latest Time magazine they are referring to my kids generation as the Me Me Me generation with a picture of a teenager lounging and looking at their smart phone. This is a very accurate representation of my children and most of the kids I know. I like to call this the instant gratification economy. You probably aren’t anxiously anticipating the update for a game for your device, but a recent survey showed that upward of 70% of consumers will stop using and delete an app even after only one bad experience. Mobile is truly driving our businesses, with statistics like these, 18 billion devices forecasted by the end of 2022, and I know that I am part of the 91% of those that keep their devices within armreach 100% of the time (except of course when I’m charging it). So what do these trends mean for the profession of software development.
- #5 MattThe new expectations of instant gratification economyApple raised the bar on qualityMobile bankingThis new normal means that we must deliver the features that customers want faster, cheaper and better than ever before. We must monitor our competition and our customers and quickly adapt and deliver not only the features they need, but also the ones that they desire. On top of that, thanks to Apple, we must deliver an elegant, intuitive user experience. We have to ensure that there are few bugs, per my comment earlier that customer loyalty is only as good as the quality of the product delivered, and although this expectation started in the mobile space, it is spreading into all other areas. Most of you in the room cannot just build a wicked cool standalone app, it must work with other systems, take the example of a mobile banking app… The app will likely need to access one or more backend systems that may have been built in the 70s. This presents unique challenges in testing, coordination of teams working on different technology and doing so at a rapid pace. Last it seems that the majority of companies are still trying to manage the bottom line by reducing costs rather than investing for growth, which makes delivering better software faster more difficult than ever.With a consumer empowered world we are being forced to rapidly adapt to our competitors who are working to deliver that cutting edge app before we do, we are also being pressured by our existing customers to deliver features with extreme quality, Apple set the bar very high and everyone is being held to the Apple experience and quality. Delivering quickly and with high quality is made more difficult with the massive complexity we are forced to support now, in the eCommerce boon we had two or three browsers to support and test with two or three target environments, today we have at least four browsers and many different platforms to test against, not to mention multiple Oss, and all of the mobile devices, tablets, iPads, phones and mobile OSs and different OS versions. We have to do this all with increasing pressures to either keep budgets flat or reduce budgets.
- #6 MattMany have looked to agile approaches to address the pressures of the instant gratification economy. There is no doubt that agile helps, in fact according to the Standish Group’s Chaos Manifesto, Projects that leverage an agile approach are three times more successful than projects that use a non-agile methodology like waterfall.And here’s why… a survey done last year by Projects@Work and the Scrum Alliance found that the Ability to adapt to change is the number one benefit organizations realize when adopting agile, followed by Better customer engagement, improved deliverables, improved communication and better project visibility.
- #7 MattWhile there is no doubt that agile projects are far more successful than non-agile projects, organizations still face growing pains when moving beyond a few teams…If you look at Technology Adoption Lifecycle, Agile For Development is reaching the more risk averse late adopters, but on the First, agile has seen tremendous success, but there is always room for improvement, organizations need help putting the right agile and development practices in place to improve this success rate by providing a consistent process framework and tools that help them support their best practices.Second, achieving optimum agile success is really dependent on expanding agile practices beyond development. The true measure of agility is the time it takes a user story to be defined, coded, built, deployed and communicated to your customers, development is only one component of this… operations, sales, marketing must also be included in the process.Third, many organizations face growing pains when they begin to expand their agile practice. Tools is a common area of struggle, especially as teams grow, cross project or team dependencies become very difficult to manage with disparate tool infrastructures, not to mention the effort that goes into integrating the tools to assure managers have visibility across their entire portfolio of projects.
- #8 MattAll levels of orgAggregating dataManagers need to know what’s going on without having to ask or bother devsDevs – add tools, add task switching, integration, tools should facilitate the processWhen growing an agile practice it is vital that we address the needs at all levels of the organization. This starts by providing managers with the data to make decisions and ensure predictable project results, with multiple dependent systems being developed at a rapid pace, manually aggregating data across multiple teams is not effective. Managers need to understand project status in real-time including any impediments or blockers that are impeding their teams’ progress. And sometimes forgotten in an agile world is the fact that agile team members or developers need the right tools, guidance and training, because while agile does emphasize more teaming, developing is still, for the most part, done by individuals. Take task switching for example, how productive is it for a developer to have to go to 4, 5, 6 tools to deliver a new feature and how easy is it for them to get distracted somewhere in the middle or forget a step and maybe make a mistake that will cause more rework. And how do we ensure that as we expand to a larger agile practice that our teams can get off to fast start and begin embracing agile methods, like Scrum, without slowing down the established teams.Last Friday we announced a new solution that helps address these challenges, and now I’ll turn it over to Khurram to give you a brief tour of our Agile ALM solution.
- #12 KhurramComprehensive Scrum practice guidance supports the organization to deliver consistent results.Access to agile practice guidance for project activities as they are being defined and serve as a reference for team members.
- #13 KhurramAre you sick of spending so much time figuring out where you are? Instead Or where you want to go? Rational Team Concert provides real-time planning, so the entire team can stay on the same page and managers have visibility to the latest status and any risks that could jeopardize the release. No longer will team members have to do their work in one tool and navigate to a project tracking tool to
- #14 KhurramRTC provides the ability to view plans based on different needs or team roles. So here we see a roadmap view for looking at interdependencies and how the overall release will progress over time, then we have a work breakdown view to see how different members of the team are progressing and whether or not they need help, a taskboard view to run virtual standup meetings.The following three images show the same sprint plan BRM Sprint 2 (1.0 ) Plan using different views. Using different views helps the team balance the work, plan effectively, understand dependencies and respond to changes more quickly.Image 1 – Roadmap view: -show dependencies between work items In this example you can see the dependency between 3 tasks between Marco and Deb. Image 2 – Task board view: shows current progress for daily stand-upsImage 3 – Backlog view: Allows the team to work together to prioritize their work
- #18 KhurramAs mentioned earlier the new template provides a pre-defined agile dashboard to track velocity and burndown, but there is much more to the dashboards. They are fully customizable and can be personalized to show the information relevant to your role. The mini dashboard provides consistent information that you always want at hand. Our dashboards support OpenSocial gadgets so you can display information from other sources to gain better visibility.
- #19 KhurramRTC supports nearly every platform for delivery, with clients for the web, Eclipse, Visual Studio and ISPF for mainframe development. This allows your team to leverage one platform and tools to develop products for your entire organizations.
- #20 KhurramOrganizations need to flexibly assemble their software delivery environment, using their preferred tools and vendors. Since this environment is not static, organizations need to evolve their environment as their needs change at their own pace.The Jazz platform provides the technical foundation for several types of lifecycle tool integration. This platform consists of an architecture and a set of application frameworks and toolkits, as seen in the image above.
- #21 KhurramWhen you look at of the capabilities of RTC , between the native platform support and the open Jazz platform an organization can leverage RTC to become the overarching “one source of truth” so management has visibility to all projects in their portfolio, regardless of what is being developed, where it’s being developed or what tools the teams are using to manage the development.
- #22 Khurram
- #24 KhurramMain Point: We provide not only the best practices for scaling, but we also provide flexible capabilities to automate the entire DevOps lifecycle.Plan and measure: Business and customer collaboration through TeaLeaf and ConnectionsDevelop and test: Agile ALM extending to Requirements Envisioning, Test ManagementRelease and Deploy: Newly acquired UrbanCode and our existing SmartCloud Continuous DeliveryMonitor and Optimize: Our Tivoli suite of products
- #25 KhurramExample 1: This might be an organization that has large teams with compliance requirements and a independent test team that works in concert with the agile teams. Collaborative Lifecycle Management isn’t for every team, but is perfect for those that need more robust requirements envisioning and test management capabilities.The top image shows a traceability view in a Release Plan containing links to requirements and test cases. It also has a column to identify defects affecting the plan items. This demonstrates an integrated plan with traceability reporting. Rather than relying on stale and occasionally run traceability reports, using an integrated plan with a built-in traceability view makes the gaps are obvious and easy to address through out the project.Benefits: Creating a shared vision delivers what the stakeholders want Ensuring coverage improves quality for the release and each sprint Whole team buy-in improves team trust, efficiency and focus
- #26 KhurramTo meet the empowered consumers and the increasingly competitive mobile market that comes with that, the organization of the future must have a fully integrated delivery process and supporting tools. It starts with the development team, but to optimize the impact of continuous development, it is important to align delivery with operations and implement a continuous testing practice.IBM offers capabilities to automate the testing of components even before the entire system is ready for test, combining service virtualization and test automation boosts the quality and velocity of agile projects.IBM SmartCloud Continuous Delivery dramatically reduces delivery cycle time for operationally-ready code. Change the game by using production-like environments for development and validation of code and infrastructure changes -- before your team gets that 3 AM call.
- #27 KhurramWe use our products to build our products at Jazz.net. You can track our plans, talk to the developers, and try the latest bits.We also have RTC deployed internally at IBM, it was virally adopted and is now used by over 50,000 developers, project managers, product managers and even marketing.
- #29 KhurramResults matter, these are collective returns from our actual customers.
- #30 MattThanks Khurram, so like I said earlier, this was a 10,000 foot view of what our new solution provides. I encourage you to learn more about it this week. The best way is to head down to the solution center at booth AT1 and get a demo first hand, and I’ll cover this on the next slide, but tomorrow evening from 6-8 in the dW Live zone we’ll have an hour of Agile Tech Chats followed by a live demo delivered by Khurram of the new solution. In addition, Wednesday, we will have a fantastic presentation by Bank of America on how they are using Scrum and RTC to improve their time to value and last, go out to Jazz.net/agile, find out more, you’ll find not only the downloads, but step by step tutorials.
- #31 MattLast I’d like to give you a few tips, this is my 14th conference and I want to make sure you make the most of it as it will be over before you know it.So what I found over the years, first as a customer and now as an IBMer is that the most valuable benefit of coming to the conference is the access to peers and experts. So get out and talk to folks, share your ideas.Outside this room, is JazzHub Live which will have mini-workshops kind of like the workshops they have at the bix box hardware stores, these are short, quick ways to learn about Rational Team Concert.Come get an agile t-shirt or a copy of agile for dummies, you can go to the IBM agile booths or our agile partner’s booths.I already mentioned the techtalks, what I didn’t mention is that they are all being delivered by our development team members.Wednesday morning we’re kicking off the day with lightning talks. There are so many different approaches to agile and this session will provide a quick 15 minute overview of some of the more popular approaches, what they are and what situations they are best suited for, followed by a panel discussion that will further explore, compare and contrast. Later that day, you can then choose from sessions that go into more depth about the different approaches.There’s also a sixth item I forgot to mention… there are upwards of 70 session this week that relate to agile, to make your life a bit easier I created a role based and topic based roadmap to navigate the different options through out the week. Go to bit.ly/agileroadmap to get this document… you’ll find that it’s a bit of an eye chart, but gives you the different options hour by hour so you don’t miss a session that you may have not known about.