Application Development Research:
Development vs. Maintenance budget
Level of effort in development (requirements, design, code, testing, etc.)
Level of effort in maintenance (bugs, new enhancements, infra. upgrades)
Development internally, outsourced and package modification
Regulation vs. planned vs. unplanned
Development metrics
QA organization, etc.
Methodologies used in development process
This presentations gives high level overview of : networking, security, storage, end point devices (PC), Servers, Enterprise System Management and Development and SOA\integration domains. It includes staffing ratios, vendor and integrator positioning in Israel.
This presentations gives high level overview of : networking, security, storage, end point devices (PC), Servers, Enterprise System Management and Development and SOA\integration domains. It includes staffing ratios, vendor and integrator positioning in Israel.
STKI Summit 2011 - The Gap!
Complete presentation covering general infrastructure trends, development and SOA, System Management, DBMS and data, Servers and Platforms, Clients, Storage
Recommended for CDOs and all Data & Analytics Managers
The past 2 years have had a huge impact on organizations journeys to become data driven. Existing data architectures were disrupted; rigid structures and processes were questioned, and many data strategies were re-written.
On the one hand, the global pandemic emphasized the need for organizations to raise the bar, implement strategies, improve data literacy and culture, increase investments in data and analytics, and explore AI opportunities.
On the other, it also presented new challenges such as: the war for data talent and the wide literacy gap. Inadequate structures as well as outdated processes were exposed. Major changes in the data landscape (Data Fabric, Data Mesh, Transition to Data Clouds) will further disrupt existing data architectures and enhance the need for a new adaptive architecture and organization.
Agile software delivery strategies have taken organizations by storm, and those very same organizations are now scaling agile strategies across the entire IT organization as well as on very complex projects. Agile strategies are even being applied on enterprise architecture teams and are proving to be successful in practice. This presentation overviews IBM s Agile Scaling Model (ASM) and how to take an agile approach to enterprise architecture. It also summarizes industry data exploring the effectiveness of agile strategies and of various enterprise architecture strategies.
CompTIA’s IT Industry Outlook 2013 provides an overview of the size, shape and growth factors of the information technology (IT) industry.
The study consists of three sections, which can be viewed independently or together as chapters of a comprehensive report. The enclosed slides are a sampling of the content found in the report.
Section 1: IT Industry Market and Workforce Overview
Section 2: 2013 IT Industry Forecasts
Section 3: 2013 IT Industry Trends
Technical Debt: A Management Problem That Requires a Management SolutionScott W. Ambler
The primary cause of technical debt in your organization is very likely your managers – not your programmers nor your architects. The management desire to be “on time and on budget” often motivates deployment of poor-quality assets and rarely leaves room for investment in long-term quality. Although technical professionals may readily realize this problem managers often do not, or if they do they don’t view technical debt as a priority. It is time for a change.
This presentation explores the root causes of technical debt within organizations, many of which trace back to the management mindset and the strategies that result from it. Just like the technical challenges of addressing technical debt must be addressed by technical solutions, the management challenges of technical debt must be addressed by management solutions. It works through how to make leadership aware of technical debt and its implications, how to evolve your management practices to avoid and address technical debt, and enterprise-level strategies to embed technical debt thinking and behaviors into your culture. Results from industry research are shared throughout.
This presentation contains trends and analysis of Officeof the CIO areas (PPM, Demand mng, IT Governance methodologies & tools), Outsourcing decisions, and Mobile strategies.
STKI Summit 2011 - The Gap!
Complete presentation covering general infrastructure trends, development and SOA, System Management, DBMS and data, Servers and Platforms, Clients, Storage
Recommended for CDOs and all Data & Analytics Managers
The past 2 years have had a huge impact on organizations journeys to become data driven. Existing data architectures were disrupted; rigid structures and processes were questioned, and many data strategies were re-written.
On the one hand, the global pandemic emphasized the need for organizations to raise the bar, implement strategies, improve data literacy and culture, increase investments in data and analytics, and explore AI opportunities.
On the other, it also presented new challenges such as: the war for data talent and the wide literacy gap. Inadequate structures as well as outdated processes were exposed. Major changes in the data landscape (Data Fabric, Data Mesh, Transition to Data Clouds) will further disrupt existing data architectures and enhance the need for a new adaptive architecture and organization.
Agile software delivery strategies have taken organizations by storm, and those very same organizations are now scaling agile strategies across the entire IT organization as well as on very complex projects. Agile strategies are even being applied on enterprise architecture teams and are proving to be successful in practice. This presentation overviews IBM s Agile Scaling Model (ASM) and how to take an agile approach to enterprise architecture. It also summarizes industry data exploring the effectiveness of agile strategies and of various enterprise architecture strategies.
CompTIA’s IT Industry Outlook 2013 provides an overview of the size, shape and growth factors of the information technology (IT) industry.
The study consists of three sections, which can be viewed independently or together as chapters of a comprehensive report. The enclosed slides are a sampling of the content found in the report.
Section 1: IT Industry Market and Workforce Overview
Section 2: 2013 IT Industry Forecasts
Section 3: 2013 IT Industry Trends
Technical Debt: A Management Problem That Requires a Management SolutionScott W. Ambler
The primary cause of technical debt in your organization is very likely your managers – not your programmers nor your architects. The management desire to be “on time and on budget” often motivates deployment of poor-quality assets and rarely leaves room for investment in long-term quality. Although technical professionals may readily realize this problem managers often do not, or if they do they don’t view technical debt as a priority. It is time for a change.
This presentation explores the root causes of technical debt within organizations, many of which trace back to the management mindset and the strategies that result from it. Just like the technical challenges of addressing technical debt must be addressed by technical solutions, the management challenges of technical debt must be addressed by management solutions. It works through how to make leadership aware of technical debt and its implications, how to evolve your management practices to avoid and address technical debt, and enterprise-level strategies to embed technical debt thinking and behaviors into your culture. Results from industry research are shared throughout.
This presentation contains trends and analysis of Officeof the CIO areas (PPM, Demand mng, IT Governance methodologies & tools), Outsourcing decisions, and Mobile strategies.
This presentation contains trends and analysis of Officeof the CIO areas (PPM, Demand mng, IT Governance methodologies & tools), Outsourcing decisions, and Mobile strategies.
The results shown here illustrate that a well thought out and executed go to market
strategy can deliver real value to customers. QlikTech scores well in a variety of
areas but it tops the list when it comes to visual analysis, mobile BI and self service
features that serve for agility in BI projects. Compared to other Visual BI and Data
Discovery tools it has the best investment ratios when it come to licence fees,
external implementation spend and administrators needed per seat.
STKI Summit 2014 Infra Trends - How CIO Deliver - complete infra trends
Stki application development_research
1. ;
IT Application Development
Research
Pini Cohen
EVP
pini@stki.info
Pini Cohen’s work Copyright 2011 @STKI
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2. Agenda
• Major Trends and Issues
• Development and SOA
• ESM BSM CMDB
• DBMS and DATA
• Platforms – Servers
• Clients
• Storage Source: http://astonguild.org.uk/files/NEW_MENU_FRONT_RGB%5B1%5D.jpg
Pini Cohen’s work Copyright 2011 @STKI
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3. STKI IT Development Survey
• The first IT development survey in Israel!
• Covering:
– Development vs. Maintenance budget
– Level of effort in development (requirements, design, code, testing,
etc.)
– Level of effort in maintenance (bugs, new enhancements, infra.
upgrades)
– Development internally, outsourced and package modification
– Regulation vs. planned vs. unplanned
– Development metrics
– QA organization, etc.
– Methodologies used in development process
Pini Cohen’s work Copyright 2011 @STKI 3
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4. STKI IT Development survey
• How should you use this data:
– Look at the fine print – not all graphs are the same
– including or excluding specific data according to
the industry
– If you do not have all data as stated look at the
ratios
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5. New Initiatives (“development”) vs.
Running (“maintenance) Systems
New Running
Israeli IT Average Initiatives Systems
Finance - 73% 27%
Banking
Maint. Telecom 71% 29%
43% Finance - 53% 47%
Dev.
Insurance &
57%
Credit Cards
Health 48% 52%
Government 32% 68%
Source: STKI Survey
The actual question was: Which part from
your development budget is directed to
“development vs. maintenance”
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6. About Development vs.
Maintenance
• Different companies has different takes.
Example:
– “Development – 7 days or more with features that
contribute to company profitability (not
regulation)”
– “Everything is development except bugs
correction or training support. Updating tables is
development”
– Up to two months works is considered
maintenance.
Pini Cohen’s work Copyright 2011 @STKI
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7. Development vs. Maintenance
definition
Pini Cohen’s work Copyright 2011 @STKI Source: STKI Survey
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8. Spending from IT budget on
developing new SW projects
All Data
Package
customization
not included
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Do not remove source or attribution from any graphic or portion of graphic Source: STKI Survey
9. STKI IT Development Survey
Requirements,
• Spending from IT Budget 8%
• Testing including
acceptance testing (effort
by IT)
• Development - means Testing, 21%
developers effort and not
necessarily just Design, 19%
development (might
include unit testing and
other testing)
Development,
52%
Source: STKI Survey
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10. Per sector
Requirements Design Development Testing
16% 13%
25% 23% 21%
30%
53% 50% 59%
49%
46%
56%
24% 21% 24% 15%
17%
6% 12%
6% 7% 7% 7% 5%
Defence Health Telecom Finance (no Banking PublicGov.
Source: STKI Survey
Banks)
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11. STKI IT Development Report
• Public Government
– Spending more on the requirement stage
– Testing looks is much less mature.
– Therefore developers are dealing with testing
– Several organization are on the building stage of their testing
unitsprocedures
• Health: more effort on design. Less effort on Testing
• Telecom: heavy investment in testing without specific budget to
User Acceptance testing
• Finance (not banking): Heavy Management cost. Lots of
investment in Design
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12. Requirement Mgmt. Attention
Public 12%
Telecom 7%
Health 7%
Finance (Insurance & Credit Cards) 7%
Defense 6%
Banking 5%
Source: STKI Survey
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13. Testing Focus
Factors Influencing QA: Telecom 30%
• Internal SW development
• SW is an integral part of Defense 25%
the org. services to
customers Finance 23%
(Insurance & Credit Cards)
• Regulation
• Established Banking 21%
methodologies (CMMI,
ISO) Health 16%
Public 13%
Source: STKI Survey
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14. What “contributes” to Software
maintenance:
• Not all “minor improvements” are the same:
• One company might put all improvement in “development budget” while the other
will put all “new development that is less than two weeks”
• “Infra” is SW adjustment to infrastructure changes – Win7, Oracle 11G, etc.
Source: STKI Survey
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15. Who and what is developed?
All including PublicHealth PublicHealth
Source: STKI Survey
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16. Development Budget Distribution
Sector Regulation Planned Unplanned
Regulation Finance 30% 47% 23%
15%
Banking 18% 60% 22%
Planned
Unplanned Projects Telecom 18% 56% 26%
Requests 60%
25% Public 15% 60% 25%
Health 6% 75% 19%
Defense 5% 60% 35%
Pini Cohen’s work Copyright 2011 @STKI
Source: STKI Survey
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17. Metrics used
Project Bugs Faults Depth of Development Other
Management Testing Operations
maturity
Source: STKI Survey
Each respondent could add several metrics
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18. Metrics used – what is missing?
Project Bugs Faults Depth of Development Other
Management Testing Operations
maturity
Deployment Hatmaa metrics are missing!
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19. Selected Project Management
metrics
• Resource, Time, Features. And keeping track of it.
• LOC – line of code
• Number of mission accomplished in a monthperiod
(normalized on mission size)
• Plan vs. actual in total effort spent per customer,
project
• Net resources vs. overhead (courses, safety, illness-
out of work)
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20. Selected Quality (bugfault related)
metrics. All per severity level
• # of bugs in testing and per man year, per K
LOC
• # of escaping bugs (limited time in production)
and per man year, per K LOC
• # of escaping bugs per # of bugs found in
testing
• First time quality – in testing and in
production
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21. Selected Quality (bugfault related)
metrics. All per severity level
• # of critical bugs per total bugs found in
testing and in production
• # of requiring bugs (bugs that were not fixed
at after first time)
• # of false positive bugs – bugs that were
reported but actually did not exist
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22. Selected testing breath metrics
• Percent of code tested
• Percent of code with automatic tests
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23. Selected dev.production process
metrics
• How many changes were introduced to a project
while being developed (not relevant to Agile)
• Did the project followed all procedures
• How many times the project was put to
production (if more than once- something went
wrong…)
• # of LOC developed per specific feature
(comparing two developing
environmentsupporting tools)
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24. Other development metrics
• ISO metrics
• Maturity of reporting systems –how well
people report to the activitybug system (is
reporting accurate, how often the reporting
takes place, what is the delay between activity
and the reporting).
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25. Organization Position of QA
Office of the
CIO
11%
QA
Development Department
Department 50%
39%
Source: STKI Survey
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26. Show me the QA money!
• When QA is part of development the testing
budget is lower – 38% difference! (at average)
Source: STKI Survey
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27. Profile of your testing personnel
Rising interest in Israeli Nearshore due to their subsidization by the Gov.
Nearshore
19%
Internal
Staff
Professional 57%
Services
24%
Source: STKI Survey
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28. Which Methodology is used
• Counted even if used in few projects or
experimenting (for example “using iterative
only in Internet projects” or “experimenting
agile in small projects”
• CMMI is more common in Banking
• ISO certifications used are ISO9001:2008 and
9002.
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29. Methodologies in use
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Source: STKI Survey
30. Thank you
Pini Cohen
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