Collaborative Lifecycle Managmenent - an Introduction


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An introduction to collaborative lifecycle management with Rational Team Concert

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Collaborative Lifecycle Managmenent - an Introduction

  1. 1. IBM Rational solution forCollaborative Lifecycle Management
  2. 2. Agenda 1 Current market situation 2 IBM Rational Collaboration Lifecycle Management 3 Delivering the 5 ALM imperatives 4 Proven
  3. 3. Executive SummarySoftware is integral to business success – Software is woven through systems, products and services, helping companies bring new – smarter – innovations to market.Market realities are pushing organizations to innovate with less – The ability to innovate is impacted by market realities such as increasing complexity, tighter budgets and a more demanding competitive landscapeIntegrated Application Lifecycle Management (ALM) provides the ability to innovate whilereducing overhead costs – Improve time to delivery, quality, value, and predictability with integrated Application Lifecycle Management combined with best practices for scaling agility.The IBM Rational Collaborative Lifecycle Management Solution provides capabilities thatfully support an integrated ALM approach – Allows organizations to coordinate people, processes, and tools for requirements management, development and quality management by providing traceability across lifecycle artifacts, process definition and enactment, and
  4. 4. Software drives today’s innovation for a smarter planetTransforming the way we live, work, and play
  5. 5. The defining challenge: Managing “systems of systems”From back-end software to customer facing portals, systems of systemsdrive your relationships with customers, suppliers and business partners In-house Development Outsourced Third-party and Globally IP Distributed Mobile Device Service-oriented Access Architecture (SOA) Software-driven Innovation COMPLEXITY Partner Commercial Code Off-the-shelf End-user Legacy Open Cloud / SaaS Web Application and Source Re-use
  6. 6. The convergence of physical assets and IT applications requires a newapproach for integrating products and services Unique Value is unleashed through an Ecosystem of Intelligent “Systems of Systems”
  7. 7. Business and IT Agility: Balancing Resources to Support Business InnovationBalance IT investments to focus on new solutions. 34% 66%  Forrester estimates that ongoing operations and maintenance consume 66% of IT budgets  While new projects and software initiatives represent only 34% 7
  8. 8. 8Key Software development lifecycles 3 inter-related lifecycles of activity involving different Decide goals, timelines, roles, Help me make strategic decisions processes and tools Develop Help me develop what I decide Deploy Help me deploy what I develop Integrate, Instrument & Improve Help me oversee this entire value chain and incrementally
  9. 9. 9Key Software development lifecycles Enterprise Architecture and Portfolio Planning Application Lifecycle Management Deployment Planning & Automation Measured
  10. 10. ALM is about connecting the disciplinesProject/Planning Requirements Development Testing • Business • Use Cases • TDD • Scenario- Drivers • Nonfunctional • Build Driven • Iterations Automation • Sign-off Management • Exploratory • Sign-off • Contract • Static Test • Contract Analysis • Risk Assess • User • Risk Assess • BVT • Threat Model Involvement • Source • User • Contract • Test Management Involvement Validation Requirements • Pair Programming/ Code Review Continuous Learning and FeedbackSource: Gartner Application Architecture, Development & Integration Summit Presentation, The Future and Present of AD, Thomas E. Murphy, December
  11. 11. Rational Application Lifecycle Management (ALM)Modular, open and extensible Requirements Management Software, Change & Quality Design Configuration Management Management Management Build & Deploy
  12. 12. Agenda 1 Current market situation 2 IBM Rational Collaboration Lifecycle Management 3 Delivering the 5 ALM imperatives 4 Proven
  13. 13. An ALM solution powered by Jazz Rational solution for Collaborative Lifecycle Management CREATE SOFTWARE Real-time Planning, Lifecycle Traceability, Team Collaboration, Development Intelligence, Continuous Process Improvement Rational Rational Team Rational Quality Requirements Concert Manager Composer Requirements Planning, Change, Quality Management Configuration & Build Management Management *
  14. 14. Jazz provides open collaboration across the softwareand systems lifecycle COMMUNITY Transparent collaboration and exchange of ideas PRODUCTS Application lifecycle tools that leverage the Jazz platform PLATFORM Open Services for Lifecycle Collaboration Integration services Application frameworks and
  15. 15. Open interfaces. Open possibilities. Open Services An industry initiative for Lifecycle for simplifying tool integration across the Collaboration software lifecycle . Barriers to sharing resources The Open Services initiative is across the software lifecycle  Building a community of vendors, open source projects, integrators and IT teams, at open-  Multiple vendors, open source projects, and in-house tools  Creating public specifications of resources and  Private vocabularies, formats services, like change requests, test cases, defects, and stores requirements and user stories  Entanglement of tools and data  Delivering loosely coupled resource formats and services with “just enough”
  16. 16. Rational Team Concert: A Closer Look Planning Project Transparency Integrated release/iteration planning  Customizable web based dashboards Effort estimation & progress tracking taskboards  Real time metrics and reports Out of the box process templates: formal or agile  Project milestone tracking and status SCM Work Items Build  Component based SCM  Defects, enhancements  Automated Work item and enables reuse across projects and conversations change set traceability  Change set based for easy  View and share query results  Build definitions for team addition or removal of features and personal builds  Support for approvals and  Local or remote build servers  Server-based sandboxes discussions  Multi-level continuous  Query editor interface integration  Can also work with SVN, Git, ClearCase or Synergy  ClearQuest or Synergy Bridge  Integration with Build Forge Jazz Team Server  Single structure for project related artifacts  Team advisor for defining / refining “rules”  World-class team on-boarding / offboarding and enabling continuous improvement including team membership, sub-teams and  Process enactment and enforcement project inheritance  In-context collaboration enables team members  Role-based operational control for flexible to communicate in context of their work definition of process and
  17. 17. Advanced source code management Easily suspend and resume work Work in parallel without making branch copies Reproduce the exact workspace of any
  18. 18. Work on multiple product versions and teams while maintaining order Team of Team Stream Team Streams Developer Streams 18
  19. 19. Simple, web-based, document versioning  Have technical writers who need to version documentation (Word docs or PDF files) using a web UI?  Don’t want to know about streams or accept/deliver, just want to version and store documents?  Easily manage locking to ensure exclusive write
  20. 20. RTC works with your existing tools  Easily import Bugzilla, Jira*, or any other change tracking system with CSV file support into RTC Work Items  Easily import Subversion and CVS repositories into RTC SCM  Importers also available for ClearCase / ClearQuest for those moving to RTC  Connectors available to provide dynamic integrations with Subversion, ClearCase, ClearQuest, Synergy, Change
  21. 21. Continuous integration/buildsIncremental and flexible integration with a great reduction in complexity RC2 Stabilization Stream RC2 Weekly Integration Stream (Product Builds) Continuous Integration Stream (Product Builds) deliver and accept baselines Team Stream (Team Builds) deliver and accept change sets good build Repository Workspace failed build (Private Builds) suspend/resume deliver/accept Developers deal mainly with accepting and delivering to their team stream. Flowing changes to and from the product and weekly integration streams provides multi-level staged continuous integration support across a complex system. Each build references a snapshot of the artifacts that were built. Reproducing a build or patching a build is as simple as creating a new stream from the snapshot.
  22. 22. Build auditing 22
  23. 23. Build when you need to, from anywhere to anyone  From Team Concert Web UI:  Request new build  Request rebuild of existing build  Exposes build facilities to wider community  Provides access to build function from any desktop 23
  24. 24. Enterprise build support…with flexible build engine types There are now multiple types of build engines: Jazz Build Engine, Rational Build Forge, and Rational Build Agent This allows the engine and its configuration to be shared across multiple definitions, and for definitions to support multiple engines. Different projects may now define their own engines.
  25. 25. Agenda 1 Current market situation 2 IBM Rational Collaboration Lifecycle Management 3 Delivering the 5 ALM imperatives 4 Proven
  26. 26. What is required to deliver end-to-end visibility across teams,tools and projects?
  27. 27. Criteria for effective lifecycle management: ALMimperatives 1. Real-time planning 2. Lifecycle traceability 3. In-Context collaboration 4. Development intelligence 5. Continuous process
  28. 28. Imperative 1: Real-time planning Tasks Tasks Complete Planned Don’t Do Have plans that live outside of ALM environment Plan across the entire team, not silos, by linking and where requirements, development and test plans are populating development and test plans from disconnected and managed separately, or not at all. requirements. Rely on manual, error-prone updates. Practice continuous planning using lifecycle queries and project dashboards to respond to changing events. Have plans that are separate from team activities and Use plans that are fully integrated with execution assignments. where updating time spent directly from the work item makes easy to keep accurate
  29. 29. One plan - Multiple views facilitate detailed analysis 12
  30. 30. Insure alignment across the business, development and test
  31. 31. Align Plans to improve predictability, value, and quality Developers Developers No wasted effort – development understand the understand the is qualitative and aligned to the business needs business needs agreed upon requirements at and test effort and test effort the right time Quality Assured – test teams know exactly what requirements and functionality have and haven’t been tested Whole team buy-in improves team trust, efficiency and focus Testers understand Sprint Plans Testers understand Sprint Plans and business expectations and business expectations Requirements owners clarify the Requirements owners clarify the business needs in aacollection business needs in
  32. 32. Test your real-time planning capabilitiesCan your team…  Plan across the entire team?  Plan for waterfall, iterative and agile environments?  Integrate planning with execution?  Instantly see the impact of a change in project scope or resources?
  33. 33. Imperative 2: Lifecycle traceability Stories Defects Sprint Code Test Scripts Builds Don’t Do Create silos of information with disconnected and Link deliverables and connect the dots so every incompatible tooling and terminology deliverable has the proper upstream and downstream relationship Email copies of deliverables to remote team members Share links to deliverables with related deliverables and break linkages context including reviews and comments from other team members Integrate by replicating data Link critical project deliverable so that the entire team have access to the latest version of the
  34. 34. Team leads improve release quality & predictability Proactively respond to gaps as they surface through out the project Issues quickly highlighted and resolved Issue Incomplete
  35. 35. Team leads can improves quality and predictability Developers Developers Creating a shared vision delivers understand the understand the what the stakeholders want requirements, test requirements, test criteria and test criteria and test Whole team buy-in improves results team trust, efficiency and focus results Everyone knows what work is needed by whom and when. Traceability provides insight to knowing when you are DONE! Testers define and execute Testers define and execute tests cases with aaclear tests cases with clear Teams collaborate and clarify the Teams collaborate and clarify the understanding of understanding of details of requirements details of requirements requirements
  36. 36. Linked data is visible on all artifacts All roles can view the links on their artifacts. Each user has their own perspective and user interface for viewing links. Create, delete, navigate links on artifacts Example: Developer sees the relationships on a defect Traceability links on defects are automatically
  37. 37. Automated defect traceability reduces costs and improves quality Testers execute tests and Testers execute tests and submit defects submit defects 4-clicks to submit a defect automatically linked to impacted artifacts Test results are recorded and linked to test cases, and associated requirements Test results can be linked to software builds Everyone has visibility into the defects, their impact, and the action taken to resolve Developers can see them Developers can see the exact test failure the exact test failure without having to without having to ask and remediate it ask and remediate
  38. 38. Test your lifecycle traceability capabilitiesCan your team answer these questions… Analyst Project Manager Which requirements are Can we pass Are we ready addressed in this iteration? to release? Are all of the an audit? requirements tested? What defects were What’s the quality of the resolved in this release? high priority requirements? What defects are reported What tradeoffs can we maketo against which requirements? release on time? Developer Release Engineer Quality Professional What requirements How can I standardize when teams What is the quality am I implementing? What test use different tools? of the build? What uncovered this defect, on which environment Where are the Are build times has changed and what build? bottlenecks getting longer that I need to test?How can I recreate the in our processes? or shorter?last version to What defects have beendo a patch? What changes How can I speed up my builds? addressed since the last build? occurred overnight?
  39. 39. Imperative 3: In-Context collaboration Don’t Do Unified teams share linked data providing visibility into Create an environment of silo’d teams and each others work. disconnected data Manually collect status reports or wait for status meetings to take action Collaboration is also about knowing what is going on without having to ask. Dashboards and traceability views provide real-time status of the team’s progress. All discussions in work items integrated on the plan. Rely on email discussions. Use lifecycle queries to answer more meaningful questions such as “Which requirements are affected by defects?
  40. 40. In-context Collaboration always shows the latest Recent Threaded discussions highlighted on requirements Threaded discussions on requirements Unread work Items bolded for
  41. 41. Dashboards summarize for quick access to the latestinformation Requirements comment updates Feeds focused on Requirement comments focus stakeholders on changes and strip out the noise of attributes changes etc.. Any changes to a Requirement Feeds on all changes give project leads visibility into all requirements changes so that know exactly what is changing by whom and can access immediately assess the impact for the
  42. 42. Rich hovers automate information access without having to click  Rich hovers provide quick access to information to determine if additional details are required!
  43. 43. Test your collaboration capabilitiesCan your team… Easily access the “single source of the truth” through linked artifacts? Quickly grasp the “who, what, when and why” of team activities? Bring new team members up-to-speed quickly? Overcome the barriers of multiple time zones when working with outsourced and distributed team members?
  44. 44. If Measurement is so important, we must be doing it alot, right? Fortune 500 firms with: Quality measures: 45% Productivity measures 30% Complete measures: 15% Projects with strong versus weak measurement practices Strong Impact Weak of not measuring44 Source: Capers Jones, Measurement, Metrics and Industry Leadership, 2009 and Software Engineering Best Practices, McGraw Hill,
  45. 45. Imperative 4: Development Intelligence Don’t Do Manually collect data by hounding the team for status Use live dashboards that provide transparency of reports. information and dashboard reports based on data coming from the team’s activity. Take a ‘big bang’ approach to instituting measures Identify a weak spot or a current pain point or bottleneck. Don’t expect to get it right the first time. Conduct retrospectives to discover what worked, what didn’t work, and how you can
  46. 46. From In Process (Team) To Executive ValueAppropriate Metrics for Each Management level Dimensions Team Middle Management Development Executive (In Process) (Development Mgmt.) (VP Development)Time-to-Value User Story Points / Use Case Points(Schedule) Iteration Burndown, Blocking Work Item Release BurndownProduct Value Iteration Velocity Stakeholder Feedback, # of Enhancement Request, Age of Enhancement Request Tested and Delivered Requirements, Business Value Velocity, Customer Satisfaction Effort (Man-hours) Cost / Unit of work Development / Maintenance Costs Technical Debt (Defect trend, defect density) Test Status, Test Coverage of Requirement, Test Execution Status Quality at Ship User Story Points / Use Case Points Planned/Actual Cost and Velocity Trend Variance. Likelihood of on-time delivery Note: Bold indicates that there is Out-Of-The-Box report supported by Rational
  47. 47. Measuring Time-to-Value (Schedule)Iteration Burndown Showing how much work is left to do in an iteration. It enables the team to adjust scope or resources to finish the iteration successfully. Release Burndown Shows the estimated functionality remaining to complete the current
  48. 48. Measuring Product ValueEnhancement Request Trend Shows the trend of enhancement requests received, approved, and closed during the project lifecycle. A high number of enhancement requests can indicate that the system is not functioning as stakeholders expected.Age of Enhancement Requests Tracks the length of time stakeholder enhancement requests remain open. Unaddressed requests can impact the stakeholders perception of
  49. 49. Measuring Product CostCost per unit of work Tracks the cost of delivering a single unit of work (such as a user story point or use case point) across iterations. Monitoring this metric in each iteration helps the team understand if they are burning budget at a sustainable
  50. 50. Measuring Product Quality Defect Trends Shows defect arrival and closure rates, determines the remaining defect backlog, projects the future defect arrival/close rate up to and post-shipTest Execution Status Monitors test completion and
  51. 51. Use dashboards to provide that 1 view of project
  52. 52. Test your development intelligenceCan your team… Time-to-Value –Produce the right capabilities according to the committed schedule? Product Value –Deliver a valuable product? Product Cost –Measure what we spending to deliver the system? Product Quality –Build a high quality system? Predictability –Manage the risk and uncertainty?
  53. 53. Imperative 5: Continuous process improvement Step 1 Step 2 Adopt Enact Step 4 Step 3 Improve Measure Don’t Do Define a process and place it on a shelf Use a tool that can ‘enact’ your process definition and guide the team toward the desired result. Ignore process altogether or treat it like an Learn from what other teams have done and leverage unnecessary burden. their results across other teams when appropriate Ignore process altogether or treat it like an unnecessary burden. Institute process police Let the tool govern behavior and refine it over time. Add peer reviews to encourage knowledge sharing and
  54. 54. Adopt - Process SharingLeverage the Best practices from Rational and other teams Process Templates on Server: 1 Import/export Templates Scrum Iterative Traditional Provides the ability to leverage best practices from Rational and other teams 2 Servers support multiple templates Web Banking Web Banking Allowing administrators to support Team : Core different processes. Project ::Savings Project Savings Teams improve their process Team : UI independently. Team : Benefits Project ::Retail Project Retail 3 Process updates can be shared Allows teams to control when they want to accept
  55. 55. Team Retrospectives help identify areas of improvement  Tracking Retrospectives help team members to collaborate on improvements. –Ranking of process improvements help to focus on where the team feels the biggest pain. –Metrics where available help support process improvements and show
  56. 56. Test your process improvement capabilitiesCan your team… Leverage out-of-the-box process templates for traditional and agile workflows? Change process “on the fly” as part of a continuous feedback loop? Allow team leads to determine how strict or lax the “rules of the road” should be? Modify process enforcement over the life of a project, to encourage early-stage experimentation and end-game stability?
  57. 57. Agenda 1 Current market situation 2 IBM Rational Collaboration Lifecycle Management 3 Delivering the 5 ALM imperatives 4 Proven
  58. 58. Business Results Automated status reporting derived from evolving engineering artifacts can improve productivity by Being able to collaborate on work items, 5-10% Best practices in scope management defects and build errors can improve predictability can reduce late rework by of project delivery by 25-50% 20-30% COLLABORATE AUTOMATE REPORT Source: IBM analysis based on services
  59. 59. Gartner MarketScope for Application Life Cycle ManagementIBM Rational earns “Strong Positive” – the highest possible rating IBM earns “Strong Positive”―the highest possible rating Efficient coordination and automation of the delivery process requires new, collaborative approaches to the planning, measurement, execution, control and reporting of activities. These new approaches are what differentiate current application life cycle management (ALM) tools, and what make ALM processes vital to leading-edge development activities. ALM is what enables sustainable agile practices. ALM creates a management framework providing consistent, auditable records of the decisions and activities of agile teams.The MarketScope is copyrighted November 11, 2010 by Gartner, Inc. and is reused with permission. The MarketScope is an evaluation of a marketplace at and for a specific time period. It depicts Gartners analysis of how certain vendors measureagainst criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the MarketScope, and does not advise technology users to select only those vendors with the highest rating. Gartnerdisclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. The MarketScope graphic was published by Gartner, Inc. as part of a larger research note and shouldbe evaluated in the context of the entire report. The Gartner report is available upon request from
  60. 60. What analysts are saying...Liz Barnett, Ez-Insight “With the Jazz project, Rational has developed breakthrough technology and is poised to set the standard for collaborative ALM... Given the current business climate of ‘deliver more with less much sooner,’ organizations have no choice but to rethink the ways that they deliver software solutions. The Jazz project will help teams achieve that goal.”Paul Herzlich, Ovum “IBM has taken the opportunity to exploit the Jazz platform’s power inventively. Its ‘living’ test plan is a masterpiece of applying new technology to a familiar problem… What is being delivered will demonstrate convincingly that IBM is raising the standard for a test management product.”Julie Craig, EMA “Rational’s differentiators are difficult for competitors to equal, and the new Jazz platform foundation may well turn out to be one of the best investments the Rational team has made.”Simon Jacobson, AMR “Frankly I wish folks who sold quality management solutions took this approach. Most of the folks I speak to talk about the lifecycle, but they are selling you a mass transit system, but only really provide the train station.”Dave West, Forrester “What collaborative application lifecycle management is going to provide us with as an industry is the idea that these people have to work together on a platform to support them…I think that’s really exciting.”Bola Rotibi, Creative Intellect Consulting “Jazz’s intuitiveness and simplicity – for configuration, management, and implementation – is allowing IBM Rational to extend beyond its traditional enterprise audience and appeal to smaller and more agile teams and organizations… IBM Rational has embarked on a grand vision for the Jazz platform that is starting to pay off.”
  61. 61. Establish a modern development platform designedto extend your investments Rational solution for Enterprise Modernization Requirements Management Rational Requirements Composer Quality Software Change & Development Management Configuration Management Rational Developer Rational Quality Manager Rational Team Concert for System z Rational Software Architect* Build & Deploy Management Rational Team Concert Rational Automation Framework for WebSphere* *Optional add-on
  62. 62. On-target product and process management via integrationon an open platform Rational solution for Systems and Software Engineering Open Services for Lifecycle Collaboration REQUIREMENTS MANAGEMENT QUALITY MANAGEMENT Manage all system requirements Achieve “quality by design” with an with full traceability across the lifecycle integrated, automated testing process Rational DOORS Rational Quality Manager DESIGN MANAGEMENT Use modeling to validate requirements, architecture and design throughout the development process Rational Rhapsody COLLABORATION, PLANNING & CHANGE MANAGEMENT Collaborate across diverse engineering disciplines and development teams Rational Team
  63. 63. jazz.netCreating a higher-fidelity connection to our customers Suppose we did our development out on the Internet? A transparent software delivery laboratory where you can... Get answers and insights directly from engineering Communicate with the development team Track the progress of builds and milestones Get the latest product trials and betas Join developers and product managers in discussion groups Submit defect and enhancement
  64. 64. Summary: Rational Collaborative Lifecycle ManagementTransforming software and systems delivery Collaborate Bridge the gap between technical and business communities through shared access to enterprise documents, workflows and collaboration solutions. Automate Make it easy for individuals and teams to "do the right thing" and "do things right" by automating team process and workflow. Report Track and measure progress across multiple teams, tools and geographies by leveraging the real-time instrumentation of the software lifecycle. Helping customers improve the value and performance of their investments in software as strategic business assets 64
  65. 65. Next steps: Resources Collaborative Lifecycle Management on Learn about the latest releases and features, participate in the forums, watch recorded videos of the solution in action. (link) Agility@Scale eKit Download the Forrester Agile Wave and get a wealth of resources for improving team flexibility and responsiveness. (link) ALM Buyer’s Guide – Explore objective criteria you can use to evaluate ALM solutions. (link) ALM Value Estimator – In just five minutes, determine how much money you can save your organization with Rational ALM solutions. (link) ALM Everyware eKit Download the Gartner MarketScope on ALM and get a wealth of resources for improving team productivity. (link)
  66. 66. Coming in this series ….. A Single Source of Truth -- Aligning Business Priorities and IT Project Deliverables When: Wednesday, June 22, 2011 at 2:00 p.m. EDT Software Quality Delivered -- From Concept to Launch to Retirement When: Wednesday, June 29, 2011 at 2:00 p.m. EDT Sign up now:
  67. 67. © Copyright IBM Corporation 2011. 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 havethe 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 IBMsoftware. 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 capabilitiesreferenced 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 featureavailability 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 MachinesCorporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others. 67
  69. 69. Case Study: MV Sistemas LtdGreater productivity, global collaboration, and lifecycle visibility Solution components:Results Requirements ManagementMV was the first company in Brazil to become certified to use electronic health Rational Requirementsrecords, meeting the security standards issued by SBIS and CFM. ComposerBusiness challenge:MV is a leading provider of healthcare systems in Brazil with three software Architecture &development centers that needed to improve their development processes to rapidly Development Rational Software Architectrespond and take advantage of market opportunities and regulations in the changing Rational Software Modelerhealthcare industry. Rational ApplicationSolution: Developer for WebsphereCollaborative Lifecycle Management solution and lifecycle offerings, with RUPmethodology and agile practices. MV first adopted and updated their change and Software Change &configuration management processes with Rational Team Concert and then added Configuration ManagementRequirements Composer for business process and rules modeling, requirements Rational Team Concertcollaboration and elicitation, and Quality Manager for test planning, test creation, Rational Method Composerexecution, and quality management.Benefits: Build & Deploy Management Rational Team ConcertMV accomplished the following:- Greater integration of and collaboration among three development locations- Improved developer and tester productivity Quality Management- Decreased the learning curve when employees switch from one location to Rational Quality Manageranother Rational Functional Tester- Gained greater visibility into requirements Rational Performance Tester- Achieved greater reuse of
  70. 70. Build Health Build completion over time shows if the team is impacted by build Other Metrics –# of daily
  71. 71. Customize your vantage point to keep whats important to you in focus Team Central  Shows what is happening on project: • News & events • What’s being worked on • Changes  Configurable (RSS feeds) - New kinds of information easily added  Personalized, Persistent - Each team member can tailor to their needs 71
  72. 72. Multi-level continuous integrationIndividually - with your team - with your project 72
  73. 73. Symbolic link support  Are you using ClearCase or another scm that supports symbolic links? Rational Team Concert supports symbolic links as first class objects Symbolic link changes are tracked – just like directory or file name changes ln -s ./v2.0.0.2/readme.txt
  74. 74. Formal Reviews drive agreement and prevent re-work  Reviews & approvals Requirements insures artifacts are reviewed and/or approved by key team members and captures compliance requirements. Work Test Artifacts
  75. 75. Distributed source controlDeliver and accept across repositories  Share, compare, manage the flow of changes between developers, teams, and projects across different repositories  Provides organizations with flexibility while governing source control across distributed locations  Improves collaboration with other lines of business, and outside suppliers, who need to share component code changes across