Author Notes: This is the IBM Rational standard template for internal and external Rational presentations. It was created in Microsoft PowerPoint Standard Edition 2003. This template is also converted and provided in Lotus Symphony v3.0. Additional IBM Rational presentation assets and resources can be found on Rational’s Managing the Brand W3 Intranet site: https://w3-03.ibm.com/software/marketing/marksite.nsf/AllMarketingPages/Brand-Rational-rt_rtb?opendocument?opendocument If internal presentations are confidential, please add: “IBM Confidential” to the slide masters Select: View / Master / Slide Master and add “IBM Confidential” to both the title master and slide master Use sentence case capitalization for presentation titles, slide titles, category labels and bullets: Format / Change Case / Sentence Case. Initial capitalization is limited to our products and offerings. Applying this template to your existing presentation Task Pane needs to be viewable: Select View / Task Pane Select Slide Design - Design Templates from the Task Pane pull-down menu Select “Browse” at the bottom, and find “Rational_Standard_Template.pot” on your hardrive and click Apply Please note that not all slides will reformat appropriately once template is applied. Some reformatting will be necessary Printing your presentation on a black and white printer Prior to printing your presentation, view the slides in grayscale mode: Select View / Color/Grayscale / Grayscale Select problem graphics or text and right-click and select Grayscale Setting Select the grayscale setting that displays the problem graphic/text the best Note: Changing the greyscale setting does not affect the color view Return to Normal View by selecting View / Color/Grayscale / Color
Role-based Versioning – offering slides numbers, order of slides, Agile
Software is the invisible thread woven through systems, products and services, helping companies bring new – smarter – innovations to market. The convergence of physical devices and information technology opens up the possibility for all types of integrated systems. Numerous market realities and trends impact your ability to be innovative while executing software and systems delivery effectively. A complex and evolving software supply chain compounded with tight budgets require IT teams to rethink their approach to agility . IBM Rational ALM services and solutions help organizations using formal and agile methods to reduce the high costs, poor quality, project risk, and inefficiency of fragmented and disconnected software development. Having an integrated but open platform across the software delivery lifecycle enables development teams to benefit from real-time collaboration, project transparency, process automation, traceability and repeatable best practices from initial requirements definition to software change and release management and beyond. The IBM Rational Collaborative Lifecycle Management Solution coordinates people, processes, and tools for requirements management, development and quality management by providing traceability across lifecycle artifacts, process definition and enactment, and reporting. Software is a critical part of most business today and it is more interconnected than ever. The challenges of developing software and systems continue to grow daily with new development options like outsourcing, purchased components, development standards and regulatory requirements. To meet those challenges your software and systems development teams need a ALM solution that breaks down the silos they work in and allow them to focus on the delivering successful business solutions. The presentation reviews the 5 ALM imperatives that IBM Rational has developed from our 20+ years of implementing ALM solutions for countless customers. These imperatives are more important today than ever before. And why Rational is best positioned to help deliver a ALM solution that meet these imperatives.
Role-based Versioning – offering slides numbers, order of slides, Agile
We have now entered the next wave of innovation – which we call the Wave of Smarter Products and Services. We are seeing unprecedented connectivity between systems, processes and infrastructure. Software is the primary driver of this Wave of Smarter Products and Services. Through software, businesses are able to create products, systems and services that are increasingly instrumented, interconnected, and intelligent. This software is driving innovation and competitive differentiation. You can see it in the area of mobile applications, where new business models are exploding thanks to software content and interconnections between systems and information. Deloitte predicts mobile banking will surpass online banking as the most widely used banking channel by 2020 — if not sooner. It is also evident in the automotive industry, where a typical 2010 automobile includes 10 million lines of code. That’s more than an F-35 Joint Strike fighter jet. The process that powers all this innovation is software and systems delivery. Sources: Mobile Banking Source: A catalyst for improving bank performance , Deloitte, 2010 http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/us_consulting_MobileBanking_010711.pdf Automobile Source: This Car Runs on Code, Robert N. Charette, IEEE Spectrum , 2009. http://spectrum.ieee.org/green-tech/advanced-cars/this-car-runs-on-code
Finding new ways to innovate through software is not an easy task. The systems and applications we build today are more powerful and impactful than ever. But they are also more complex - thus harder to build, verify, and manage. This complexity, along with the need for faster delivery driven by today’s competitive markets, makes software-driven innovation very challenging. Approximately 60% of software projects fail to meet the intended schedule. (source is IBM study) There are serious consequences to failure in software and systems delivery. Sometimes catastrophic. Some failures result in significant human harm, others -- like security breaches that undermine businesses, violations of regulations, or product recalls – can have catastrophic brand and business implications. There are also consequences to missing expectations and market windows. So how do we achieve more predictable business outcomes for software and systems delivery projects? Sources: “ 62% of companies have agile projects requiring integration with legacy systems” - DDJ State of the IT Union Survey November 2009, Scott W. Amble, Ambysoft - www.ambysoft.com/scottAmbler.html “ 50% of outsourced projects are expected to under perform” - BusinessWeek Commentary: “Shifting Work Offshore? Outsourcer Beware”: http://www.businessweek.com/magazine/content/04_02/b3865028.htm “ 49% of budgets suffer overruns and 62% fail to meet their schedule” - Two reasons Why IT Projects Continue To Fail (March 20, 2008) - http://advice.cio.com/remi/two_reasons_why_it_projects_continue_to_fail - Referencing: "TCS have a white paper available on their WEB site called Evolving IT from ‘Running the Business’ to ‘Changing the Business’" “ 62% of software projects fail to meet intended schedules” - IBM CEO Study, 2008, The Enterprise of the Future 2010 Spending in U.S. on governance, risk and compliance was $29.8 billion - Source http://searchcompliance.techtarget.com/news/article/0,289142,sid195_gci1375707,00.html “ 30% of project costs are due to rework and poor execution of requirements” - Managing Software Requirements By Dean Leffingwell, Don Widrig “And since rework typically consumes 30%-50% of a typical project ... it follows that requirements errors can easily consume 25%— 40% of the total project http://www.stickyminds.com/sitewide.asp?Function=FEATUREDCOLUMN&ObjectType=ARTCOL&ObjectId=12529&btntopic=artcol
Agile is 10 years old, it is scaling
Companies can improve their quality and time-to-market while reducing risk and cost by implementing three key actions: Integrate, Collaborate, and Optimize. Integration across the lifecycle to connect software, systems and tools Collaboration , which means unifying teams, roles, platforms and geographies And, optimization of outcomes through better measurements and clear linkages to business priorities So how do they do it? It requires a transformation of software and systems engineering processes. The base line, of course, is automation. You need to automate the mundane overhead work required. Automation is powerful and IBM has been providing tools that automate various aspects of software delivery for over 20 years. But the islands of automation can only get you incremental gains in productivity, mostly at the individual practitioner level. The key to transforming software and systems engineering is integration across the life cycle of development, collaboration among stakeholders which can be accelerated and supported by tools based on an open, extensible platform. Once this foundation is put in place you can increase its scope beyond specific disciplines to impact complete projects and eventually your entire business. The result - innovation and improved business outcomes.
Today’s software teams are more distributed than ever before, as two-thirds of organizations have teams that work in multiple locations. Distributed teams give organizations the flexibility to: • Leverage technical and business talent wherever it is located. • Fast-track projects by quickly onboarding additional resources. • Include the right stakeholders in business-critical decisions. But with these benefits come challenges. I think these challenges are aptly summarized by this quote from a director of a global international consultancy. “At some point, you take a step back, and you realize you have an awful lot of siloed systems that are limiting transparency across strategic projects.”
*Operations Many of the problems that have plagued software delivery practice in the past are largely due to the disconnect between software delivery processes and IT operations processes. The drive to better connect IT operations with development (or software delivery) is fundamental to ALM, and often overlooked. Tight linkage to development enables issues to be resolved quickly and efficiently by those best equipped to deal with them. The core processes in this domain include: Problem resolution Helpdesk support (connected to defect tracking) Infrastructure and application service management Application lifecycle management is the discipline of overcoming these silos to realize a whole-team, whole-view approach to the software delivery cycle. Application lifecycle management (ALM) coordinates the lifecycle activities of software development, including requirements, design and construction, project planning, change and configuration management, build and quality management. Successful ALM empowers organizations to get fast answers to questions like these: • How are our teams in India and the United States progressing against plan? • What requirements and defect fixes are in this release? • Are we as an organization getting better at managing requirements scope? • What has changed that I need to now test?
So what is required to deliver end-to-end visibility across teams, tools and projects? That’s a question that we at IBM – who have been helping customers develop and deliver software for more than 50 years – decided to look at from a fresh perspective. And the question we asked ourselves is – what are the essential criteria that must be met to provide end-to-end visibility across multiple, teams, tools and projects – to overcome the silos we looked at earlier. We wanted to look at this issue from a vendor-agnostic point of view, so that we could advise customers who have amassed an intricate web of ALM tooling and team configurations, and need to find a way to preserve and extend those investments, whether they were with IBM, open source tooling or a third-party vendor.
*Source: 2010 IT Project Success Rates, 2010 – Scott Ambler (http://www.ambysoft.com/surveys/success2010.html). A project is considered successful if a solution has been delivered and it met its success criteria within a range acceptable to your organization, challenged if a solution was delivered but the team did not fully meet all of the project's success criteria within acceptable ranges (e.g. the quality was fine, the project was pretty much on time, but ROI was too low), and a failure if the project team did not deliver a solution at all. Businesses depend on software success You know that your business is growing increasingly dependent upon software. You use it to run your business processes. Maybe you use it to produce your products. Maybe software is your product. But what about the process you use to create this software? Do you sleep soundly at night, confident that your software and systems delivery process will consistently turn out reliable, high-performing software that aligns with your company’s business strategy? If not, you are not alone. Recent studies show that the failure rate for software projects is still alarmingly high. According to a recent study, only about 50% of all software projects succeed, and only about half of planned features and functions actually make it into the software that is released. Companies pay a high price for this failure. Half of the applications that make it into production get rolled back later, according to Gartner. And up to 4/5 of an average company’s IT budget goes toward maintaining existing applications, according to a recent Intelligent Enterprise report. All told, software-related downtime drains billions in industry resources each year, estimates one industry study group. One example… Airbus Non-compatible software used at different Airbus factories $6.1 billion profit hit over the next four years, 2006
In-Context Collaboration freeing teams to focus on more creative work Real-time Planning where the plan is always up to date Lifecycle Traceability ensures coverage of requirements, development and test Development Intelligence provides team transparency and for measured improvement Continuous Improvement to adapt and optimize team performance Right-size the solution to meet your team with flexible deployment models and single point of administration
A few options on what to say to this slide: Why use In-Context Collaboration? Ensure business objectives are always understood from the context of the stakeholder Collective intelligence emerges with collaborative reviews of the requirements, designs, development plans and test plans, Foster whole team buy-in to improve team trust, efficiency and focus Collaboration often occurs in silos that don’t allow for the collective intelligence to emerge. Consider these common forms of collaboration that produce information silos: Capturing designs in documents, spreadsheets, or wikis that only some people have access to Making decisions in email threads Only some team members involved in the stakeholder reviews To be in “the know” for the decisions made on your requirements, designs, work items, source code, builds, and tests do you have to be in the right meeting or on the right email or in the right hallway Symptoms that indicate the need for In-Context Collaboration Not having the right information to do your work Email copies of deliverables to remote team members, never knowing which copy is the most recent Missing important decisions that are undocumented Relying on 'water cooler' discussions or co-located teams, or worse, public social media to share project information and decisions All team members who have a stake in project do not have access to the project artifacts and review tools Inability to collaborate and synchronize across the teams -- need to break down the silos Understanding of the design is limited to the immediate development team; extended team does not understand what the design is. It is difficult to share and collaborate with all stakeholders Not meeting stakeholder needs or expectations due to a lack of review, or lost feedback. Misaligned organizations often fail to deliver quality software on time and on budget Requirements or design reviews are cumbersome and take too long, and worse are avoided all together Potential duplication of effort , conflicting efforts, multiple interpretations & rework. Reinventing the wheel syndrome - rebuild similar solutions due to lack of a central repository for software development artifacts
Collaboration increases the value of your software by delivering on stakeholders’ vision. By collaborating with your stakeholders on requirements, designs, work items, test cases, and running software we come to understand their expectations and develop a collective intelligence for what your software should provide. In-Context Collaboration is the ability to collaborate, in real time, on projects in the context of work being done. Many organizations rely on email, spreadsheets or loosely integrated tools as their collaboration infrastructure. These may seem like the most cost-effective solutions, but often result in lower productivity from individual team members as they spend more time searching for and sending emails, populating spreadsheets for status and cutting and pasting data from one tool to another. The Rational solution for CLM captures discussions and chats in the context of work being done, building a collective intelligence of technical and business decisions.
Collaboration often occurs in silos that don’t allow for the collective intelligence to emerge. Consider these common forms of collaboration that produce information silos: Capturing designs in documents, spreadsheets, or wikis that only some people have access to Making decisions in email threads Only some team members involved in the stakeholder reviews To be in “the know” for the decisions made on your requirements, designs, work items, source code, builds, and tests do you have to be in the right meeting or on the right email or in the right hallway
Capturing reviews allow people to work as time permits but also can force to push that “button” and document their that they have reviewed or more importantly “approve” that they understand a requirement, work item or Test case. Creating that audit trail forces teams to improve their collaboration over the “verbal” agreements you get in review meetings.
In context collaboration -- What we can say to position IBM to Microsoft: Incomplete and ineffective because Microsoft ALM solution does not provide unified and equal access to all lifecycle activities from a single UI: VS 2010 IDE, SharePoint Team Portal, Team Web Access, Project Server, MS Excel/Project whereas IBM Rational CLM provides complete transparency for everyone on the team provided by a single hub of information, with customizable dashboards comprised of mash-ups Microsoft ALM solution lacks advanced in-context integration with team presence and instant messaging, targeted comments with notifications. It requires VS 2010 TFS Power Tools whereas IBM Rational CLM integrates with instant messaging and improves collaboration in Eclipse-based IDE by providing context-sensitive URL look-up for referenced artifacts Ineffective collaboration on design in VS 2010 Ultimate and design documents in SharePoint, requirements in SharePoint, project scheduling and planning in MS Excel/project or Project Server and work item estimation and tracking in TFS because of use of separate tools and workflows whereas IBM Rational CLM provides very productive collaboration on design, requirements and project planning for all team roles because all artifacts are linked and accessible from the main tool of each roles in-context of everyone’s everyday activities What we can say to position IBM to HP: HP ALM is a point to point integration solution and has multiple repositories and makes immediate access to information to all team members difficult. In addition, having that information incorporated into feedback is difficult with multiple sources of truth. IBM Rational CLM tools have blurred the line between these repositories. If you take a look at the CLM 2011 solution, it very difficult to tell where our Rational Team Concert stops and Rational Requirements Composer starts and where Rational Requirements Composer stops and where you’re moving into Rational Quality Manager. What we can say to position IBM to Open sources: Atlassain JIRA is a multiple point to point integration solution and has multiple repositories which makes immediate access to information to all team members difficult and If you take a look at the CLM 2011 solution, it very difficult to tell where our Rational Team Concert stops and Rational Requirements Composer starts and where Rational Requirements Composer stops and where you’re moving into Rational Quality Manager.
These are the pain points of not doing Real-time planning. Separate planning efforts that lead to miscommunication, delays and poor quality. Misaligned teams not working towards common goals Lack of visibility/understanding of the overall plan, including milestones/delivery dates Plans only include development tasks; don't give overall picture of total amount of work Uncertainty that everything is covered Practitioners not participating in planning activities because they don't see the value it's burdensome and inaccurate anyway, so why bother? Manual, error-prone plan updates Plans don't reflect the work being done Estimates are inaccurate Plans are disconnected from the day to day tasks, managed separately or not at all Undocumented tasks being worked on Difficult to stay on top of the project Managers / Team leads don't know each team member's workload Uncertain progress and predictability. Never knowing when you are 'done' Problems / Pains: Developers / Testers not involved in plan… so guess what… not bought in. Does not take the entire project into account leads to miscommunication, delays and poor quality. How many times did I hear people complaining / pointing fingers because someone said “I didn’t know!” Different “plan” for agile…kanban… iterative… scrum…waterfall Project Manager constantly asking for status. Status reports. Can’t keep up. No view into the bigger picture. WarRoom – Microsoft Project plastered on the walls… never right -Out-of-date the minute we printed it out… became worse as we moved towards agile. Developers - No visibility into the progress being made by the team, rely on manual stand-ups which don’t work if the team isn’t co-located Project Planning that is directly linked directly to execution. We plan because we want to know when we are done. The only way to know when the work is complete is to ensure the plans are fully integrated with project execution and always up to date. The following table provides several typical dos and don’ts related to planning Have plans that integrate to execution, and are easy to maintain. Include in the plan all of the organization functions/people that have deliverables and roles in the project, including development, test and those who define the requirements. Also, track workloads of all to understand impact of change and to accurately predict delivery Instead of making planning and execution separate processes that are forever out of sync, your ALM solution should drive plans directly into project execution. Once tasks, owners and hand-offs are identified in a project iteration plan, the solution should automate the flow of team activities across the extended team. What we’ve seen in our work with customers is that without this key criteria--for example if you maintain your project plan in a Microsoft project file outside of your ALM environment—those plans will inevitably become stale and inaccurate. That’s why it’s so critically important that your ALM solution integrate planning with execution. It’s the key to being able to realistically manage project resources, onboard new team members and react nimbly to changes introduced by customers or market conditions. ------------- .. Don’t Have plans that live outside of ALM environment. Use plans that are fully integrated with execution, manage tasks for the entire team, not just the tasks of developers. Provide Plan transparency, where plans are visible and accessible to everyone on the team. Use plans that make it easy to understand the load, easy to see what your team is currently working on in taskboards. Don’t: Rely on manual, error-prone updates. Use plans with information at your fingertips, and a user interface that makes it trivial to update plan information in the context of the work. Use a plan that provides multiple views on the same data such as Ranked Lists, Planned Time, Taskboard, Work breakdown, by Iteration, or Roadmap (traditional) view. Practice continuous planning using lifecycle queries and project dashboards to respond to changing events on the team. DONT Create an environment where requirements, development and test Plans are disconnected and managed separately, or not at all. Plan across the entire team, not silos, by linking and populating development and test plans from requirements. Ensure individual requirements, development work items and test cases are all linked. DON’T Separate from team activities and assignments. Updating time spent directly from the work item makes easy to keep accurate plans. Instantly see the impact of changes to delivery dates. Use Planned time to balance the load across team members. DON’T Rely on disconnected from metrics on past team experiences. Easily instantiate project plans into individual and team activities
What is Real-Time Planning? Real-Time Planning is linked to project execution. Without this key criteria--for example if you maintain your project plan in a Microsoft project file outside of your ALM environment--plans will inevitably become stale and inaccurate. The Rational solution for CLM integrates planning with execution, enabling organizations to easily manage project resources, onboard new team members and react nimbly to changes introduced by customers or market conditions.
Real-time planning keeps the cross functional team aligned with the business objectives as defined by stakeholders. Requirements drive the planning and the execution. Planning begins with a requirements collection which defines the content for a release specified by stakeholders.
The image shows a Release Plan in Rational Team Concert containing links to a related Product Backlog, a collection of requirements in Rational Requirements Composer , and a test plan in Rational Quality Manager . Planning begins with a requirements collection which defines the content for a release specified by stakeholders. We link our release plan and test plan to the requirements collection to ensure all team members have visibility into the release
By including ranking in the planning process, the team is assured that they are working on the most important items first and aligning with the high priority business needs as defined by the stakeholders
Out of the box views shows the plan in formats that support planning and execution objectives. Views are designed to support practitioners, scrum master, team leads etc. Views are also customizable allowing the team and practitioners to view their meaningful data. 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-ups Image 3 – Planned Time view: Shows the work load for each individuals. In this example you can clearly see that Deb and Marco are over worked. Bob and Tanuj have no work assigned to them.
Real time planning incorporates planning across all the disciplines. Plan items can be decomposed into tasks for each disciplines. Dependencies across disciplines can be seen at a glance. These Real-Time planning capabilities mean that with a minimum amount of effort by team members, the status of the release is visible to everyone. There are no hidden surprises and team awareness of dependency builds a culture of collaboration. When a team member sees their work is blocking the work of others, they naturally do the right thing. This positive “train” improves the team’s ability to deliver on time.
Planning is only as good as the data behind it. Real Time planning means that practitioners are updating status in the course of their daily work, tying the plan to execution. Changes are immediately visible on the plan and status is “collected” without any additional effort. Real time Planning -- What we can say to position IBM to Microsoft: With MS Project we have single plans from all the roles involved in a SDLC (Analyst, Project Manager, Developer, Tester etc) and after sometime these plans become out of date and might result in inaccuracy when collaborating from different sources. MS Project becomes real process heavy to maintain these plans from different stakeholders whereas with IBM’s Jazz platform, sharing planning information in real-time becomes light weight, more accurate and seamless. What we can say to position IBM to HP: HP has point to point integrations and real time planning in such integration environment becomes a suspect. Difficult to have a central repository, difficult to export data whereas with IBM’s Jazz platform, sharing and planning information in real-time becomes light weight, more accurate and seamless What we can say to position IBM to Open sources: No release and iterations timeline view. This makes it difficult to plan iterations
Lifecycle Traceability enables teams to answer the hard questions about the status of their project. Establishing relationships between artifacts helps the team identify and close gaps, ensuring coverage across disciplines. At the same time, Lifecycle Traceability delivers transparency which enables everyone to make fully informed decisions based on business priorities It’s well known that addressing problems at the earliest possible moment results in higher quality, on time projects. Lifecycle Traceability gives teams the tools to act immediately on quality inhibitors Problems / Pains: Without awareness of related artifact and the impacted team members, a seemingly small change can ripple across the project potentially causing delays or reducing quality. Teams are unable to assess whether project requirements have been satisfied, and at what degree of quality. (dashboard) If you have a requirement, can you tell me when it gets in a build, has it been tested, did it pass? Also, what if something changes, are all related artifacts updated? Business Analyst - Did a requirement get into a build? Was it tested? Who worked on it? Developer – what tester uncovered this defect? Which build? Which environment? Tester – what’s ready to test? What changed since last build? Requirements would change, no clue how it affected or when it would affect tests.
What is Lifecycle Traceability? Lifecycle Traceability is the ability to provide both forward- and backwards visibility across your project lifecycle. The Rational solution for CLM allows you to identify with confidence that the software you are delivering to a customer includes a specific requirement that was developed using a specified process, associated with a specific software build, and validated by a specific set of test cases and test case results. Anything less and you really don’t know what you are delivering and whether what you are delivering will meet your quality or regulatory compliance requirements.
The image shows a traceability view in 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. The green row shows items that have no known gaps and no issues effecting the plan item. Red highlights gaps – missing requirement or missing test case Yellow indicates issues that need to be reviewed and resolved. 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
Use this slide or the previous slide. Do not really need both. Gaps in your plan coverage can be highlighted to help focus teams on these gaps. This easy tailoring of the Traceability view allows team leads to highlight when a Story Work item is not linked to a Requirement or a Test Case. This visual clue helps teams to find the gaps in coverage without having to scan the related relationships. Of “implements Requirement” or “ Test by Test Case”. Completeness is referring to the implementation status. Attributes like Status, change set or as show above link type of “affected by defect” help evaluate where you are with the implementation. Is it complete?
One of the easiest things to do for development teams is to simply focus squarely on accomplishing their work handing only the deliverables between groups when they are ready. A lot of the rework, misunderstandings, etc results from teams not having visibility or coordinating their activities so that the team can work as a whole. Our ALM solution provides them with transparency in the context of the work you’re doing and the ability to go get more information if necessary, its beyond simple linking – its data rich integration and coordination based on the interrelated activities in ALM. We go far beyond simply making sure one file in one product can link to another the way the majority of our competitors do in order to check box an ALM marketing message. Benefit: You know when you are done! - A feature is ‘done’ when the requirements are implemented, defects fixed and tests have passed
The most common ALM sub-cycle is the Development – Test cycle. Developers develop a solution that must be tested – this is an important cycle that takes up a significant amount of the development and ongoing maintenance effort. Our solution was developed in unison to make sure we can automate and improve this cycle as much as possible. Our solution reduces the overhead typical of the development <-> test cycle and improves the transparency so that this cycle can adjust to unforeseen circumstances. Our highly integrated development <-> test solution realized by RTC and RQM enable us to offer a solution that can increase productivity and time to market.
When traceability links are established, the IBM Rational Collaborative Lifecycle Management solution leverages these links to automatically create traceability links on defects. The image below shows a defect with traceability links. The traceability links to the test result, test case, test plan, plan-item and requirement, are automatically generated when a defect is submitted by a tester.
Lifecycle Traceability is not limited to views on plans and requirements collections. Out-of-the-box lifecycle queries make it easy to have the information at everyone’s fingertips and on the dashboard Lifecycle Traceability -- What we can say to position IBM to Microsoft: Microsoft ALM does not provide complete traceability from requirements to development. Traceability from development to Builds at real time is not available out-of-the box. IBM Rational CLM has many traceability reports and views that allow developers link requirements to development and quality management artifacts. RTC also provides complete traceability between builds and development including real time build status notifications Microsoft cannot provide a complete traceability view of project plan from requirements through change management and quality management because requirements management is not part of TFS. Having User Stories treated as requirements for testing is also inadequate. IBM Rational CLM does not require use of desktop applications such as MS Excel/Project because RTC provides integrated with work item management project planning across requirements management, development/change management and quality management with end-to-end traceability What we can say to position IBM to HP: HP, which is a point-to-point solution, has something called lifecycle traceability across domains – HP to Subversion to Jira to Serena to Blue Print. HP provides an add-on to their ALM tool which enables lifecycle traceability. However, the add-on is only available if the customer has upgraded to HP ALM v11 and it is not available for customers that are on v10 or v11 of just the Quality Center whereas IBM RTC provides integrated work item management and project planning across requirements management, development/change management and quality management with end-to-end traceability IBM has a comprehensive vision for building security in as part of the SDLC -- we call it Secure by Design. IBM continues to build in the direction of a single coherent approach to security analysis and reporting. HP, on the other hand, has continued with primarily point solutions, to the extent that Fortify Software still has an independent presence in the market. This is not indicative of a cohesive, built-in approach to application security. What we can say to position IBM to Open sources: The association of artifacts in TeamForge requires specifying artifact ID and is a multi-step and cumbersome process whereas IBM RTC provides integrated work item management and project planning across requirements management, development/change management and quality management with end-to-end traceability
Some questions to consider as you evaluate the current state of your own development intelligence… Problems / Pains: Inability to look at the big picture, see how they are doing over time (the trends) and use that information to make fact-based decisions. Inability to track desired improvements with metrics Developers / testers - Collecting Metrics “sucks”. Means taking time out of my days to collect measurements that don’t seem to matter. Inability to accurately scope and estimate project duration without historical data to rely on, or predict a team's velocity or ability to deliver the amount of work identified on time or on budget Decisions are made based on opinion, fear, uncertainty or doubt. Managing by SWAG. Inability to make fact-based decisions and adjust the plan / steer the team, as needed
You rely on your ALM environment to capture metrics automatically and behind the scenes, minimizing administrative busywork. Next, you need to surface those metrics on demand, at the right level of detail for every stakeholder from executive to practitioner. Without this correlated and “right sized” intelligence, managers spend most of their time asking for information from their teams. By providing customizable dashboards and reporting, the Rational solution for CLM empowers project leaders to spend less time searching for data and more time actively leading and coaching teams to positively influence project outcomes. Information Radiators: http://www.agileadvice.com/archives/2005/05/information_rad.html , http://www.agileadvice.com/archives/2005/05/information_rad.html
Development Intelligence ensures teams can respond early in the cycle when risk can be contained so it does not impact ship dates. Dashboards function as information radiators – a large, highly visible display used by software teams to track progress – ( http://alistair.cockburn.us/Information+radiator) Go to any of the project dashboards on jazz.net to see how we do it. http://jazz.net/jazz/web/projects/Jazz%20Collaborative%20ALM#action=jazz.viewPage&id=com.ibm.team.dashboard
Dashboard customizations ensures the team lead has all the necessary information to steer the delivery to completion. By having mashup dashboards, the information is seamlessly collected across all the disciplines that contribute a high quality, on time release.
Easily managing issues – like unassigned blocking items, avoids costly delays and improves predictability
Personal and mini-dashboards ensure that practitioners have all the information they need to stay on top of breaking news that impacts their ability to deliver. This ensures risks are noticed and contained early. Mini-dashboards are always available. Development Intelligence -- What we can say to position IBM to Microsoft: In a base configuration in which TFS integrates with Windows SharePoint Services for its Team Portal, Microsoft ALM does not provide enough metrics for development intelligence. Addition of SharePoint Server and Project Server delivers more dashboards, reports and measurements on product value, cost, etc. IBM Rational solution includes a broad range of reports and dashboards for development intelligence. Customization of the dashboards and reports by the users is limited, more changes are possible but they require involvement of SharePoint developers and administrators. What is available for each user depends on the user role permissions. The users cannot create customized personal dashboards and then share such dashboards with the team whereas with IBM Rational CLM, dashboards and reports are customizable by all user roles and can be either personal or shared with the team. What we can say to position IBM to HP: No development support and currently only one 3rd party integration. Without a transparent way to build the code how do you confirm you are building the right code? Bolted on integrations compromise and can break traceability across the lifecycle as well as introduce error, adding complexity and inefficiency that is counter-productive to speeding time to market with less risk and cost. What we can say to position IBM to Open sources: Atlassian JIRA supplies and opensocial gadget-based dashboard Users can have several dashboards arranged in tabs and Out-of-the-box gadgets include activity streams and charted metrics including burndown whereas RTC dashboard are more configurable and support progressive reveal and drill down CollabNet TeamForge no user customizable dashboards based on widgets/viewlets. The users cannot create customized personal dashboards and then share such dashboards with the team whereas with IBM Rational CLM, dashboards and reports are customizable by all user roles and can be either personal or shared with the team.
Problems / Pains: All – everyone is “saying” that we adopted a new process, but there are no tools to make it successful, and the team is not willing to chance those that don’t work! Developers – new team in new locations not following the same process. Lots of scrap and rework. Inability to implement workflows or improve process across the many diverse, distributed contributors. Process specifications are created but never enacted, they become "shelf-ware" or something the team 'should' do Testers, Release managers - concerns not heard until later in the development cycle when they are expensive to fix and cause project delays. Need to be part of the TEAM assessment
The team collaborates on both incremental and breakthrough improvements via retrospectives. These can generate a list of improvement areas and actions to take.
Continuous improvement is incremental and continuous. Some improvements can take multiple steps, like determining new process, implementation and rollout. To be successful, this work should also be tracked and related back to the retrospective
An example of breakthrough improvement is the use and reuse of project templates. These templates can be modified for your team or project needs to encapsulate your best practices to re-used in project after project
Continuous Improvement What we can say to position IBM to Microsoft: Microsoft VS 2010 TFS has only 3 process templates out-of-the-box for continuous improvement but IBM Rational CLM leverages process templates and allows teams to incrementally change the process, rules, etc. from one iteration to the next based on project metrics Microsoft has some agile aspect but does not support waterfall technology but IBM Rational has the ability to adopt multiple processes like waterfall, agile to support continuous process improvement What we can say to position IBM to HP: HP has a template for Agile process but not on par with that of IBM IBM wants you to maximize and get the most from your investment in software. We want you to have maximum freedom and flexibility from your investment in Rational software. We do not lock you in with tooling that you do not need; We do not restrict the use of your investment – your license – in IBM Software from Rational. Unlike HP, who restricts your license to a geographical area (for example), we want you to choose a licensing model that works best for you: Authorized/Floating/ Token/Fixed Term/Saas/Cloud. What we can say to position IBM to Open sources: Atlassian JIRA does not have agile process templates whereas RTC has agile templates like Scrum built in!
In-Context Collaboration freeing teams to focus on more creative work Real-Time Planning where the plan is always up to date Lifecycle Traceability ensures coverage of requirements, development and test Development Intelligence provides team transparency and for measured improvement Continuous Improvement to adapt and optimize team performance Right-size the solution to meet your team with flexible deployment models and single point of administration
Evans Data issued a press release on May 29 announcing that IBM's Rational Tool Suite Scores First Place in Competitive User Satisfaction Survey Over 1200 developers WW identified any of the nine top development platforms that they use and then rated eighteen elements of those specific platforms. Rational was rated as the best in several categories, including application modeling, parallel programming or high performance computing, support for multiple servers and remote development. Rational also generated the best overall score and topped eight other major competitors.
IMS Health Inc., based in Danbury, Connecticut, provides sales management and market research services to pharmaceutical and healthcare companies. It helps its customers track sales of prescription drugs and over-the-counter products, as well as the productivity of individual sales representatives. The company offers market forecasts and also surveys physicians and hospitals about drugs they prescribe to patients. In addition, IMS Health offers consulting and other professional services. Founded in 1954, the company serves clients worldwide through approximately 100 offices in more than 75 countries. IMS Health Inc. wanted to minimize rework and boost collaboration. However, disconnected software tools made it difficult to achieve these goals. In addition, the company needed to reduce costs and increase efficiency throughout the software delivery lifecycle for a globally distributed business intelligence (BI) project. To meet these goals, IMS Health sought new publishing software. IMS Health engaged IBM Software Services for Rational to implement a suite of IBM Rational software including IBM Rational Software Architect Design Manager and IBM Rational Publishing Engine software. The IBM team helped the company create a customized solution that enables users in different roles and with different workloads to collaborate more easily. The solution creates a linked data approach, which shows users how to reduce friction, minimize bottlenecks and focus on delivering value to customers in each delivery stream. The Software Services for Rational team also provided IMS Health with consulting and mentoring on the new Rational software environment. By engaging IBM Software Services for Rational to implement a suite of IBM Rational software, IMS Health reduced the amount of rework by improving end-to-end collaboration and its planning consistency. The client also improved its compliance efforts by enforcing key process tasks and deliverables.
External Case Study: N/A Internal Reference: http://w3-01.ibm.com/sales/ssi/cgi-bin/ssialias?infotype=CR&subtype=NA&htmlfid=0CRDD-8LJBXZ&appname=crmd Because of increasing product diversification and complexity and a more demanding market, PharmaPartners B.V. needed to streamline and improve its development process from end to end. In order to maintain its competitive edge and accelerate time to market, the company began looking for a comprehensive software-development solution. Back to top Solution implementation To address its needs, PharmaPartners reached out to IBM Software Services for Rational and IBM Premier Business Partner Synobsys Nederland B.V. After analyzing the client’s needs, the IBM team and the business partner worked together to implement a robust suite of IBM Rational software, including: - IBM Rational Requirements Composer V126.96.36.199 software, which the client will use to define requirements at the onset of development projects - IBM Rational Team Concert Standard V3.0 software, which will provide a lean development and planning environment that the client can use to monitor and develop quality software products - IBM Rational Software Architect V8.0.1 software, which the client will use to ensure its software products comply with initial code requirements - IBM Rational Quality Manager Standard Edition V188.8.131.52 software, which will establish a collaborative platform that the client’s employees can use to share information throughout the quality control process The new suite of Rational software products helps streamline the software-development process for PharmaPartners from end to end. At the onset of a project, the client will use Rational Requirements Composer software to capture all requirements for the new product. Using the visual aids of the Rational Requirements Composer software, the client can define use cases and elaborate on requirements to seek consensus with its stakeholders. Once a complete set of requirements is approved, PharmaPartners will use the Formal Project Management process template provided by Rational Team Concert software to compose a project plan for a product release. The client will then break down the requirements into a list of work items that will be assigned to individual developers. Using the Rational Team Concert software, the client can create traces between the work items and requirements, thereby enabling project managers to monitor the progress of developers. Tightly integrated with Rational Team Concert software, the Rational Software Architect software will allow PharmaPartners to modify the existing design to accommodate the new or changed functionality. The client will also use the round-trip capabilities of the solution to make sure the product’s code stays in sync with the design. Finally, PharmaPartners will use Rational Quality Manager Standard Edition software to define its testing plan. Using the solution, the client can create traces between individual test cases and the requirements for the purpose of reporting and progress monitoring. Once the code becomes available, the client will run tests and compare the results against the test case generated by the Rational Quality Manager Standard Edition solution. If a test fails, the project manager can use Rational Team Concert software to reassign the code to an available developer. Once the implementation was complete, IBM Training provided PharmaPartners with several educational workshops on the functionality of each Rational solution. The IBM team continued coaching the client’s employees on the solution for three months after the implementation. By joining forces with IBM Software Services for Rational and IBM Premier Business Partner Synobsys Nederland to implement a robust suite of IBM Rational software, supported by educational efforts by IBM Training, PharmaPartners streamlined its software-development process, elevating developer productivity by up to 12 percent. In addition, the solution accelerated the client's time to market, and it plans to move from quarterly to bimonthly product releases. Further, by working with IBM Training, the client’s developers quickly grasped the multitude of functionalities that the Rational solution offers. Finally, PharmaPartners anticipates that the new Rational software will deliver a full ROI within 12 months of its implementation.
Company Details Capital District Physicians Health Plan is an Albany, New York based mid-sized health insurance company, not an IT shop. After a deep review, decided that they needed to a new core claims processing system and data warehouse that would be a "big bang" change across the enterprise. To support that change, CDPHP used ClearQuest to manage work items and track progress, ReqPro to manage requirements, and CQTM for a test repository. What they discovered is that the testing team didn't have the depth of expertise or skills they needed, and so they when creating an organization that oversees enterprise quality, requirements, testing and project management they decided to get a fresh start on the Jazz platform. They started with Rational Quality Manager for test planning and execution. Corporate leadership was then shown the Jazz Revolution Video, where the value of Rational Team Concert immediately became clear. Rather than having to manage with various different spreadsheets, there could be one central repository that would provide visibility and transparency across teams, making it easier to get a true sense of project status. CDPHP has been using RTC and RQM for all of their projects over the past 5 months, and recently deployed RTC to all 850 users. As we mentioned, CDPHP is a health insurance company using leverage RTC and RQM on the Jazz platform to support their business workflow vs. rolling out applications like an IT shop. Every team across the business has to submit their work requests into RTC, which then gets approved and routed to the appropriate teams to work. The Production Deployment and Readiness group are able to easily see all of the requests, apply process governance, see the audit trail, artifacts, and testing process to ensure that everything is progressing in accordance to the requirements and project schedule. Senior executives now daily use RTC dashboards gain quick visibility into all the work. Rather than having to use three disparate systems to submit and track requests, as well as various spreadsheets, CDPHP has consolidated all of that work into one common process and view, saving time and money. The customer sees real value in being able to understand workload across the teams as well as progress. CDPHP is changing their business processes and standardizing the use of RTC across the business, claiming "if it's not in RTC, it's a rumor" as that is where all work gets submitted, tracked and approved. Approved Quotes: “ The Rational solution allows our team to develop a business workflow that supports our organizational structure - not just a software development project. Standardizing on this system translates to cost savings when we drop the other systems.!” Tony DeFarlo, CDPHP "Every company needs transparency, traceability, projections and progress across the business. Rational tools on the Jazz platform provide CDPHP with all of those benefits and more. Having one dashboard that can provide the insight across the project is so valuable that Joe LaMar, Director of Application management often says "if it's not in RTC, it's a rumor!" Tony DeFarlo, CDPHP
With its 21,000 employees in 15 countries around the world, Danske Bank Group is not only the largest financial company in Denmark, but also one of the largest in the Nordic countries. Targeted acquisitions have always been a central element of the growth strategy of Danske Bank Group, and that is why it has previously carried out a number of IT integrations based on the principle of one group, one system. However, this method is very time-consuming, and to shorten the duration of its IT projects, Danske Bank Group now supplements the waterfall method with agile methods in its development work. In support of agile development processes, the IT department of Danske Bank chose IBM Rational Team Concert™ software. The company currently has 300 licenses for Rational Team Concert software, and expects to add another 1,000 in 2011. Ultimately, the bank wants to give all of the 2,000 IT developers in locations in Denmark and India access to Rational Team Concert software. Not only does Rational Team Concert software integrate well with the company’s other Rational products, including IBM Rational Developer for System z® and IBM Rational Application Developer software, among others, Rational Team Concert software is the backbone of the bank’s agile development process and is adjusted to the special needs of the bank.
Company Details – GAD eG (eingetragene Genossenschaft): ≈ cooperative ) is an IT service provider, software development company and data processing center for approx. 450 national, co-operative and retail banks in German-speaking areas, as well as central banks (WGZ Bank, DZ Bank) and their solutions are used in over 60 thousand bank locations. Its main field of business include software development for banks and other finance companies, data processing centers, and consultancy and support for their customers. Solution Background GAD was using an in-house architecture repository solution (Rochade) to enable collaboration between their development teams for host and Java Enterprise systems. Their need was to have a centralized repository for host and JEE models, so that their development teams can navigate through these models and discover reusable components. They also wanted to have an integrated business model for their software components, with integrations with RTC work items, as this would significantly improve the productivity of their development team. GAD was an early adopter of Collaborative Design Management and was able to use its integrations across Rational’s Jazz-based ALM solution portfolio to streamline their development process. The central repository of models provided by CDM allowed GAD to replace their proprietary solution with one that is standards-based enabling enhanced flexibility and security.
OSLC is an open community of vendors, integrators, and users, that creates freely-available, scenario-driven, specifications for integrating software applications. Though OSLC’s initial focus for specification were ALM domains, the techniques used are universally applicable , and are already being applied in workgroups focused on PLM ( with leadership from Siemens ), and DevOps ( with leadership from IBM Tivoli ). (Optional for more technical presentations: All the specifications are based on the standard, and proven, architecture of the web: HTTP, REST, and Linked Data. This means integrations don’t have to copy and synchronize data, but can link to it where it “lives”. Wherever the data is, OSLC-based integrations let users work with data from their current context. ) Whether you want to work on the details of the specifications, get the community to focus on scenarios that are important to you, or use finalized OSLC specifications to integrate your own software, the OSLC community is open to you . (Links on this chart: open-services.net open-services.net/members open-services.net/participate )
An integrated and effective ALM solution directly addresses the challenges faced in the rapidly changing market where software is critical to business success. Simplify software designs to reduce overall complexity, rapidly adapt to delivery on new and existing platforms, embrace change as an integral part of the delivery process and enable true cross-functional team collaboration across an extended team of stakeholders. After 25 years of experience, IBM developers and specialists have seen over and over again these five imperatives for effective application lifecycle management are necessary to overcome the high cost of organizational silos. The Rational solution for Collaborative Lifecycle Management, now integrated with software design for even broader collaboration and traceability, can help you achieve all five imperatives: Maximize product value with in-context collaboration to capture discussions and decisions in single source of truth Accelerate time to delivery with real-time planning to encompass the entire team ’s work Improve quality with lifecycle traceability to link artifacts with queries across the lifecycle aligning teams and preventing gaps and missed work Refine predictability with development intelligence to steer teams towards successful, on-time delivery using information radiators that broadcast trends and breaking issues Reduce costs with continuous improvement , both breakthrough and incremental, by unleashing teams to reuse best practices and customize team views CLM is o ne easy-to-install and easy-to-use solution that can be optimized for agile or traditional teams. This solution is built on Jazz and allows you to unify teams and multiple platforms. And now CLM has been enhanced and expanded for even speedier delivery of quality software including… In beta now, the Collaborative Lifecycle Management solution can integrate with Rational Software Architect with Design Manager to involve stakeholders from across the organization and beyond in the design process Faster, easier, incremental deployments with: automated high availability via clustering* for automated failover and maximum uptime s erver rename to ease evaluation and strengthen testing before roll out incremental, flexible upgrade to allow each role on a team to upgrade on their own time Automated High Availability via Clustering – When you need to deploy to many thousands of users, high availability becomes critical. We now support automated high availability that leverages WebSphere clustering capabilities. To use this capability requires a pre-requisite purchase of WebSphere Application Server Network Deploy (WAS-ND). Server Rename: Pilot to Production, Production to Staging Pilot to Production – allows you to pilot a small evaluation deployment then scale up and add more users and data by creating a copy of an evaluation instance and avoid losing any data created during the pilot Production to Staging – when you need to replicate production environments in an isolated testing configuration so you can test upgrades and migrations, you now have the ability to create a copy of a production system for testing, by copying the repository contents and changing the URI in the copied repository contents. Incremental upgrade - When you have hundreds of projects doing a mass, simultaneous upgrade to the new release across all CLM products just isn ’t feasible. Now once you upgrade the server, you can still support a mix of 3.x and 4.0 clients, allowing developers, analysts, testers and others to upgrade on their own time. Simpler and faster upgrades and rollouts – huge reduction in number of steps and clicks required. With one of our large internal deployments we upgraded in less than 4 hours. Data migration time was done in 1 hr – a major improvement over previous releases. WebSphere Application Server users rejoice – new scripts have been developed that automate install in WebSphere, dramatically speeding up the process and reducing the instructions down to a page or two and Some of the WebSphere JVM settings are optimized for best performance vs. using default. CLM has been expanded to provide lifecycle management solution to customers developing mobile applications using the IBM Mobile Platform. Combine SAP Solution Manager life-cycle management capabilities with IBM Rational ‘s integrated governance and quality management capabilities. T he Rational SAP Solution Manager Connector supports new OSLC-based integration with CLM offerings: Rational Requirements Composer, Rational Quality Manager and Rational Team Concert . It also includes new integration between SAP Business Process Change Analyzer and Rational Quality Manager, enabling change impact analysis and risk-based test scope optimization.
Speaker Notes: For regulated industries for which the mandates are more principle-based, like Banking and Insurance, we address the common challenges of implementing a compliant software development process. We extend the basic Collaborative Lifecycle Management solution to address these challenges: Lifecycle traceability challenge: Complex projects with many stakeholders and moving parts must ensure completeness and correctness in their implementations. Since the 1980s, connecting artifacts of the system together for this purpose has been recognized as a best practice. With CLM, we have the industry-leading solution for accomplishing this. Work authorization challenge: Agile and iterative processes must be balanced with authorization “gates” and change management to ensure only approved work is included in a release to production. Segregation of duties challenge: With the ability to assign multiple roles to the same user, it is possible to circumvent segregation of duties rules. When people play different roles in the same team, some role cross-over may be required, so ensuring segregation of duties must be considered in the context of a release or specific requirement. Process change control challenge: a highly-configurable process provides great flexibility for a team. In a regulated environment, you must ensure that the internal controls implemented in the process are enforced and not circumvented. Therefore, changes to certain parts of the process specification must be more highly controlled. Internal control audit support challenge : CLM tools have all the information about the process and how it was enacted. Still, teams can spend inordinate amounts of time supporting internal control audits. We make the ability to view and report process information possible as a natural by-product of the use of the tools We have built these examples and configurations based on the needs expressed by customers in the Financial Services Sector in VoiCE sessions in 2011. We also received input from the CLM Design Partner Program and continue to enhance them to support CMMI compliance and addition of common audit reports.
Reduce risks and speed deployment of the IBM Rational solution for collaborative lifecycle management IBM® Software Services for Rational® offers several packaged service offerings (PSOs) to support an incremental adoption approach to help you: Reduce risks by deploying capabilities in stages. Deliver an operational collaborative solution quickly. Build expertise and experience steadily rather than all at once. Employ the agile approach of tackling smaller tasks at a time. Reduce complexity by reducing the scope (initially). Reduce cost with continuous improvement. The packaged service offerings for collaborative lifecycle management include: Rational Collaborative Lifecycle Management Fast Track Collaborative Lifecycle Management for IT agility@scale™ Service Offering Rational Team Concert QuickStart Rational Requirements Composer QuickStart Rational Quality Manager QuickStart Disciplined Agile Delivery with IBM Rational Team Concert Planning and Governance with IBM Rational Team Concert QuickStart Agile Jumpstart with IBM Rational Team Concert Deployment Package Rational Insight QuickStart Collaborative Lifecycle Management Reporting with Rational Publishing Engine QuickStart Introducing IBM Rational Team Concert into your CCM environment Assessment Rational Jazz Connectors Deployment Package Rational Team Concert SCM Connectors Deployment Package Packaged Service for Integrating IBM Rational Team Concert with an IT Application To learn more about how IBM Software Services for Rational can help you with packaged service offerings, contact your Rational regional services representative.
The adoption paths map shows common entry points with packaged service offerings that are available for each entry point. As your project progresses, you may wish to add capabilities to your collaborative lifecycle management solution incrementally. See this page for more information: http://www-01.ibm.com/software/rational/alm/collaborate/services/ The packaged service offerings for collaborative lifecycle management: Rational Collaborative Lifecycle Management Fast Track Collaborative Lifecycle Management for IT agility@scale™ Service Offering Rational Team Concert QuickStart Rational Requirements Composer QuickStart Rational Quality Manager QuickStart Disciplined Agile Delivery with IBM Rational Team Concert Planning and Governance with IBM Rational Team Concert QuickStart Agile Jumpstart with IBM Rational Team Concert Deployment Package Rational Insight QuickStart Collaborative Lifecycle Management Reporting with Rational Publishing Engine QuickStart Introducing IBM Rational Team Concert into your CCM environment Assessment Rational Jazz Connectors Deployment Package Rational Team Concert SCM Connectors Deployment Package Packaged Service for Integrating IBM Rational Team Concert with an IT Application To learn more about how IBM Software Services for Rational can help you with packaged service offerings, contact your Rational regional services representative.
Software is the invisible thread woven through systems, products and services, helping companies bring new – smarter – innovations to market. The convergence of physical devices and information technology opens up the possibility for all types of integrated systems. Numerous market realities and trends impact your ability to be innovative while executing software and systems delivery effectively. A complex and evolving software supply chain compounded with tight budgets require IT teams to rethink their approach to agility. 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 coordinates people, processes, and tools for requirements management, development and quality management by providing traceability across lifecycle artifacts, process definition and enactment, and reporting. IBM leverages the CLM solution to drive business results within our own organization – we are true drinkers of our own champagne. IBM Rational earns “Strong Positive” – the highest possible rating in the Gartner Marketscope for Application Lifecycle Management Software is a critical part of most business today and it is more interconnected than ever. The challenges of developing software and systems continue to grow daily with new development options like outsourcing, purchased components, development standards and regulatory requirements. To meet those challenges your software and systems development teams need a ALM solution that breaks down the silos they work in and allow them to focus on the delivering successful business solutions. The presentation reviews the 5 ALM imperatives that IBM Rational has developed from our 20+ years of implementing ALM solutions for countless customers. These imperatives are more important today than ever before. And why Rational is best positioned to help deliver a ALM solution that meet these imperatives.
Author Note: Optional Rational slide. Graphic is available in English only.
IBM Rational solution forCollaborative Lifecycle Management Overview
Agenda Executive Summary Today’s innovation also brings complexity Effective Application Lifecycle Management (ALM) can help Getting started on your ALM journey while reducing your risk of adoption2www.StrongbackConsulting.com
Executive summary Software 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 landscape Effective Application Lifecycle Management (ALM) provides the ability to innovate while reducing overhead costs – Helps teams using formal and agile methods to reduce the high costs, poor quality, project risk, and inefficiency of fragmented and disconnected software development. The IBM Rational ALM solutions provide capabilities to fully support an effective ALM approach. Start your ALM journey based on your unique pain points! – Coordinate people, processes, and tools for requirements management, development and quality management with traceability across lifecycle artifacts, process definition and enactment, and reporting. – Unify and extend your infrastructure to include open source software, packaged and custom applications, and other commercial solutions of choice with an open, extensible, and integrated platform.3www.StrongbackConsulting.com
Agenda Executive Summary Today’s innovation also brings complexity Effective Application Lifecycle Management (ALM) can help Getting started on your ALM while reducing your risk of adoption4www.StrongbackConsulting.com
Innovation is increasingly being driven by software Mobile banking will be The average 2010 automobilethe most widely used banking contains more lines of softwarechannel by 2020, if not sooner code than a fighter jet Source: Mobile banking: A catalyst for improving bank performance, Deloitte, 2010; and This Car Runs on Code, Robert Charette, IEEE Spectrum, 2009.5www.StrongbackConsulting.com
Realities can stall software-driven innovationComplexities in software delivery compounded by market pressures Complex, Multi-platform Increasing Systems and Applications Mandates 62% of companies have agile projects 2010 Spending in U.S. on governance, requiring integration with legacy systems risk and compliance was $29.8 billion Globally Distributed Software Cost and Product Supply Chains Reduction 50% of outsourced projects 70% budget locked in maintenance and are expected to under perform 37% of projects go over budget Unpredictability Changing Requirements in Software Delivery and Time to Market 62% of projects fail to meet 30% of project costs are due to rework intended schedule and poor execution of requirements Source: Numerous sources, see speaker notes for details 6 www.StrongbackConsulting.com
Does Agile scale across the application lifecycle? Yes!• majority of Agile teams are geographically distributed• Organizations have reported successful Agile programs of 500+ people• 33% are in regulatory situations• 75% are doing Agile for medium and greater complexity projects 78% are working with legacy systems• 17% are successfully applying Agile for outsourcing 32% successful interaction between enterprise architects and Agile teams 11% report that their governance strategy works well with Agile teams Source: Dr Dobb’s November 2009 State of the IT Union Survey 7 www.StrongbackConsulting.com
Software-driven innovation with IBM Rational Addressing IT, systems, and enterprise modernization Business Planning and Alignment Optimize Measure business effectiveness of projects | Prioritize investments Understand business value | Manage risk and impact of change Collaborate Integrated Application and Systems Lifecycle Management Security Integrate Collaboration across teams, roles, platforms and geographies Design, Development and Deployment Automation and Know-how Requirements | Architecture and Design | Development | Testing | Deploy and Release | Operations Open Platform for Data and Tools Integration and Automation8www.StrongbackConsulting.com
Anytime, for any team, silos create barriers to effective softwaredelivery 1. Business “At some point, you take a step back, and you realize you have an awful lot of siloed systems that are limiting transparency across strategic projects.” - Development Director Temenos, Inc. 2. Development 3. Operations*9www.StrongbackConsulting.com
Application Lifecycle Management can help! ALM manages the ALM manages the flow of: flow of: People People 1. Business Process Process Information Information 2. Development 3. Operations*10www.StrongbackConsulting.com
Agenda Executive Summary Today’s innovation also brings complexity Effective Application Lifecycle Management (ALM) can help Getting started on your ALM while reducing your risk of adoption11www.StrongbackConsulting.com
What is required to deliver end-to-end visibility across teams, tools and projects?12www.StrongbackConsulting.com
What happens if you do nothing? When failure is not an option… *Only 47% are successful, 36% are challenged, and 17% are “What happens if you can’t easily or failures effectively integrate your most critical software delivery applications?” “What happens if your deliverable date slips?” “What happens if you can’t effectively manage product quality before your ship/release?” Software failures do have impact the bottom line!13www.StrongbackConsulting.com
Five Imperatives for Effective Application Lifecycle Management to improve organizational productivity 1. Maximize product value with In-Context Collaboration 2. Accelerate time to delivery with Real-Time Planning 3. Improve quality with Lifecycle Traceability 4. Achieve predictability with Development Intelligence 5. Reduce costs with Continuous Improvement14www.StrongbackConsulting.com
Collaboration challenges Can your team… …find all the information related to a specific task? …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? 15 www.StrongbackConsulting.com
In-Context Collaboration improves product value Empower teams to collaborate on and review software development artifacts so they can incorporate feedback early and often aligning delivery with stakeholders’ vision Provide a single source of truth hosted in a shared repository so that team members can collaborate effectively around the globe to build a collective intelligence Make information immediately accessible to all team members in the context of their work 16 www.StrongbackConsulting.com
In-Context Collaboration always shows the latest Recent discussions highlighted on requirements Threaded discussions on requirements Unread work Items bolded for developers17www.StrongbackConsulting.com
Comments on requirements’ details are in-context A click on the comment highlights the text under discussion.18www.StrongbackConsulting.com
Formal reviews drive agreement & prevent re-work Reviews & approvals Requirements ensures artifacts are reviewed and/or approved by key team members and capture compliance requirements. Test Artifacts Work Items19www.StrongbackConsulting.com
Rich hovers automate information access without having to click Rich hovers provide quick access to information to determine if additional details are required! 20 www.StrongbackConsulting.com
In-Context Collaboration in action…• Watch the video to see how to leverage In-Context Collaboration to – Find information at your fingertips – Understand what the team is working on and why – Have the team’s collective intelligence a click away – Keep all team members aligned across time zones• Read the blog for more information on this imperative 21 www.StrongbackConsulting.com
Planning challenges Does your team…• …plan across the entire team?• …manually collect and report status?• …instantly see the impact of a change in project scope or resources?• …integrate planning with execution?• …plan for waterfall, iterative and agile environments? 22 www.StrongbackConsulting.com
Real-Time Planning accelerates time to delivery Provides a single plan that spans requirements, development, and test, ensuring the whole team understands the overall scope of a project Integrates planning with execution ensuring the entire team understands the true project status Allows everyone to participate in keeping the plan current and accurate Helps teams respond to the unexpected in a timely manner ensuring the team stays on schedule Project Lead Analyst Developer Planning and Execution Quality Architect Professional Deployment Engineer23www.StrongbackConsulting.com
Requirements collections focus teams on goals for a release Collections focus team for: Reviews Snapshots Implementation 24 www.StrongbackConsulting.com
Align planning across the business, development and test teams Linked to Requirement Collection Linked to Test Plan 25 www.StrongbackConsulting.com
Rankings improve clarity Team clearly understand the goals Rankings are better! Priorities are good.26www.StrongbackConsulting.com
One plan with multiple viewsEveryone sees meaningful data in the context of their work 11 22 33 27 www.StrongbackConsulting.com
Plan at the right level of detail Everyone participates in planning Stories decomposed into cross-discipline tasks Whole team sees Plans include all work dependencies28www.StrongbackConsulting.com
Plans tied to execution Deliverables and work products show results Change Sets & Attachments are better ! Progress & Status are good indicators of execution.29www.StrongbackConsulting.com
Status updates Part of everyday work activities In place updates to status automatically appear in the plan30www.StrongbackConsulting.com
Real-Time Planning in action…• Watch the video to see how to leverage Real-Time Planning to – Connect your team’s plans across the disciplines – Integrate planning with execution to automatically provide real-time status – Leverage real-time data to respond to change• Read the blog for more information on this imperative 31 www.StrongbackConsulting.com
Lifecycle Traceability challenges Can your team answer… Analyst Project Manager Architect Which requirements are Can we pass Are we ready Can we implement in a way that addressed in this iteration? an audit? to release? supports maintainability? Are all of the What defects were Which requirements impact requirements tested? resolved in this release? the design? What defects are affecting which Are we aligned with the Are there reusable components requirements? business? we can leverage? 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? uncovered this defect, What is ready Where are the Are build times on which environment and what build? bottlenecks getting longer for me to test? in our processes? or shorter? What defects have been What changes occurred overnight? How can I speed up my builds? addressed since the last build?32www.StrongbackConsulting.com
Lifecycle Traceability improves quality Establish relationships between software artifacts Identify and close artifact gaps, ensuring coverage across disciplines Provide visibility into the completeness of planned items by inspecting all related artifacts Provide easy access to related artifacts ensuring everyone shares the same view Deliver transparency which enables everyone to make fully informed decisions based business priorities Instant access to details from any point in development process Customer Final Build Environment Supporting Requirements Initial Idea Product Artifacts Systems Management www.StrongbackConsulting.com
Team leads have visibility into coverage & completeness Proactively respond to gaps (in red) as they surface throughout the project Issues are quickly highlighted and resolved (in yellow)34www.StrongbackConsulting.com
Team leads have visibility into coverage & completeness Tailor traceability view to highlight planning gaps Link Type : value35www.StrongbackConsulting.com
Team leads can improve 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 results team trust, efficiency and focus 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 a clear tests cases with a clear Teams collaborate and clarify the Teams collaborate and clarify the understanding of understanding of details of requirements details of requirements requirements requirements 36 www.StrongbackConsulting.com
Developers have visibility into the requirement they will be implementingFor the Developer Rich Hovers provides insight at your finger tips reducing time to value. Clickable links provides valuable information on requirement37www.StrongbackConsulting.com
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 Developers can see them the exact test failure the exact test failure without having to without having to ask and remediate it ask and remediate it38www.StrongbackConsulting.com
Lifecycle Queries Answer the hard questions Provides cross-discipline visibility of issues effecting delivery40www.StrongbackConsulting.com
Lifecycle Traceability in action…• Watch the video to see how to leverage Lifecycle Traceability to – Identify and close gaps across all disciplines – Answer the hard questions about completeness – Provide teams access to related artifacts allowing informed decisions• Read the blog for more information on this imperative 41 www.StrongbackConsulting.com
Measuring and steering challenges Can your team… …provide one view of project health at multiple levels? …make steering decisions based on facts rather “guesstimates”? • …track desired improvements with metrics? • …minimize administrative overhead by relying on your environment to capture metrics?42www.StrongbackConsulting.com
Use dashboards to provide that one view of project health44www.StrongbackConsulting.com
Dashboard customization Ensures the team has steering data from all disciplines Easy to add viewlets to assist steering to completion Mashup dashboards with information across silos45www.StrongbackConsulting.com
Dashboard details Click thru on the viewlet to Easily answer steering questions drill into information Take corrective action in-place46www.StrongbackConsulting.com
Personal dashboards Mini-dashboards: available on any page Customized by the practitioner47www.StrongbackConsulting.com
Development Intelligence in action…• Watch the video to see how to leverage Development Intelligence to – Leverage the information radiator to keep the team aligned – Mitigate risk early – Personalize dashboards and mini-dashboards to stay on top of “breaking news”• Read the blog for more information on this imperative 48 www.StrongbackConsulting.com
Continuous improvement challenges Can your team… …leverage out-of-the-box templates that support 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? 49 www.StrongbackConsulting.com
Continuous Improvement reduces cost Improve software delivery through the ongoing adoption of best practices and automation to reduce manual, non-creative and error prone tasks Promote incremental improvement of a project when needed Enable breakthrough improvement by capturing best practices and reusing across teams Allow everyone to participate with easy to adopt best practices at your fingertips. Assess Act Steer50www.StrongbackConsulting.com
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 51 www.StrongbackConsulting.com
Team collaborates on actions Team tracks the work of implementing an improvement52www.StrongbackConsulting.com
Templates Support breakthrough improvement Use and reuse of project templates is an example of breakthrough improvement • Modify to match your organization’s process53www.StrongbackConsulting.com
Transparency improves collaboration Continually make the right things easy to find54www.StrongbackConsulting.com
Continuous Improvement in action…• Watch the video to see how to leverage Continuous Improvement to – Recreate best practices for reuse across multiple teams – Leverage dashboards for incremental, on-the-fly improvements during a project – Automate repetitive tasks• Read the blog for more information on this imperative 55 www.StrongbackConsulting.com
Five Imperatives for Effective Application Lifecycle Management to improve organizational productivity 1. Maximize product value with In-Context Collaboration 2. Accelerate time to delivery with Real-Time Planning 3. Improve quality with Lifecycle Traceability 4. Achieve predictability with Development Intelligence 5. Reduce costs with Continuous ImprovementLearn more at ALM Everywhere 56 www.StrongbackConsulting.com
Developers Rate IBMs Rational Tool Suite as #1 Users of IBMs Rational tool suite are more satisfied with its features and capabilities than users of any other major software development platform Rational was rated #1 in several categories Rational has been rated #1 in six of the last seven years "IBM has shown significant insight into what developers want and need along with an impressive ability to execute.“ - Janel Garvin, CEO of Evans Data Corporation Press Release by Evans Data Corporation, SANTA CRUZ, Ca. May 29, 2012www.StrongbackConsulting.com Evans Data Corp’s annual User’s Choice for Software Development Platforms, April 2012
Gartners report examines ALM tool offerings and identifies the trends shaping the emerging marketplace. Gartner Market Profile: Application Life Cycle Management (ALM) Tools, 2012 ALM Tools Software Development Life Cycle (SDLC) Discipline Support Capabilities Offered by Vendor Report Highlights – Full software development life cycle (SDLC) support is essential for a complete ALM solution – Industry-specific features promote easier ALM adoption – Collaborative functionality is key to successful ALM productivity Link to full reportwww.StrongbackConsulting.com
IMS HealthLeveraging Application Lifecycle Management to reduce rework by improving collaboration The need: IMS Health wanted to reduce costs and increase efficiency and repeatability throughout the software delivery lifecycle. It sought a new ALM solution that is able “Once fully implemented, we to connect business consulting analysis with project management, technical expect to reduce friction and focus architecture, outsourced software development and reporting activities to minimize on delivering value to customers in rework and boost collaboration across teams and project phases. each delivery stream, to reduce rework by improving end-to-end collaboration and planning The solution: consistency, and to reduce our IMS Health engaged IBM® Software Services for Rational® to implement a suite of compliance efforts by automating Rational tools; to help the company create a customized solution that enables key process tasks and users in different roles and with different workloads to collaborate more easily, and deliverables.” is intended to serve as a "blueprint" platform for future projects. —Stephan Pauletto, Engagement Manager, IMS Health The benefits: Solution components: Reduces rework by improving collaboration throughout the software delivery IBM® Rational® Team Concert™ lifecycle IBM Rational Software Architect Design Manager Improves efficiency and consistency, helping to better demonstrate compliance IBM Rational Requirements Composer IBM Rational Quality Manager Helps eliminate bottlenecks and enables teams to stay focused on delivering IBM Rational Method Composer greater value for customers IBM Rational Publishing Engine Healthcare | ALM | North America www.StrongbackConsulting.com
PharmaPartners B.V. Boosts productivity with Collaborative Lifecycle ManagementThe need:Because of increasing product diversification, complexity and a more Solution components:demanding market, PharmaPartners B.V. needed to streamline itsdevelopment process from end to end. • IBM® Rational® Quality Manager Standard EditionThe solution: • IBM Rational Team Concert StandardThe IBM Rational Collaborative Lifecycle Management solution • IBM Rational Requirements Composerprovides a an integrated application lifecycle solution to capturerequirements, create a project plan for a product release broken down • IBM Rational Software Architectinto a work items assigned to individual developers, and define andmanage test plans. • IBM Software Services: Rational Custom Consulting and Mentoring; Rational Deployment ServicesThe benefits: • IBM Business Partner: Synobsys Boosted developer productivity by up to 12% Nederland B.V. Gained accelerated time to market Achieved full ROI within 12 months of solution implementationComputer services | Application lifecycle management | Netherlands SPP03079-CAEN-00 (March 2011)61www.StrongbackConsulting.com
Capital District Physicians’ Health Plan (CDPHP)Embraces Collaborative Lifecycle Management (CLM) to increase productivity,reduce costs and drive a cultural shift across the company “The Rational solution allows ourThe need: team to develop a businessTransparency, traceability and ability to predict and track delivery workflow that supports ourfor new enterprise-wide claims processing system organizational structure - not just a software development project.The solution: Standardizing on this system translates to cost savings. If it’s notStandardized their business process on the Jazz platform using in [CLM] at CDPHP, it’s aRational Team Concert for a common process and dashboard rumor!”view and Rational Quality Manager for test planning and —Tony DeFarlo, Capital Districtexecution Physicians’ Health Plan Solution components:The benefits: IBM Rational Team Concert™ Common platform results in cost savings IBM Rational Quality Manager as the other systems/licenses are being dropped Real-time planning and lifecycle traceability have increased productivity and predictability. No more weekly time sheets and manual updates !62www.StrongbackConsulting.com
Danske Bank GroupAdopts agile development practices and reduces time to market The need: Danske Bank Group wanted to deliver new services faster. It sought to “IBM Rational Team Concert reduce time to market from approximately 14 months to nine months is the backbone of Danske and increase IT development efficiency by 10 percent. Bank’s agile development process and is adjusted to the The solution: special needs of the bank” The bank adopted agile development methods supported by IBM —Peter Rasmussen, senior vice Rational Team Concert software to improve the quality of deliveries and president, IT development processes to achieve work processes that come more naturally to employees. and tools, Danske Bank Group The benefit: Solution components: IBM Rational Team Reduces time to market and improves quality through an iterative Concert™ development model and processes Increases efficiency, team collaboration and transparency across geographically distributed teams Supports flexible agile development methods that are customized to meet the needs of the company RAP14248-USEN-00 63 www.StrongbackConsulting.com
GAD eGUsing Collaborative Design Management to optimize reuse and enhance collaborationaround designs to deliver IT faster The need: Enabling collaboration within development teams centered around component reuse “We are excited about the − Creating a centralized repository for development teams capabilities to discover and reuse components and accelerate delivery in Collaborative Design − Developing a business model that allows software design Management …. components to be linked across the lifecycle We see it playing a significant role using open standards in our development process because it allows us to transition The solution: away from our home grown −Improved productivity of development teams, solutions in that area to and project traceability and impact analysis by linking standardized Rational products." design components to other lifecycle artifacts -- Hans-Peter Berger, Department Head, −Move to open standards-based solution provides Application Development Infrastructure, GAD scalability and flexibility for integrations with other standardized systems The benefit: IBM helped GAD transition from an in-house solution to a standardized design collaboration solution which provides an improved business model and productivity gains 64 www.StrongbackConsulting.com
Getting started with your ALM journey Q. Do you need the perfect set of tools to achieve effective ALM? A. Adopt the ones to address your greatest pain! Rational customers experience a tremendous productivity lift by incrementally adopting the ALM Strategy Match your most critical needs with the best-suited adoption path65www.StrongbackConsulting.com
Let’s revisit the integration problem… …a win/win! Link-based model Data lives where it should Standards-based model Tool, solution, technology agnostic Flexibility and Flexibility and choice! choice! The Semantic Web is regarded as an integrator across different content, information applications and systems.66www.StrongbackConsulting.com
Jazz Architecture Overcomes Past Limitations Everything is a resource! Standard interfaces DOORS DOORS RQM RQM “I can link any resource to any Requirement Requirement Test Case Test Case “Each tool can evolve other resource, regardless of independently without where the resource lives!” breaking integrations!” Work Item Work Item RTC RTC Domain specific standards Vendor agnostic for the lifecycle Dashboard Dashboard “Each vendor can evolve Discovery Discovery Process Mgmt Process Mgmt “Each domain can create standards their tool to exploit the without having to wait on the others services that are valuable Project Mgmt Project Mgmt User Auth User Auth or get the whole industry to agree!” to customers like me!”67www.StrongbackConsulting.com
Open Services for Lifecycle Collaboration (OSLC) Working to standardize the way software lifecycle tools share data Open Services for Lifecycle Collaboration Lifecycle integration inspired by the web Community Driven @ open-services.net 400+ registered community members Workgroup members from 34+ organizations Automation Wide range of interests, expertise, & participation Open specifications for numerous disciplines Defined by scenarios – solution oriented Implementations from IBM, BPs, and Others Monitoring Based on Linked Data Inspired by the web Free to use and share Changing the industrywww.StrongbackConsulting.com
Integrated and effective Application Lifecycle Management IBM Rational solutionEnhanced and expanded for broader for Collaborative Lifecycle Managementfocus on the five imperatives foreffective ALM Design Centralized administration, evaluation and roll-out capabilities for faster, easier, incremental deployments Requirements Quality Incremental, flexible upgrade allows each role on a team to upgrade at their own pace Change and Configuration Integrated software design for broader collaboration and traceability Architect Engineer Analyst DeveloperQuality Professional Deployment Engineer Open Lifecycle Integration Platform Optimized support for Mobile, SAP and IBM WebSphere Application Server NEW “Once fully implemented, we expect to reduce friction, • IBM Solution for Collaborative Lifecycle Management provide value to customers in each delivery stream, • Comprised of the latest versions of: Rational Requirements reduce rework by improving end-to-end collaboration and Composer, Rational Team Concert, and Rational Quality Manager, planning consistency, and reduce compliance efforts Rational Software Architect for design management by automating key process tasks and deliverables.” – Stephan Pauletto, Engagement Manager, IMS Health 69 www.StrongbackConsulting.com
Software Development Compliance extension to CLM Addressing the needs of customers who – are bound by Sarbanes-Oxley, Dodd-Frank, and other regulations that address how software is developed – choose to implement standards such as CMMI and COBIT Providing product configurations and examples that meet these challenges: • Work authorization • Segregation of duties • Process change control • Internal control audit supportwww.StrongbackConsulting.com
ALM Services to support your journey… Quick Starts for Common Entry Points Requirements Definition Quality Management Collaboration, Planning, Change, Configuration & Build Management Disciplined Agile Delivery with Disciplined Agile Delivery with Rational Team Concert Rational Team Concert Planning and Governance Planning and Governance with Rational Team Concert with Rational Team Concert Get up & Get up & Agile Jump Start Agile Jump Start running running Deployment Package Deployment Package quickly! quickly! Introducing Rational Team Concert Introducing Rational Team Concert Into Legacy Environment Assessment Into Legacy Environment Assessment71www.StrongbackConsulting.com
ALM Services for continued adoption… How do I ensure development implements the business needs? A Requirements Definition Requirements Definition D O P Collaboration, Planning, Change, Collaboration, Planning, Change, Configuration & Build Management Configuration & Build Management How do I ensure T development is tested by independent test? How do I validate quality with the business? A Quality Management Quality Management D A O D Requirements Definition Requirements Definition P Collaboration, Planning, Change, Collaboration, Planning, Change, Configuration & Build Management Configuration & Build Management O T P Quality Management Quality Management T72www.StrongbackConsulting.com
Summary • Software is integral to business success - the best and brightest companies use software to propel innovation • Effective ALM provides the ability to innovate while reducing overhead costs -- whole-team, whole-view approach to the software delivery cycle. • The solution for IBM Rational Collaborative Lifecycle Management (CLM) provides capabilities that fully support an effective ALM approach and you can customize or start your ALM journey based on your unique pain points • IBM Rational leverages the CLM solution to drive business results its our own organization • IBM Rational has the offerings – best practices, tooling and services – that can help you achieve business results73www.StrongbackConsulting.com
Get Started! Collaborative Lifecycle Management Free Free Interactive White Board Downloads Downloads !! Learn all about CLM at jazz.net! Short, simple way to share the 5 ALM imperatives ibm.co/alm-everywhere Role-based Demo read articles & blogs listen to podcasts view presentations see a project dashboard watch videos review the release plan Track our progress at jazz.net! We openly develop our software with our own tools! Watch a day in the life of how a team works jazz.net/projects/clm/ more efficiently after incrementally rolling out collaborative Lifecycle management ibm.co/almdemo www.StrongbackConsulting.com 74
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