Date post: | 22-Dec-2015 |
Category: |
Documents |
Upload: | doreen-hawkins |
View: | 217 times |
Download: | 0 times |
Agile Application Lifecycle ManagementJeffrey HammondPrincipal AnalystForrester Research
Dave West
Senior Analyst
Forrester Research
October, 2009
3Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Agile ALM is about delivery - not
documentation.
4Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Agenda
• Why does ALM matter?
• How effective are organizations using ALM?
• Future state ALM practices
5Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Software Drives The World…
• The ability to develop, integrate and deliver software is a strategic advantage for most organizations
• But unlike most strategic processes some things are missing :
– Consistent processes being applied
– Reporting on productivity, quality and value missing
– Predictable and repeatable
• Complexity grows and opportunity grows without associated maturity and capability
6Entire contents © 2008 Forrester Research, Inc. All rights reserved.
How much software development?
Software development has increased by 9%
Software development has increased by 9%
Source: Forrester Business Data Services
“How will your 2009 software budget break out across the following categories?”
7Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Move To Open Source
Concerns with Open Source are reducingConcerns with Open Source are reducing
Source: Forrester Business Data Services
What are your firm’s plans to implement or expand its use of
open source software in the next 12 months?
8Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Different approaches focused on delivery are emerging...
Agile is even more popular with developers, followed by no software
process
Agile is even more popular with developers, followed by no software
process
Please select the methodology that most closely reflects the development process you are currently using.
Source: Forrester-Dr. Dobb’s 2009 Developer Technographics Survey
9Entire contents © 2008 Forrester Research, Inc. All rights reserved.
.NET and Java are used in tandem
“For custom-developed applications, which development platforms does your company use?”
(multiple responses accepted)Base: 917 platform software decision-makers at North American and
European enterprises and SMBs
.NET and Java
.NET Only Java Only
20000+ 64 (51%) 14 (11%) 31(25%)
5000-19,999 66 (40%) 34 (20%) 41 (25%)
1000-4999 53 (34%) 43 (28%) 31 (20%)
500-999 30 (29%) 31 (30%) 12 (12%)
100-499 51 (30%) 62 (35%) 18 (10%)
6-99 28 (22%) 41 (32)%) 20 (15%)
2-5 10 (16%) 16 (25%) 9 (15%)
Cross platform development is a reality
Cross platform development is a reality
10Entire contents © 2008 Forrester Research, Inc. All rights reserved.
In reality many devs are multilingual “How much time do you spend writing code in the following language?”
Base: 1298 App dev professionals Forrester – Dr. Dobbs Developer Technographics Q3 09
multilingual by choice multilingual by necessity
Developers use the right tool to solve the
right problem
Developers use the right tool to solve the
right problem
11Entire contents © 2008 Forrester Research, Inc. All rights reserved.
The Case for ALM
• IT is fundamental to business value and competitiveness in the 21st century
• Custom application development is growing in importance and value
• Agile, delivery oriented methods are on the rise
• Cross platform is a reality
• Developers need a collection of tools
The need for a consistent, flexible approach to building software that
focuses on delivering business value
12Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Agenda
• Why does ALM matter?
• How effective are organizations using ALM?
• Future state ALM practices
13Entire contents © 2008 Forrester Research, Inc. All rights reserved.
ALM 1.0
14Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Hidden costs of ALM 1.0
15Entire contents © 2008 Forrester Research, Inc. All rights reserved.
ALM 2.0
16Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Benefits of ALM 2.0
17Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Time is right for ALM 2.0+
• Artifact centric approach proving difficult to implement and manage
• Cross platform requires complex integrations
• Simplicity more important than features
• Hand off culture replaced with colloboration
18Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Change is afoot in the ALM space“Do you agree or disagree with the following statement: We do not contemplate any significant changes in our ALM toolset in the next 2-3 years”
Base: 211 European application development professionals, Q4 2008Base: 219 US application development professionals, Q1 2009 (WIP)
19Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Agenda
• Why does ALM matter?
• How effective are organizations using ALM?
• Future state ALM practices
20Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Concurrent development phases build the case for ALM automation
J
Requirementscomplete
F M A M J J A S O N D
Developmentcomplete
Testingcomplete
Designcomplete
Waterfallprojectmilestones
Iteration 0complete
1 2 3 4 5 6 7 8 9 10
Iteration 11complete
Agileprojectmilestones
Parallel Design Development and Debug
Deploymentcomplete
Manual process hand-offs are hard to scale!
21Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Agile is useful, but it’s not sufficient
“Utility status”
“Progress to routine operations”
“The march to stability”Cost
Time
EOL
Cost of the app
Cost of an application over time
Where Agile helps most
Where Lean software can help
22Entire contents © 2008 Forrester Research, Inc. All rights reserved.
What does this mean for Agile? ALM?
“Utility status”
“Progress to routine
operations”
“The march to stability”
Cost
EOL
Cost of an application over time
Where Agile helps most
Where Lean software can help
Automated “Lean” ALM Processes
23Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Looking to Manufacturing as an Inspiration
Manufacturing Sources of Waste
1. Overproduction
2. Waiting (time on hand)
3. Unnecessary transport or conveyance
4. Over processing or incorrect processing
5. Excess inventory
6. Unnecessary movement
7. Defects
8. Unused employee creativity
App Dev Equivalents
• Too many superfluous artifacts
• Broken builds
• Too many tool transitions
• Rigid architectures
• Analysis paralysis
• Late discovery of defects
• Rising downstream labor costs
• Polluted SCM streams
• High null-release ratios
• Measures of effort, not results
24Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Change management Service management
Portfolio management
Key Lean ALM delivery processes
Build and software
configuration management
Deployment
Project management
Testing and quality
assurance
Release management
Change awarecontinuous integration
Production controlclosed loop
Production planningclosed loop
JIT Demand Management
25Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Closing the loop: measures that matter
Process Measure Objective / Question How to calculate
Planning Project Alignment Do we have the right investment mix?
BCG Matrix
Horizon Model
Control Scope, effort, cost and schedule
Is the project tracking? What’s our velocity?
Burn-up/Burn down charts
Control Readiness to deliver
Is the software really ready to ship?
Post-build quality and code metrics
Control Build for change Can we easily change and evolve apps
Code cohesion and coupling metrics
Control Estimation Variance
What type of process is appropriate?
Actual effort vs. estimates effort.
Planning Design for people Do our customers value our efforts?
Net promoter, Adoption rate/costs
Planning Delivered value What have we done for the business lately
Earned value,
ROI
26Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Challenge your customers to:
• Increase Value by
– Pulling demand quickly
– Delivering frequently
– Increasing visibility
– Collaborating rather than contracting
– Answering questions with metrics
– Reducing tool costs
• Reduce Waste by
– Reducing handoffs
– Eliminating shelfware
– Preventing errors
– Simplifying processes
– Eliminating specialized roles
– Automate information gathering
Focus on reducing waste and increasing value
27Entire contents © 2008 Forrester Research, Inc. All rights reserved.
Thank you
Jeffrey S. Hammond
+1 617.613.6164
Twitter: jhammond
Dave West
+ 1 617.613.6376
Twitter davidjwest
www.forrester.com