© 2011 Forrester Research, Inc. Reproduction Prohibited · 2017-11-06 · 4 © 2011 Forrester...
Transcript of © 2011 Forrester Research, Inc. Reproduction Prohibited · 2017-11-06 · 4 © 2011 Forrester...
© 2011 Forrester Research, Inc. Reproduction Prohibited 1
© 2011 Forrester Research, Inc. Reproduction Prohibited 2 © 2009 Forrester Research, Inc. Reproduction Prohibited
March, 2012
Dave West, VP and Research Director
ALM With power comes great responsibility
© 2011 Forrester Research, Inc. Reproduction Prohibited 3
Hello and welcome to today’s talk
To help people deliver
software just a little bit
better
Twitter :- davidjwest
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The Evolution of Development
Agile and Lean Thinking Spur Innovation
The Emergence of Continuous Delivery
What it means to you
Agenda
© 2011 Forrester Research, Inc. Reproduction Prohibited 5 5 Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Are things around you
getting faster, or slower?
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Business Drives Technology Drives Business
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Business and IT relationship ready for this ?
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Software spend up in 2011 – High Tech is tops
Source: Enterprise And SMB Software Survey, North America And Europe, Q4 2010
Base: 930 North American and European software decision-makers
N= 102
N= 66
N= 118
N= 40
N= 84
N= 160
N= 48
N= 98
N= 115
N= 99
5%
4%
3%
10%
3%
6%
4%
5%
1%
6%
6%
7%
9%
13%
8%
7%
19%
9%
13%
8%
28%
28%
29%
38%
24%
25%
29%
26%
30%
23%
18%
16%
14%
13%
11%
11%
8%
8%
7%
6%
0% 20% 40% 60% 80% 100%
Hi-tech mfg.
Financial services
Media and entertainment
Water, waste, telco
Services
Govt. and Education
Energy/ mining
Healthcare
Retail/ wholesale
Other mfg/ Pharma
How do you expect your firm's custom software development spending will change from 2010 to 2011?
Decrease > 10%
Decrease 5-10%
Stay about the same
Increase 5-10%
Increase >10%
Don't know
© 2011 Forrester Research, Inc. Reproduction Prohibited 9 9 Entire contents © 2010 Forrester Research, Inc. All rights reserved. Source: Flickr (http://www.flickr.com/photos/sashawolff/3793206523/sizes/l/)
By the end of 2011, more than 200
million people will use a Linux-based
smart phone (Android)!
Another 140+ million will use iPhones,
iPads
By 2013 Hardware Mfgs. Will ships
more Mobile devices than PCs
Meet the new PC
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Customer facing apps are top of mind.
Source: Enterprise And SMB Software Survey, North America And Europe, Q4 2010
Base: 444 North American and European software decision-makers
51%
39%
39%
29%
28%
26%
20%
18%
15%
11%
7%
7%
3%
0% 10% 20% 30% 40% 50% 60%
Customer-facing mobile applications (e.g. mobile commerce, marketing)
Intranet site access (e.g. SharePoint, custom employee portal)
Industry-specific applications
Mobile collaboration applications
Sales force applications
Productivity applications (e.g. expense approval apps)
Emergency/critical response applications
Inventory management applications
Logistics applications
Transportation and shipping management applications
Supply chain management applications
Enterprise asset management
Other applications
Which of the following mobile applications is your firm currently developing or planning to develop?
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Multiplatform development is inescapable
“Which of the following mobile devices do you
develop for?” (Select all that apply)
6%
4%
8%
19%
36%
42%
50%
56%
Other
Feature phones/quick messaging devices
Symbian
RIM BlackBerry
Apple iPad
Windows Mobile/Windows Phone
Google Android
Apple iPhone
Source: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2010
Base:137 development professionals
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Is your future in the cloud?
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We’re headed toward a new type of systems thinking
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We need to be good at three types of work
Solid utility Trusted
supplier Partner player
Metaphor Manufacturing
line
General
contractor Craft shop
Staffing Resources are
interchangeable.
Resources are
specialized.
Individuals are
stars.
Org. structure Application silos Functional silos Cross-functional
teams
Processes IT infrastructure
library (ITIL) CMMi Agile
Funding Shrinking Constant Expanding
Technologies Necessary
technology
Standard
technology
Leading-edge
technology
Growth Tends to Push Us This Way
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Are development shops ready?
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And our ALM practices look a bit like this..
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The Evolution of Development
Agile and Lean Thinking Spur Innovation
The Emergence of Continuous Delivery
What it means to you
Agenda
© 2010 Forrester Research, Inc. Reproduction Prohibited 18
Software development is heuristic, not algorithmic
1968 – Sackman, Erickson and Grant
1981 – Curtis
1983 – Mills
1985 – Demarco and Lister
1986 – Curtis et al.
1987 – Card
1988 – Boehm and Papaccio
2000 – Boehm et al
This ratio is characteristic of heuristic work
Numerous studies show a 10x difference in productivity
and quality among software developers and teams
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The differences in approach
Algorithmic Emphasis
Process manages complexity
Automation wherever possible
Artifact-based process
Push to lowest cost labor
Measurement throughout
Centers of excellence
Testing is discrete
Exhaustive Analysis
Prevent errors early
Heuristic Emphasis
People manage complexity
Automation where it aids creativity
Flow based process (Agile/Lean)
Hire “Type I” individuals
Measurement of end results
Cross-skill mastery
Quality is holistic
Continuous Feedback
Correct errors quickly
The Software Factory Not The Software Factory
20 Entire contents © 2010 Forrester Research, Inc. All rights reserved.
So why is this such a critical point?
The tactics you use to drive software innovation,
productivity and quality depend on the path you
take now
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Define
Develop
Test Deploy
Review
The Differences In ALM Thinking
Algorithmic Emphasis Heuristic Emphasis
The Software Factory Not The Software Factory
CMMI
ALM 2.0
Scrum
Flow-based ALM
Kanban ITIL
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– General manager of a large energy company
Agile continues to grow in importance and value
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Don’t know responses are excluded.
Source: Forrsights Software Survey, Q4 2010 and *Forrsights Software Survey, Q4 2011
Base: IT executives and technology decision-makers
8%
23%
31%
35%
5%
21%
30%
39%
Critical priority
High priority
Low priority
Not on our agenda
2010 (n=2,124) 2011* (n=2,198)
Executives are focusing on Agile
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But Agile is challenged by . . .
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And . . .
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WARNING:
For the pure Agile people
in the audience, the
following may offend.
Source: The Haymakers Survey (http://www.thehaymakerssurvey.com/); CBS Interactive (http://www.bnet.com/)
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Thus water-Scrum-fall is the reality . . .
This does not have to be as
bad as it looks !
Requirements
and planning Release
Source: Getty Images (http://www.gettyimages.com/)
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When the water-Scrum-fall is wrong . . .
WATER SCRUM FALL
Requirements Development
Unit testing
Integration
testing
System testing
Planning Deployment
Release
Design
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When the water-Scrum-fall is right . . .
Push Push
WATER SCRUM FALL
Justification
Development
Unit testing Integration
testing
System testing
Planning Deployment
Release
Design
Requirements
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When the water-Scrum-fall is right . . .
Lean Thinking
Continuous delivery
WATER SCRUM FALL
Value
A3
Deployment
Kanban
Flow
Continuous integration
Model-driven deployment
Manage by constraints
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Visualizing the flow with Kanban
Kanban board
Planned In progress Tested In release UAT
178 Update
customer name.
108 Add
address lookup
from Zip.
190 Create
quote.
10 Calculate
rate value.
104 Build out
GUI framework.
112 Access
legacy SPOCC.
103 Add Bald
indicator to
customer .
178 Get quote. 11 Build
environment.
Done closed
112 Customer
entry
119 Get
equipment.
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The Implications to ALM
Speeding up development cycles
Changing the composition of teams
Empowered individuals (who can select their own tools)
Increasing the importance of transparency
Dynamic planning cycles
Active business involvement
Focus on flow
Change in nature of documentation
Changeable process as we move from Water-Scrum-Fall
Agile, Lean, anti-software factory means a different ALM
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The Evolution of Development
Agile and Lean Thinking Spur Innovation
The Emergence of Continuous Delivery
What it means to you
Agenda
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Agile Fractures Traditional ALM Processes
J
Requirements
complete
F M A M J J A S O N D
Development
complete
Testing
complete
Design
complete
Waterfall
project
milestones
Iteration 0
complete
1 2 3 4 5 6 7 8 9 10
Iteration 11
complete
Agile
project
milestones Parallel Design Development and Debug
Deployment
complete
Manual process hand-offs are hard to scale!
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Overhead of a release
34% overhead of a
release is more
than a week.
Source: Open Library (http://openlibrary.org/)
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Speeding up releasing software
Treat software release and
deployment as a value chain.
Be consistent through the promotion
of software.
Use automation as much as possible.
Create a dashboard that provides
clarity and highlights issues.
Exploit tools that make it easier.
Continually improve the process.
Source: Jez Humble and David Farley, Continuous Delivery, Addison-Wesley Professional (2010)
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Dev Ops movement encourages a different approach
Shared goals
– Operations and
development connected on
business goals
One lifecycle, one process
– Everyone involved in
releasing business value
Tooling that integrates
– Automation that streamlines
the process
© 2011 Forrester Research, Inc. Reproduction Prohibited 38
The Implications to ALM
Heavy focus on automation
Integration is the reality (operations and development,
development and QA)
Automated testing becomes more important
Cloud deployment becomes of interest
Traceability provides transparency
Broader team involved
DevOps changes lifecycle
© 2011 Forrester Research, Inc. Reproduction Prohibited 39
The Evolution of Development
Agile and Lean Thinking Spur Innovation
The Emergence of Continuous Delivery
What it means to you
Agenda
© 2011 Forrester Research, Inc. Reproduction Prohibited 40
Summary
Business requires a different sort of delivery.
– Do more with less at the speed of the business.
Agile continues to grow in the enterprise but . . .
– Increased importance of broader process models
– Water-Scrum-fall is the reality.
Lean provides support for enterprise Agile.
– Kanban provides visualization.
– Focus on value and waste.
Continuous delivery provides quick wins.
– Consistent promotion
– Automation
© 2011 Forrester Research, Inc. Reproduction Prohibited 41
Software business is a
cool business
– But with power comes
responsibility
Think about improving the
value stream
– Value, waste and flow
Adopt a different way of
thinking about ALM
– Agile and Lean provide
foundations
What is means to you…
© 2011 Forrester Research, Inc. Reproduction Prohibited 42
Thank you
Dave West
VP and Research Director
Phone :- +1 617.613.6376
Twitter :- davidjwest
Email :- [email protected]
www.forrester.com
To help people
deliver software
just a little bit
better
© 2009 Forrester Research, Inc. Reproduction Prohibited
Thank you