Big Box Co Assessment Findings

8/17/2019 Big Box Co Assessment Findings

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IBM AND BIG BOX COMPANY CONFIDENTIAL – FOR INTERNAL USE ONLYJune 15, 2010 Page 2

Big Box Company Contents

• Big Box Company Assessment Focus• Approach• Survey vs. Interview Results• What’s Working Well

• Representative Challenges• Challenges I!enti"ying #aps• $ptions %&ort vs. 'alue

• (otential Inhi)itors to A!option• *ext Steps


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Big Box Company Assessment Focus

• I!enti"y opportunities to help Big BoxCompany )alance spee! to marketwith +uality

• ,n!erstan! where Big Box Companyper"orms relative to mo!ern so"tware!evelopment practices

• I!enti"y opportunities "orimprovements in S- C an! esta)lishan actiona)le roa!map


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Big Box Company Approac%

The IBM Assessmentoffers a structuredapproach to help teamsmeasure and iterativelyimprove the businessprocess of softwaredelivery using: !urveys Interviews !elected Artifact "eview #indings and

"ecommendations "oadmap

Empower teams to measure, manage and incrementally improvetheir software delivery capability.

Elicit and set businessvalue objectives

Determine the practiceocus areas

!ccelerate and monitorpractice adoption

"evie# and communicatebusiness results

Phase

1

Phase2

Phase3

Phase4

Go back to Phase 2

Confirm results delivered and start next project


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Big Box Company Bac&ground• /hank you0

1 "or your openness 2 participation

1 "or the time you spent with us• $ver the past weeks we have

Surveye! 34 in!ivi!uals with 56 responses Interviewe! 78 stakehol!ers 9 7 have multiple roles 9 6 also in survey

#athere! CI$ an! executive perspectives Reviewe! representative arti"acts an! templates provi!e! )y Big Box

Company


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IBM AND BIG BOX COMPANY CONFIDENTIAL – FOR INTERNAL USE ONLYJune 15, 2010 Page $

Big Box Company Core SDLC 'ractices

$

$ $

$ % #ocus Areas

&ractices used forthe assessment


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Big Box Company(ypical Large Company 'ro)le


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Big Box Company Big Box Company*s Self+Assessment

''( current vie#

)hat *'+ t picall sees

''(-s uture


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Big Box Company ,B- Findings''(-s assessed state

)hat *'+ t picall sees

E ective practices


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Big Box Company .%at*s .or&ing .ell

• Current process provides valuable chec'points• (rgani)ational focus on testing• &oc'ets of good practices for re*uirements definition+

architecture+ *uality and supporting disciplines• Commitment to follow the !,-C• .arly prototyping supports re*uirements visuali)ation• Beginning to enable data governance



Big Box CompanyRepresentative C%allenges

/0 Timing+ Accountability and Collaboration between Business

and IT needs to be optimi)ed10 "e*uirements ,efinitions techni*ues are applied inconsistently20 Inflexible application of !,-C and 3ating process40 Access and identification of reusable content is limited

50 Manually intensive software development process60 "e*uirements lac' enough detail for test70 ,eveloper test is incomplete80 Test Cases are not consistently traced

90 Builds are manual and inconsistent/ 0Architecture 3overnance stops at 3ate 1



Big Box CompanyC%allenges: ,dentifying /aps

/; Timing+ Accountability andCollaboration between Business andIT needs to be optimi)ed

: Inconsistent implementation

1; "e*uirements ,efinitions techni*uesare applied inconsistently

:



Big Box Company

4; Access and identification of reusablecontent is limited

: &ro=ect>centric focus

2; Inflexible application of !,-C and3ating process

: Impacts ability to respond to change

C%allenges: ,dentifying /aps



Big Box Company

6; "e*uirements lac' enough detail fortest

: Additional wor' rather then usingcurrent artifacts

5; Manually intensive softwaredevelopment process

: -imited automation and integration




Big Box Company

8; Test Cases are not consistentlytraced

: ?ot all test cases traced to originalre*uirements

7; ,eveloper test is incomplete: -imited implementation of test

framewor's and build integration



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Big Box Company

9; Builds are manual and inconsistent: @ery early adoption with build scripts

/ ; Architecture 3overnance stops at3ate 1

: #ocused on infrastructure and notverified during implementation

"epeatable



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Big Box Company0ptions: 12ort vs3 4alue

.ffort to Implement

& o

t e n

t i a

l B u s

i n e s s

@ a

l u e

Engage'usiness

"esourcesEarl

"e/uirements+anagement (ommon

raceabilit

*nvolve all indevelopment odetailed design

and re/uirements

Establishhard#are testing

suites

Developautomated

testingsuites

Enhance!rchitectural

overnance

Design+odeling

!utomate 'uilds

Developer nit esting

EnhanceD (

ailoring

'usinessProcess +odeling

se(ase

(onsistenc

Pilotincrementaland iterativedeliver 617

!rchel 8!udits

Enterprise !sset+gmt 627

hared9ision

:otes;617 includes right8timing re/uirements627 includes shared vie# o re/uirements

5 o #

t o + e

d i u m

+ e

d i u m

t o 9 e r ,

< i g h

Enhanceovernance

EnhanceEnterprise

!rchitectureEnhance+etrics

EnhanceD (

raining

addresses other challenges

addresses top challenges


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Big Box Company'otential ,n%i5itors to Adoption

,n%i5itor -itigation Strategy

,ifficulty accepting alternative forms ofdocumentation and development and oragile practices

Training and 'nowledge transfer &ilot pro=ects with alternative developmentapproaches

&erceived initial impact ofrecommendations on program andpro=ect time and cost

.nsure visible sponsorship

&erformance goals related to adoption ofmodifications

.xpect a learning curve

Business IT Collaboration Move to shared business and ITownership of solution


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Big Box Company 6ext Steps73

CommunicateRoadmap

Roadmaporkshop

!inali"eRoadmap

E#ecutive$ummary

&rioriti)e options in"oadmap wor'shop

@& s+ Core TeamIBM (n>site

+arch 31 st

IBM to ,eliver ,raft"oadmap

!pril $th

&rovide feedbac'To IBM on "oadmap

!ponsors Core TeamConference Call

!pril 10 th

,eliver "oadmap@& s+ Core TeamIBM (n>site

!pril 1$th

#ormal "eview of ,raft"oadmap

!ponsors Core TeamConference call

!pril &th

&resent E=ecutive"evie# &resentation!ponsorsIBM (n>site

!pril 20 th

&resent "oadmap ?ext !teps@& s+ &articipants+

Core Team+ ,irectors

ate !pril

Deliverable>e :

Big Box Co Assessment Findings

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