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8/17/2019 Big Box Co Assessment Findings
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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
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 3
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
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 4
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
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 5
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
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 $
Big Box Company Core SDLC 'ractices
$
$ $
$ % #ocus Areas
&ractices used forthe assessment
8/17/2019 Big Box Co Assessment Findings
7/19IBM AND BIG BOX COMPANY CONFIDENTIAL – FOR INTERNAL USE ONLYJune 15, 2010 Page %
Big Box Company(ypical Large Company 'ro)le
8/17/2019 Big Box Co Assessment Findings
8/19IBM AND BIG BOX COMPANY CONFIDENTIAL – FOR INTERNAL USE ONLYJune 15, 2010 Page &
Big Box Company Big Box Company*s Self+Assessment
''( current vie#
)hat *'+ t picall sees
''(-s uture
8/17/2019 Big Box Co Assessment Findings
9/19IBM AND BIG BOX COMPANY CONFIDENTIAL – FOR INTERNAL USE ONLYJune 15, 2010 Page .
Big Box Company ,B- Findings''(-s assessed state
)hat *'+ t picall sees
E ective practices
8/17/2019 Big Box Co Assessment Findings
10/19IBM AND BIG BOX COMPANY CONFIDENTIAL – FOR INTERNAL USE ONLYJune 15, 2010 Page 10
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
8/17/2019 Big Box Co Assessment Findings
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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
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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
:
8/17/2019 Big Box Co Assessment Findings
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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
8/17/2019 Big Box Co Assessment Findings
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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
C%allenges: ,dentifying /aps
8/17/2019 Big Box Co Assessment Findings
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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
C%allenges: ,dentifying /aps
8/17/2019 Big Box Co Assessment Findings
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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
C%allenges: ,dentifying /aps
8/17/2019 Big Box Co Assessment Findings
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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
8/17/2019 Big Box Co Assessment Findings
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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
8/17/2019 Big Box Co Assessment Findings
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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 :