Toward the Industrialization of Software Development and … · · 2009-04-27Toward the Industrialization of Software Development and Delivery: ... MS.net. Packaged. Apps. Java

®

IBM Software Group

© 2009 IBM Corporation

Toward the Industrialization of Software Development and Delivery:

A View of Rational Strategy and Directions

Alan W. Brown Rational CTO for [email protected]

mailto:[email protected]

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Topics

Toward Software Delivery Factories

Today’s Rational Solutions

Taking the Next Step

Roadmap and Summary

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Your Business Depends on their Ability to Innovate and Deliver Superior Systems and Software

Advanced reporting enables you to demonstrate compliance to requirements and

regulations with complete accountability

Increased automation enables you to develop products at a lower cost and with fewer resources

than before, while coping with rapidly changing market demands and technological advances

Enhanced collaboration enables you to manage relationships between

subcontractors and multiple suppliers

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But……

……the world is changing……

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In Banking, five key trends will drive the industry to become a highly specialized market with tremendous demand complexity

Customers redefine the rules of the game

2015 Mega-Trends

Changing workforce composition dictates new approaches

Technology improves inexorably to enable breakaway value

Universal banks and ultra-focused niche players thrive

1

2

3

5

Regulatory burdens intensify4

Pronounced shifts in demographics, attitudes and behaviors, in addition to ubiquitous information, are giving customers increased purchasing power

IBM’s Vision - The Future of Banking

An older and increasingly mobile and diverse workforce will require new and more flexible approaches to compensation and performance management

Heightened requirements around privacy, security and operational and partnership risk will require banks to take an enterprise-wide approach

Advances in global connectivity, computing power, service- oriented architectures, and data analysis will lead to unprecedented functionality

Customers

Competition

Human Capital

Regulation

Technology

Source: IBM Institute for Business Value

The marketplace will further consolidate and non-bank banks and industry specialists will both compel and enable traditional banks to specialize

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But……


……our own organizations are changing……

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Toward Global Delivery of Systems and Software

Customer pain points

Mismatched and misunderstood process

Communication issues

Cultural issues

Decreased productivity

Increased rework

Mistakes in work-transfer

Higher coordination costs

Political issues

Lack of security IP protection

Lack of project visibility, agility and control

Lack of project metrics – unable to measure success

Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings

Business drivers

Acquisitions and mergers

Increased flexibility to adapt quickly

Budget cuts / cost reductions

Skill shortage

Variable staffing model

Application backlogs

Competitive edge with decreased time to market and low cost solution

CreatesGlobal

Development & Delivery

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The Economics of Offshore Development

Centralized

100%

Distributed

+70%

-20%

-20% =30%

Costs in the U.S.and Europe

Reduced Costs Due to Lower Labor Rates

+70%

Additional Collaboration

Costs

Additional Management

and Monitoring Costs

Overall Offshore Cost Savings

“Offshore Outsourcing – Business Models, ROI and Best Practices” Marcia Robinson & Ravi Kalakota

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Today’s Globally Distributed Organizations An Illustration

On-Site(W.Europe)

Off-Shore(India)

Near-Shore(E.Europe)

Analysis Design Construction

Function & Performance

TestComponent

TestDeployment Project

Management

100%100%

40%

60%

70%

30%

60%

40%

80%

20% 20%

20%

60%

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But……


……our own organizations are changing……

……our software practices are not keeping pace……

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Performance of people & assets in software supply chains

“Whether designing an airplane, assembling a motorcycle [or delivering software]… the ability to integrate the talents of dispersed individuals and organizations is becoming the defining competency for managers and firms.”

-- Tapscott & Williams, Wikinomics, Copyright 2006

E01-EDI

Data Warehouse(Interfaces to and from the

Data W arehouse are n ot

displayed on this diagram)

G02 - GeneralLedger

A05 - AP

S01 - SalesCorrections

I01 POReceiving

I03 Return toVendor

I06 WarehouseManagement

M a inframe apps - B luePC/NT apps - G reenUnix apps - Y ellow3rd party interface - OrangeLines: Colors have no special meaning.They are to help make the diagram easier toread.For More Information: See the databasecontaining information about eachapplication: Application V4.mdb

S06 - Credit App

P15 EES EmployeeChange Notice

OTHER APPS - PCAP - Collections/Credit

TM - Credit Card DB

AC CTS R EC APPS - PC990COR

Bad DebtBenefical Fees

Beneficial ReconcilJEAXFJEBFAJEBK AJEDVA

JESOAJEVSAJEVSF

NSFTeleCredit Fees

INVENTORY CONTROL APPS - PCCode Alarm

Debit ReceivingsDevo Sales

Display InventoryIn Home

JunkoutsMerchandise W ithdrawl

Promo Credits

RTV AccrualShrink

AP Research - Inv CntrlAP Research- Addl Rpt s

Book to Perpet ual InventoryClose Out Reporting

Computer Intelligence DataCount C orrections

Cross Ref for VCB Dnlds

Damage W rite OffDebit Receivings

DFI Vendor Dat abaseDisplay Inventory Reconcil

Display Inventory Rep orting

INVENTORY CONTROL APPS - PCDPI/CPI

IC BatchingInventory Adj/Count C orrect

Inventory Control ReportsInventory Levels

Inventory RollMerchandise W ithdrawl

Open Receivings

PI Count Result sPI Time R esults from Inv

Price Prot ectionSales Flash Reporting

Shrink ReportingSKU Gross Margin

SKU Shrink Level DetailUSM

VCB Downloads

Journal Entry Tool Kit

Scorecard - HR

L02-ResourceScheduling(Campbell)

P09 - P17Cyborg

M02 - Millennium

M03 - Millennuim 3.0

Banks - ACH and Pos toPay

Cobra

B01 - StockStatus

S03-Polling

P14 On-line NewHire Entry

CTS

Plan Administrators(401K, PCS, Life,

Unicare, SolomonSmith Barney)

D01 Post LoadBilling

I04 HomeDeliveries

I02 -Transfers

Arthur Planning

I07 PurchaseOrder

I12 EntertainmentSoftware

I05Inventory Info

E13E3 Interface

S04 - Sales Posting

V01-Price ManagementSystem

I10 Cycle PhysicalInventory

I55 SKUInformation

K02Customer Repair

Tracking I35 Early WarningSystem

B02 MerchandiseAnalysis

I13- AutoReplenishment

U18 - CTO

InterceptI09 Cycle Counts

E02-EmployeePurchase

Texlon 3.5

ACH

Stock Options

I17 Customer PerceivedIn-Stock

U16-Texlon

SiteSeer

C02 - CapitalProjects

F06 - FixedAssets

US Bank ReconFile

Star Repair

EDICoordinator

Mesa Dat a

NEW SoundscanNPD Group

AIG W arrant y Guard

Resumix

Optika

Store BudgetReporting

P16 - Tally Sheet

Cash Receipts/Credit

S05 - HouseCharges

Ad Expense

L01-PromoAnalysis

V02-PriceMarketingSupport

BMP - Busperformance Mngt

StoreScorecard

I11 PriceTesting

Valley Media

P09Bonus/HR

I15 Hand ScanApps

Roadshow

POS

S08 - VertexSalesTax

A04 - CustRefund Chks

Equifax

ICMS Credit

CellularRollover

S09 - DigitalSatelliteSystem

NPD,SoundScan

Sterling VANMailbox (Value)

I18SKU Rep

X92-X96Host to AS400

Communication

S02 -Layaways

Washington,RGIS,

Ntl Bus Systems

V04-SignSystem

I14 Count CorrectionsNARM

P01-EmployeeMasterfile

I06 - CustomerOrder

FrickCo

UAR - Universal AccountReconcilliation

DepositoryBanks

S07 - CellPhones

S11 - ISPTracking

AAS

Fringe PO

Cash Over/Short

L60 MDFCoop SKU Selection

Tool

SKUPerformance

SupplierCompliance

1

I35 - CEIASIS

Misc Accounting/Finance Apps - PC/NTCOBA (Corp office Budget Assistant)PCBS(Profit Center Budget System)

Merchandising Budget

AIMSMerch Mngr Approval

Batch ForcastingAd Measurement

AIMS Admin

AIMSReportingAd

Launcher

V03- MktReactions

SpecSource

CTO2.Bestbuy.com

RebateTransfer

SignSystem

CopyWriter'sWorkspace

ELTPowerSuite

StoreMonitor

AIS Calendar

Stores & Mrkts

Due Dates

Smart Plus

InsertionsOrders

BudgetAnalysis Tool

Print CostingInvoice App

AIS Reports

BroadcastFilter

Smart PlusLauncher

GeneralMaintenance

Printer PO

PrinterMaintenance

VendorMaintenance

Vendor Setup

Connect 3

Connect 3Reports

Connect 3PDF Transfe

Spec SourceSKU Tracking

S20-SalesPolling

Prodigy

PSP

In-HomeRepair

WarrantyBillingSystem

Process Servers(Imaging)

Prepared by Michelle Mills

Page 1 of 2

E01-EDI




G02 - GeneralLedger

A05 - AP


I01 POReceiving

I03 Return toVendor



S06 - Credit App



TM - Credit Card DB




JESOAJEVSAJEVSF

NSFTeleCredit Fees





Promo Credits

RTV AccrualShrink












Open Receivings





VCB Downloads


Scorecard - HR


P09 - P17Cyborg

M02 - Millennium



Cobra

B01 - StockStatus

S03-Polling


CTS



E01-EDI




G02 - GeneralLedger

A05 - AP


I01 POReceiving

I03 Return toVendor



S06 - Credit App



TM - Credit Card DB




JESOAJEVSAJEVSF

NSFTeleCredit Fees





Promo Credits

RTV AccrualShrink












Open Receivings





VCB Downloads


Scorecard - HR


P09 - P17Cyborg

M02 - Millennium



Cobra

B01 - StockStatus

S03-Polling


CTS




I04 HomeDeliveries

I02 -Transfers

Arthur Planning

I07 PurchaseOrder


I05Inventory Info

E13E3 Interface

S04 - Sales Posting



I55 SKUInformation

K02Customer Repair




U18 - CTO



Texlon 3.5

ACH

Stock Options


U16-Texlon

SiteSeer


F06 - FixedAssets

US Bank ReconFile

Star Repair

EDICoordinator

Mesa Dat a



Resumix

Optika


P16 - Tally Sheet


S05 - HouseCharges


I04 HomeDeliveries

I02 -Transfers

Arthur Planning

I07 PurchaseOrder


I05Inventory Info

E13E3 Interface

S04 - Sales Posting



I55 SKUInformation

K02Customer Repair




U18 - CTO



Texlon 3.5

ACH

Stock Options


U16-Texlon

SiteSeer


F06 - FixedAssets

US Bank ReconFile

Star Repair

EDICoordinator

Mesa Dat a



Resumix

Optika


P16 - Tally Sheet


S05 - HouseCharges

Ad Expense

L01-PromoAnalysis



StoreScorecard

I11 PriceTesting

Valley Media

P09Bonus/HR

I15 Hand ScanApps

Roadshow

POS



Equifax

ICMS Credit

CellularRollover


NPD,SoundScan


Ad Expense

L01-PromoAnalysis



StoreScorecard

I11 PriceTesting

Valley Media

P09Bonus/HR

I15 Hand ScanApps

Roadshow

POS



Equifax

ICMS Credit

CellularRollover


NPD,SoundScan


I18SKU Rep


Communication

S02 -Layaways

Washington,RGIS,

Ntl Bus Systems

V04-SignSystem



I06 - CustomerOrder

FrickCo


DepositoryBanks

S07 - CellPhones

S11 - ISPTracking

AAS

Fringe PO

I18SKU Rep


Communication

S02 -Layaways

Washington,RGIS,

Ntl Bus Systems

V04-SignSystem



I06 - CustomerOrder

FrickCo


DepositoryBanks

S07 - CellPhones

S11 - ISPTracking

AAS

Fringe PO

Cash Over/Short


Tool

SKUPerformance

SupplierCompliance

1

I35 - CEIASIS

Cash Over/Short


Tool

SKUPerformance

SupplierCompliance

1

I35 - CEIASIS





AIMS Admin

AIMSReportingAd

Launcher

V03- MktReactions

SpecSource

CTO2.Bestbuy.com

RebateTransfer

SignSystem


ELTPowerSuite

StoreMonitor





AIMS Admin

AIMSReportingAd

Launcher

V03- MktReactions

SpecSource

CTO2.Bestbuy.com

RebateTransfer

SignSystem


ELTPowerSuite

StoreMonitor

AIS Calendar

Stores & Mrkts

Due Dates

Smart Plus

InsertionsOrders

BudgetAnalysis Tool

Print CostingInvoice App

AIS Reports

BroadcastFilter

Smart PlusLauncher

GeneralMaintenance

Printer PO

PrinterMaintenance

VendorMaintenance

Vendor Setup

Connect 3

Connect 3Reports

Connect 3PDF Transfe

Spec SourceSKU Tracking

S20-SalesPolling

Prodigy

PSP

In-HomeRepair

WarrantyBillingSystem

Process Servers(Imaging)

Prepared by Michelle Mills

Page 1 of 2

Lack of architectural governance

Actual application architecture of an IBM client

Palm / PDA Blackberry

System i

System z

CICS / IMS

Web 2.0

Software archeology

Linux

SAP / Oracle

MS.net

PackagedApps

Java / J2EE

VB / C++

Layers of disjointed, poorly managed software assets

Contributors are everywhere with diverse skills, roles

Growing complexity associated with IP & regulatory mandates

More formal IT & business service level agreements

Packaged app vendorPackaged app vendor

LOB LeadersLOB Leaders

Testing teamTesting team

Core dev teamCore dev teamRegional SIRegional SI

Outsourced vendorOutsourced vendor

Acquired dev teamAcquired dev team

Web teamWeb team

Architecture teamArchitecture team

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Projects Too Often Deliver Late, or Not at All!

Late Design Breakage

Patch/Test/Patch/..Iterative

DeadlineDeadline

Specifications

Build

Build

Final Tests

Release

If we cancel the project we

minimize the loss

If we cancel the project we

minimize the loss

Acceptance (SIT,UAT) &

Verification Begins Build

Implementation Phase

Implementation Phase

Requirements PhaseRequirements Phase

Release

Final TestsFinal Tests

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The Model is Evolving to a Software Delivery Factory

Enterprises look to IT to bring efficiency and stability in delivery of core capabilities to the business, and drive innovation and differentiation for new services to the market.

IT uses systems integrators and technology partners to create centers of excellence specialized in delivering value to the business.

We call these software delivery factories.

“Global Application Outsourcing”, Mark Skilton, CSC, April 2006.

http://en.wikipedia.org/wiki/Software_factory

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The Basis for an Efficient Software Delivery Factory

Desktop/database integration Global integration

Function first Team first

Manual Process aware and transparent

Pre-determined tool function Dynamically extensible

Proprietary infrastructure Internet standards

Lengthy team and project onboarding Day one productivity

Rigid process Creative collaboration

Project post-mortems Continuous steering

Best guesstimates Real-time insight

Ad hoc shared artifacts Managed reuse

Local standards Industry standards

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Software Factories Deliver Solutions in an Agile Way The Eclipse Approach – Iterative and incremental

fitness

endgame

release 3.2

M1

plan

deve

lop

stab

ilize

6 weeks

warm-up

retr

ospe

ctiv

e

initi

al re

leas

e pl

an

deco

mpr

essi

on

3.1

M2

plan

deve

lop

stab

ilize

…

plan

deve

lop

stab

ilize

sign-offsign-off sign-off

6 weeks 6 weeks

fix -

spit

& p

olis

hte

st fix test

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Achieving Agility at Scale

Disciplined agile teams:

1. Produce working software on a regular basis.

2. Do continuous regression testing, and better yet take a Test-Driven Development (TDD) approach.

3. Work closely with their stakeholders, ideally on a daily basis.

4. Are self-organizing, and disciplined teams work within an appropriate governance framework.

5. Regularly reflect, and measure, on how they work together and then act to improve on their findings in a timely manner.

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Summary: Changing Focus for Solutions Delivery

1. Reducing Labour Rates

2. Process Maturity and Consistency

3. Rigorous Governance and Management

4. Asset and Service Reuse

5. Increasing Levels of Automation

6. Flexible Sourcing – component level

7. Delivering Capabilities not resources

8. Software as a Service

Competitive Necessity Competitive Necessity

Competitive AdvantageCompetitive Advantage

Efficiency………Operational Stability………Innovation

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Topics




Roadmap and Summary

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Governance and Control of Software Delivery Factories

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IBM Rational Software Delivery Platform

• Enterprise Modernization and Transformation

• Organizational Governance

• Skill Development and Community

• Implementation Services

Manage Evolving

Requirements

Manage Architecture

Accelerate Change

& DeliveryImprove Project Success

Deliver Enduring Quality

Deploy Process & Governance Best Practices

In-house software

Outsource vendors

Packaged applications

Systems & products

Solutions to help customers achieve greater value and performance from their investments in delivering software

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Typical Software Development OrganizationBus

iness

Analys

is

Functi

onal

Analys

isTec

hnica

l Des

ign

ReferenceArchitecture

Development

Dev Factory Test Factory

Produc

tion

ITBusiness

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Layer 1 : Rational Asset Manager : Interdepartmental work product delivery

Busine

ss Ana

lysis

Functi

onal

Analys

isTec

hnica

l Des

ign


Development


Produc

tion

ITBusiness

RAM

Interchange examples:Business modelsSpecification documentsChange documents

Interchange documents:Usecase diagramsUser role descriptions

Interchange examples:UML diagramsTechnical specifications

Interchange documents:Architecture frameworksArchitecture guidelines

Interchange documents:Factory deliveriesFactory design documentsSLA descriptions

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Large Petroleum Company’s IT organization

Objective Applications Management

Reduce time to find critical documents for supporting new release of a software products

Reduce time down time applications

Capture application knowledge from distributed support team workers (India, Brazil)

Solution IBM’s Rational Asset Manager (RAM) Integrations with HP Asset Center, HP Service Center, ClearCase, ClearQuest.

Benefits

Reduce service down time as a result of better understanding which fine grained RAM development assets have been validated for new operational configurations proposed in Tivoli CCMDB like new versions of WebSphere Server or JVM.

Faster searching and secure access to documents

Understand and trace asset lifecycle from development to production.

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Rational Asset Manager

CRUD

HP Asset Center

CRUDNavigate, browse?

Navigate, browse

HP Service Center

E-PIMS

Visual Studio

Telelogic System Architect

…

Navigate, browse

Navigate, browse

SCM

SCM

Their vision and usage of RAM as the central portal for IT KMS

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Rational Asset Manager

CRUD

Cross-repository analytics, reporting, impact analysis

HP Asset Center

CRUDNavigate, browse?

Navigate, browse

OptionalIntegration DB

HP Service Center

E-PIMS

Visual Studio

Telelogic System Architect

…

Navigate, browse

Navigate, browse

SCM

SCM

Additional functionality for analytics and reporting can be reached by the inclusion of a federated data store

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Layer 2: Lifecycle : Rational JazzBus

iness

Analys

is

Functi

onal

Analys

isTec

hnica

l Des

ign


Development


Produc

tion

ITBusiness

Requirements Management

Demand Management

Quality Management

Deployment Management

Version Control

Project ManagementJAZZ

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Creating a Platform That Can Transform Software Delivery

Enable team transparency of “who, what, when, why”

Build team cohesion and presence

Automate hand-offs – so nothing falls through the cracks

Automate team workflow improving productivity

Automate data collection eliminating administrative overhead

Real time reporting and alerts reduces project risk

Dynamic provisioning of projects and teams

Real-time iteration planning and workload balancing

Unify teams with tools choice

Real-time integration of people, process and projects across the lifecycle

Collaborate in Context

Right-size Governance

Day One Productivity

Robust, extensible and scaleable

Globally distributed, fluid and dynamic

Community-based and open at Jazz.net

An open technology initiative to transform how people work

together to deliver greater value and performance from their software investments

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Items and relationshipsEvent history,

Item history trends

Jazz RepositoryDefectsRequirementsUse-cases, …..

….,BuildsSource code,

Test-casesTest results

Storage

Event Notification Conversation

Project and Team Structure Search

ProcessEnactment

Security and Access

EclipseClient Platform

WebClient Platform

Visual StudioClient Platform

Jazz Collaboration Server

Rational’s Software Factory Tooling Platform

Rational ClearQuest

Rational ClearCase

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Jazz: Open, extensible, web-centric, integration architecture

Data

Open Lifecycle Services

Universal addressing and access

Language neutral

Loose coupling

Tools independentCore Services

Discovery

Administration(users, projects, process)

Query

Data Warehousing

Storage

Collaboration

Additional Services

Foundation Services

REST API

Task Specific Logic

Core Logic

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Layer 3 : Governance : Rational Jazz InsightBus

iness

Analys

is

Functi

onal

Analys

isTec

hnica

l Des

ign


Development


Produc

tion

ITBusiness

Factory Control

Development Metrics

Deployment Management

and Delivery into Production

Project Management

Demand Management

RAM

JAZZ

INSIGHT

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Topics


What is a Software Factory?



Roadmap and Summary

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The Rational Approach to Value

Application Portfolio Analysis

Understand overall application portfolio and their dependencies

Mapping logical functional areas to applications deployed

Outcome: Recommended efficiencies for decommisioning, aligning, and combining apps

Application and Project Analysis

Deep application analysis to understand current status of deployed systems

Connecting applications to historical change demands and trends

Outcome: Better decision making using detailed statistics and industry benchmarking information

Outcome: Complete CMDB + application asset portfolio mapping information

Process and Performance Analysis

Measurement framework for key process and practices

Assessment of priorities and change aligned with broader improvement processes (e.g., CMMi)

Outcome: Roadmap for process improvements with clear measurement goals and tracking

Tool Platform Analysis

Identify improvement areas for individual LOBs based on their delivery characteristics

Map of current LOB tools in use across the organization

Overlap and gap analysis to assess inefficiencies

Outcome: Proposed standardization of platform to reduce license costs and increase performance

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Measurement Framework (APM)

Information Collection Analysis

P o s t E S A F W M a n u a l A d j u s t m e n t s 3 . 3 7 1 3 P r e L i f e F W A p p o i n t P r o d u c e r 3 . 4 8 8 7 P o s t E S A F W A g e n t C h a n g e s 3 . 8 7 9 1 P o s t L i f e H F D B u i l d H i e r a r c h y 4 . 9 9 3 1 P r e L i f e H F D E s t a b l i s h S e l l i n g A g r e e m e n t 5 . 0 0 0 0 P o s t L i f e H F D S u p p o r t I n t e r n a l R e p l a c e m e n t s 5 . 8 9 7 6 P o s t I A F W B u i l d H i e r a r c h y 6 . 0 9 2 0 P o s t I A F W R e c e i p t R e q . a n d V e r i f y A p p t . 6 . 2 4 5 8 P o s t L i f e H F D P r o c e s s P a y m e n t 6 . 2 9 5 0 P o s t I A F W P a y m e n t O p t i o n s - - W i r e 6 . 5 2 2 3 P o s t I A F W P a y m e n t O p t i o n s - - M a n u a l 6 . 5 2 2 3 P o s t T e r m S C H R e c e i p t R e q . a n d V e r i f y A p p t . 6 . 6 1 6 5 P o s t I A F W A d d r e s s C h a n g e s 6 . 6 4 4 9 P o s t I A F W A g e n t C h a n g e s 6 . 6 5 4 1 P o s t I A F W S t a t e m e n t s 6 . 6 6 0 5 P o s t E S A F W T e r m i n a t e d A g e n t s 6 . 9 1 1 5 P o s t I A F W P r o c e s s P a y m e n t 6 . 9 9 3 6 P o s t E S A F W B u i l d H i e r a r c h y 7 . 1 6 3 1 P o s t T e r m S C H B u i l d H i e r a r c h y 7 . 1 6 3 1 P r e I A F W B a c k g r o u n d C h e c k 7 . 1 7 4 1 P r e L i f e F W B u i l d D e m o g r a p h i c s / A P R 7 . 3 6 3 8 P o s t T e r m S C H P a y m e n t O p t i o n s 7 . 7 3 2 8 P o s t I A F W P a y m e n t O p t i o n s - - D T C C 7 . 7 4 2 0 P o s t L i f e F W A g e n t C h a n g e s 7 . 9 6 3 6 P o s t L i f e F W B l o c k T r a n s f e r 8 . 0 4 0 5 P o s t T e r m S C H C o m p O u t s i d e N o r m C y c l e 8 . 0 9 7 2 P o s t I A F W S u p p o r t I n t e r n a l R e p l a c e m e n t s 8 . 1 2 5 5 P r e I A F W E s t a b l i s h S e l l i n g A g r e e m e n t 8 . 2 3 8 3 P o s t L i f e H F D C a l c u l a t e C o m p 8 . 2 5 8 5 P o s t L i f e H F D C o m p O u t s i d e N o r m C y c l e 8 . 3 1 5 2 P o s t L i f e H F D N S C C P a y m e n t s 8 . 3 3 7 2 P o s t L i f e H F D R e c e i p t R e q . a n d V e r i f y A p p t . 8 . 3 7 6 5 P o s t T e r m S C H C a l c u l a t e C o m p 8 . 4 5 9 8 P o s t I A F W C a l c u l a t e C o m p 8 . 5 1 0 1 P r e L i f e F W R e n e w / T e r m i n a t e C o n t r a c t s 8 . 6 2 6 4 P o s t E S A F W A u d i t i n g C y c l e 8 . 6 4 2 0 P r e L i f e F W R e c . & E s t a b . I n d . P r o d . C o n t r a c t 8 . 8 0 5 1 P o s t L i f e F W B l o c k o f B u s i n e s s R e q u e s t 8 . 8 7 1 0 P o s t I A F W C o m p O u t s i d e N o r m C y c l e 9 . 4 9 2 8

A c t io n R e lo c a te R e p la c e R e s t ru c tu re R e p r io r it iz e

A c t io n R e t ir e

R e ta in

In-flight Projects Information

Component Business Model (CBM)

Description Internal positioning

Time/Risk/Impact

Payb

ack

Assumptions Key FiguresRisks & Dependencies Financials

NPV- Cost against benchmark

Resource Requirements- Personnel, Material, External

Spend, Other Milestones

Value: CHF nn

Application Opportunities

Results

Product Management

Risk Management

Business Acquisition and

Channel Management

Account Accountholder / Affiliated Party

Disbursements / Claims Cash Flow Financial Management

Business Administration &

Infrastructure

Plan Sponsor Administration

Product Portfolio StrategyProduct Alliances StrategyProduct

Planning & Analysis

Channel Segmentation

Strategy & Plng

Brand StrategyClient Asset

Retention Strategy

Market Research &

Analysis

Catastrophe Resource Planning

Campaign Planning

MiscellaneousPayments Strategy

Treasury PlanningBusiness Policies &

ProceduresChannel

Relationship Management

Account Exception Handling

Accountholder Satisfaction Management

Potential & Actual Loss Event Reserves

Management

Procurement / Vendor

ManagementChannel

Management (Plan &

Performance)

Account Administration Service Level Management

Customer Profitability Analysis

Claims Management

Business Process

Management

Risk and Exposure

Management

Campaign Management (External and

Internal)

Litigation Management

Regulatory Compliance Monitoring

Facilities Management

Reinsurance Management

Fraud Management

Investment Management

Asset Management (non-financial

assets)Technology

ManagementAudit & Legal Compliance

Risk Rating Channel Administration

Account Administration

Accountholder / Prospect/ Affilated

Party Profile

Underwriting Decisioning Channel Profile

Third Party Administration

Services

Accountholder Accounts

Loss Control (Mitigation Svcs)

Campaign Execution

Claims Processing Auditing

Product Suitability

Client Negotiation / Claims

Settlement

Regulatory Compliance Reporting

Financial AdviceContract

Settlement / Agreement

Establish / Maintain Separate Accounts Disbursements Funds

SettlementSystems Dev &

OperationsEnrollment &

EligibilityRegulatory Compliance(OFAC, AML Verification)

Sales Generation and

Enablement

Content Management

Litigation Services & Arbitration

Human Resources

New Business Processing and

Policy Issue

Facilities Maintenance &

OperationsPublic Relations

Fraud Detection / Investigation

Training/ Knowledge

Management

Document, Print, and Imaging

ServicesBehavior Modeling

Producer Compensation

Environmental Risk Tracking

Value-Added Services

(Mitigation / Advisory) Admin

Plan Sponsor Services

Correspondence Handling

Business to Business Mktg

Separate Accounts Administration

Security Services

Group Pension Payout Schemes

Touch Point Handling (Contact

Servicing)Investment Operations

Exec

ute

Product Internal Approvals

Billing

Product Define and Design Treaty &

Facultative Reinsurance

Product Deployment Premium Audit Channel

Education Delivery

Accountholder Transactions and

Events

Rate, Rule and Form Filing

Promotion and Brand

Management

Value Added Services Handling

Touch Point Management

(Contact / Communications

Management)

Cash Transactions

Management & Control

Rate Negotiation Account Management

Underwriting Management

Accountholder Services

Performance Management

Medical Management

Accountholder Relationship

Strategy

Business Strategy

Business Planning & Budgeting

Capital Management (Asset / Liability

Portfolio Management)

Investment Strategy

Benefits / Claims Strategy

Cash Flow Planning & Budgeting

Financial Policy

Treasury / Bulk Reserves

Management

Cash Reserves Allocation

Accountholder Segmentation

Strategy & Planning

Cash Flow Policies and Procedures

Actuarial Control

Reinsurance Strategy

Group Strategy

Account Installation

Cont

rol

Product Economics & Performance

(includes Acturial Pricing)

Reconcile Cash Transactions

Dire

ct

Risk, Compliance,

Legal Management

Strategy

Channel Relationship

Strategy

Account Administration

Strategy & Planning

PaymentsPlan Participant

Modelling

Benefits Administration

Group Billing & Collections

Claim Impact / Expert Evaluation

Accounting Functions

(AR/AP/GL/P&L/Taxes)

Financial Reporting & Metrics

Financial Facility

Collections (includes 3rd

Party Collections)

Medical Bill Review

Alignment to new business strategy Alignment to operational business

objectives and needs Impact on business value

– Efficiency– Revenue– Customer

Leverage points in the organization

Accessibility of functionality Availability Usability Breadth and utility of function

Accuracy and Quality Accessibility to data Flexibility Maintainability

Development foundation Integration profile Scalability Architecture Maintainability Reusability Security

Operations & Support costs Maintenance & Development costs Licensing costs Training costs

Action Retire Replace Restructure Reprioritize Relocate

Existing Portfolio View

Revised Portfolio View

ValueFunctional

Technical

DataTCO Costs

Alignment to new business strategy Alignment to operational business

objectives and needs Impact on business value

– Efficiency– Revenue– Customer

Leverage points in the organization

Accessibility of functionality Availability Usability Breadth and utility of function

Accuracy and Quality Accessibility to data Flexibility Maintainability

Development foundation Integration profile Scalability Architecture Maintainability Reusability Security

Operations & Support costs Maintenance & Development costs Licensing costs Training costs

Action Retire Replace Restructure Reprioritize Relocate

Existing Portfolio View

Revised Portfolio View

ValueFunctional

Technical

DataTCO Costs

ValueFunctional

Technical

DataTCO Costs

ApplicationInventory Repository

Application Surveys

LimitedApplicationInventory

Business Processes

Data Architecture

Application Data Interfaces

A v a y a I n t e r a c t io nC e n t e r

A C E S A n d O M N IV R U

e C S W

C S W D C A S

W I S E

O M N I

A C E S

T P A W e b

P l a n S p o n s o rS y s t e m ( n o

i n t e g r a t i o n s w i t ho t h e r s y s t e m s )

C h e c k a n d T a x

O t h e rT o u c h P o i n t s

S p o n s o r W e b

R e f e r e n c e D a t a

B i- d i r e c t io n a l F l o w

U n i - d i r e c t i o n a l F lo w

Q D R O - Q u a l i f i e d D o m e s t i c R e la t io n s O f f ic eA p p l i c a t i o n I n t e r - r e la t i o n s h ip s

E n t r y A p p l ic a t i o n s P r o c e s s in g A p p l ic a t i o n s R e f e r e n c e D a t a A p p l i c a t io n s

APP

LIC

ATI

ON

SPR

OC

ESS

DA

TA

Example: Three integrated work streams

4 Weeks 3 Weeks 2 Weeks

IBM Software Group

3939

When modernizing enterprise technologies, it is important to make decisions from a business perspective.

Business processes are modeled, and analytics graphically show the type, number, or quality of technologies that support those technologies.

To find out more information about the technologies supporting a certain process, users simply click on the process step to view child technology diagrams.

Begin with understanding how your business goals Begin with understanding how your business goals relate to your high level processes and architecturerelate to your high level processes and architecture

Enterprise Architecture creates a common blueprint of enterprise information, the basis for complete analysis

IBM Software Group

40

Extract real data from current deployed application

Focus on “golden sample” of key applications

Validate information across applications and supporting lifecycle tools

Benchmark to industry norms and expectations

NormalisationInterpretationSyntheses

Workshop

CodeAnalysis

DataExtraction

Application Analysis Approach

IBM Software Group

41

cobol

j2ee

MIDAS

eHR/SAP

WMB

Code Analysis

Code Analysis

Code Analysis

Code Analysis

Code Analysis

Data extract

Data extract

Quality Mngt

Proj Mngt

Industry Data

Dat

a N

orm

aliz

atio

n

Dat

a In

terp

reta

tion

Synt

hese

sDeployment Retrospective

Size & Code Quality

Application Quality(Defect Density)

Effort & Duration

2

3

4

Workshop1

Pres

enta

tion

NormalisationInterpretationSyntheses

Workshop

CodeAnalysis

DataExtraction

Generic Information

Example Engagement

IBM Software Group

42

Topics


What is a Software Factory?



Roadmap and Summary

IBM Software Group

43

Reducing the Complexity in Software Delivery

By automating repetitive tasks thus saving labor costs

Examples include:

Build automation

Quality Management and Test Automation

Configuration Management

By discovering defects earlier in the lifecycle thus reducing the repair costs

Examples include:

Requirements Analysis and Management

Code Scanning

Modeling and Model-driven development

By lowering the risk thus decreasing the variance of software projects

Examples include:

Standardized software processes

Traceability through Integration

Efficiency

Productivity

Predictability

IBM Software Group

44

GOAL: Delivering value efficiently

and effectively in distributed organizations

Summary of the IBM Rational Software Strategy

Changing World, Changing Organizations

New approaches to software development and delivery are needed

Strong Focus on Value

Measured improvements

Clear ROI and metrics

Realistic expectations and goals

Rational Solutions Aimed at

Efficiency

Productivity

Predictability

IBM Software Group

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© Copyright IBM Corporation 2008. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.

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Toward the Industrialization of Software Development and … · · 2009-04-27Toward the Industrialization of Software Development and Delivery: ... MS.net. Packaged. Apps. Java