ALM Maturity

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ALM Maturity




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Presentations text content in ALM Maturity

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ALM Maturity

Tina Erwee

Senior consultant

Microsoft Consulting Services

Session Code: ARC203

Slide3

Key take-aways

What is ALM and why is it important

The different maturity levels

What discipline areas are covered

What maturity levels to strive for

How mature are YOUR ALM processes?

Slide4

What is ALM and why is it important

ALM stands for Application Lifecycle Management

A mature Application Lifecycle Management approach is key to IT being a strategic asset to the business

ALM is

more than just the SDLC

since it covers the entire lifespan of a software solution – from the original idea when a business need is identified right through to decommissioning of the solution

Slide5

ALM as a Business Strategy

Slide6

Business Strategy and ITThe importance of being different

A primary goal of business strategy is to create competitive advantage

The essence of that advantage is being different

Virtually all business strategies today have an IT component

But most of IT isn’t focused on being different

Slide7

Relative Benefit of an InnovationFrom competitive advantage to cost of doing business

Time

CompetitiveAdvantage to Firm

First firm in an industry implements innovation

Third firm in an industry implements innovation

Second firm in an industry implements innovation

Slide8

CompetitiveAdvantage to Firm

Categorizing IT SpendingStrategic vs. utility

Utility IT

Window of differentiation

Strategic IT

Slide9

Making the ConnectionBusiness strategy and application platforms

Business strategy means

being different

from the competition

Being different relies on

differentiated IT

Differentiated IT commonly means

custom applications

Custom application development depend on you

ALM Platform and Processes

Slide10

What is Application Lifecycle Management

Slide11

Application Lifecycle Management IS?

Defining ALM isn’t EasyOften Equated with SDLCALM is much more than SDLC

“An application’s lifecycle includes the entire time during which an organization is spending money on this asset, from the initial idea to the end of the application’s life”

Slide12

The

Three Aspects of ALMTurning Business Ideas into Software

GovernanceAll decision making and project management DevelopmentHappens first between idea and deploymentContinually Reappears throughout an Applications LifeOperationsRun and Manage the Application

Development

Operations

Governance

Deployment

Idea

End

of Life

Slide13

Aspects

of ALM

Governance

Key to Maximizing ReturnStart by Developing a Business CaseManage Development with PPMManage the Application like any other business asset with APM until End Of Life

Project Portfolio Management

Application Portfolio Management

Business Case Development

Operations

Development

Governance

Slide14

Aspects of ALM

Development

A

fundamental part of every

Application’s Lifecycle

Define Requirements based on the Business Case and Design, Develop and Test the ApplicationManage Maintenance of the Deployed ApplicationPerform another develop cycle to build new versionSDLC is not ALM, but a part of the ALM story

Operations

Development

Governance

Maintenance

SDLC, v2

SDLC, v1

Slide15

Aspects of ALM

Operations

Deployment Intimately Connected with Development

And a fundamental part of OperationsContinuous Monitoring and Updates

Operations

Development

Governance

Deploy Updates

Deploy

Monitor

Slide16

The different maturity levels

Slide17

ALM Maturity Legend

Slide18

ALM Maturity Levels

Basic

Processes are typically homegrown

Processes are typically not documented

There are little to no cross-functional communications;

Processes are performed in an ad-hoc, informal manner.

These companies are not professional development organizations

They usually do not know the next steps for developing software.

Slide19

ALM Maturity Levels

Standardised

Processes are performed in a more uniform way but not 100 percent consistently

A few departments follow the process but you see that some of the other areas do not.

The company may follow best practices, but it is not receiving the value because of implementation or commitment.

Slide20

ALM Maturity Levels

Advanced

The right process across the organization

The processes are clearly documented

Processes are maintained

Processes are following industry best practices

This level is where most companies strive to be.

Slide21

ALM Maturity Levels

Dynamic

The Dynamic maturity level is rarely found

It is not feasible for most companies to be performing at this level.

Therefore, do not be alarmed or try to move into this maturity level since it may not make economic or business sense

The companies that qualify for this level generally perform at the top of their industry and include the lower maturity levels in their practices

Slide22

ALM Practice Areas

Microsoft identified the following practice areas:

Architecture and Design

User Experience

Requirements Management

Software Coding Quality

Software Configuration Management

Data Management

Project Management

Deployment and Operations

Quality Assurance and Test

Application Delivery

Slide23

Typical ALM Challenges

Slide24

Typical ALM challenges

Slide25

Typical ALM challenges

“We don’t have good visibility into project status”

“Our teams are not communicating effectively”

“Requirements are not sufficiently defined or tracked”

“We need lightweight, agile development processes”

“Software is not adequately tested”

“Cost of maintaining and operating the solution exceeds the business benefit”

Slide26

What goes wrong at immature levels?

Architecture and design

Functionality is repeated in several different applications

There is very little or no overall architecture and architectural standards

A minor change can cause massive headaches:

Time consuming to implement

Costly

A change in one area breaks functionality in another area

There is very little direction for the future of the application

It becomes a GREAT BALL OF MUD!

Slide27

What goes wrong at immature levels?

User Experience

Poor UX in internal facing applications cost money

Productivity is negatively impacted

Switching between screens to complete a single task

Copy and paste between screens

Data capture errors impact on the quality of data

External facing web sites with a poor user experience will loose your company business

Think of the difficulties to find a good movie and book a seat on some of our local movie theatre sites

Or find the cheapest air fare and book your ticket on some of our airline sites

Slide28

What goes wrong at immature levels?

Requirements Management

Poor requirements are expensive

Development time is lengthened

Developers spend time clarifying requirements rather than developing software

Requirements are incorrectly implemented leading to project failure

Redevelopment has to occur which increases the cost of the application overall

Frustrated and unhappy developers!! Which can lead to your company loosing highly skilled and valuable resources

Slide29

What goes wrong at immature levels?

Software coding quality

Poor code quality is expensive

Higher defect rate

Expensive to make changes

Difficult to find the right place

Learning curve for new developers

Security weaknesses

Performance issues

Frustrated and unhappy developers!! Which can lead to your company loosing highly skilled and valuable resources

Slide30

Aside 

I don’t care if it works

on your machine.

We are not

shipping

your machine!

Slide31

What goes wrong at immature levels?

Software configuration management

Poor software configuration management is expensive

Embarrassing – reintroduction of previously fixed bugs

Lost source code

Confusion as to which is the current version

Development has to halt when a Production bug has to be fixed

The incorrect version of the application is released into the Production environment

Slide32

What goes wrong at immature levels?

Data management

Lost data – poor back-up procedures

Unable to roll back to previous version of the database

Poor application performance due to poor DB design

Unmaintainable

” stored procedures

Data structures become convoluted

Column names no longer describes the data it represent

Slide33

What goes wrong at immature levels?

Project management – PMs with no clear and up to date of project status

Broken promises!

Projects are late

Projects run over budget

90% syndrome

Overworked developers

Overtime, stress

Us vs. Them syndrome

Slide34

What goes wrong at immature levels?

Deployment and operations

Wrong versions are deployed

Deployment takes too long

Bugs aren’t fixed quickly enough

Source of a bug is not identified soon enough

Bugs are not reported to the correct team

Is it a network issue?

Not enough capacity on a server?

A software configuration error?

A real bug in the code?

An ID 10 T user error

Slide35

What goes wrong at immature levels?

Quality Assurance and Test

Testing should start with requirements or else:

Requirements might be misunderstood and therefore incorrectly programmed

Not all areas are tested

Poor performance in Production – Stress and Performance testing

Users will only test the paths they expect to use – edge cases might not be tested

Some functionality gets tested over and over while other bits and pieces don’t get tested at all and then break in Production on the first day!

Poor impression is created and Business looses confidence in the application

Slide36

What goes wrong at immature levels?

Application Delivery

If your application delivery methodology is too cumbersome you will lag too far behind Business

This will cause the Business to loose the competitive edge

Short term Insurance – the advent of the No claim bonus!

Banking – new exciting products

Cellular companies – SMS banking

Big bang approaches

Requirements are out of date even before you implement

Applications seem more expensive and Business cannot

percieve

the value - canned development projects

Controlled agility is the answer – short iteration of the full SDLC providing the Business with core functionality quickly and of high quality

Slide37

My motto

I would rather fail three months into a two-year project than three years into a two-year project.

Slide38

What level to strive for?

Slide39

Advanced is good enough!

Advanced

The right process across the organization

The processes are clearly documented

Processes are maintained

Processes are following industry best practices

This level is where most companies strive to be

Timely delivery of high quality software that is maintainable and can be monitored by Operations

Slide40

Flexible

ScalableInteroperableSecureManageable

An

Effective

ALM Platform Involves:

Process

Technology

People

Skilled and Highly Productive Teams

Adaptive to change

Clear visibility and accountability (

KPI’s

)

Compliance and risk management

Slide41

Why Slow Adoption of Team Tools?

To Adopt Team Tools requires more then individual developers changing, The process had to change

The change was meet with resistance

Focus was on optimizing individual practice and not process as a whole.

Vendors did not get it!

Team Tools enable transparency developers where not comfortable with

Slide42

Modern ALM Tools

Test Tool

Project Management Tool

Requirements Tool

Shared Server

Requirements

Source Code Versions

Test Cases

Design Documents

Project Stats

Development Tool

Architecture Tool

Slide43

What are your next steps?

Do an online assessment

Work out a heat map based on the results

Ask Microsoft to assist with a full ALM assessment

Slide44

What is an ALM Assessment?

Measures organization’s capabilities against industry and Microsoft best practices in disciplines across the lifecycle

Demand and Portfolio ManagementRequirements ManagementProject ManagementQuality Assurance

Build and Release ManagementChange ManagementArchitecture & DesignData Management

Slide45

Find out where you are

An online ALM assessment can be completed by an individual or a team

Understanding of exactly where IT processes are strong and where they can be improved

Peer comparisons, so you can see how your processes set up against others in

your industry and organization size

An important discussion document for your team, management, and partners

Slide46

Online Assessment

The online assessment can be used for:

A quick overview of current conditions

An initial baseline measurement of their development processes

To track progress over time with periodic surveys

A conversation starter for deeper dialogue about ALM

www.microsoft.com/assess

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question & answer

Slide48

www.microsoft.com/teched

Sessions On-Demand & Community

http://microsoft.com/technet

Resources for IT Professionals

http://microsoft.com/msdn

Resources for Developers

www.microsoft.com/learning

Microsoft Certification & Training Resources

Resources

Required Slide

Speakers,

TechEd 2009 is not producing

a DVD. Please announce that

attendees can

access session

recordings at TechEd Online.

Slide49

Track Resources

www.microsoft.com/assess

msdn.microsoft.com/en-

za

/architecture

www.codeplex.com

Slide50

Related Content

DTL203 What’s New in Team Foundation Server 2010?DTL305 Managing Releases Between Your Development and QA with Team System 2008DPR201 The Daily ScrumDTL301 Power Tools on Team Foundation Server 2008DTL205 A Lap Around Team System 2010 Architecture Edition DTL202 Team System 2010 Development Essentials

WTB212 How Microsoft and Others Use Team Foundation Server

WTB201 Architecture Whiteboard Session

Slide51

Complete a session evaluation and enter to win!

10 pairs of MP3

sunglasses

to be

won

Slide52

©

2009 Microsoft

Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.

The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation.

MICROSOFT

MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

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