Enterprise Software Delivery
Bringing Agility and Efficiency to the Global Software Supply Chain
Published on 12. July 2012
Book
Paperback/Softback
320 pages
978-0-321-80301-6 (ISBN)
Description
Globalization, rapid technology churn, and massive economic shifts have made it more difficult than ever to deliver high-value enterprise software.
In Enterprise Software Delivery, IBM Distinguished Engineer Alan W. Brown guides decision-makers in understanding these new challenges, choosing today's best solutions, and successfully anticipating future trends.
Alan presents detailed, actionable techniques for building software supply chains that improve agility and innovation while responding to growing cost pressure. Using real-world case studies, he introduces the modern global software factory, demonstrating how to integrate and leverage global outsourced teams, collaborative application lifecycle management, and cloud-based virtual infrastructures.
Drawing on his extensive experience leading IBM Rational software strategy, and consulting with IBM enterprise customers, Alan illuminates everything from software R&D to metrics. Coverage includes
Understanding recent dramatic changes in enterprise software delivery requirements and practices
Overcoming false assumptions, outdated data and delivery models, and inexperience with strategy, innovation, education, or research
Incorporating integrators and partners in centers of excellence that specialize in delivering business value
Establishing team-based practices that encourage agility, scalability, and quality
Building adaptive software factories that integrate real-time feedback and respond rapidly to change
Using virtualized collaborative infrastructure to connect worldwide teams for developing software, assembling solutions, and delivering results
Transcending barriers related to geography, organization, skills, and culture
If you're an enterprise software leader, strategist, or practitioner, this book can help you improve every facet of performance you care about, including agility, quality, predictability, innovation, and value.
In Enterprise Software Delivery, IBM Distinguished Engineer Alan W. Brown guides decision-makers in understanding these new challenges, choosing today's best solutions, and successfully anticipating future trends.
Alan presents detailed, actionable techniques for building software supply chains that improve agility and innovation while responding to growing cost pressure. Using real-world case studies, he introduces the modern global software factory, demonstrating how to integrate and leverage global outsourced teams, collaborative application lifecycle management, and cloud-based virtual infrastructures.
Drawing on his extensive experience leading IBM Rational software strategy, and consulting with IBM enterprise customers, Alan illuminates everything from software R&D to metrics. Coverage includes
Understanding recent dramatic changes in enterprise software delivery requirements and practices
Overcoming false assumptions, outdated data and delivery models, and inexperience with strategy, innovation, education, or research
Incorporating integrators and partners in centers of excellence that specialize in delivering business value
Establishing team-based practices that encourage agility, scalability, and quality
Building adaptive software factories that integrate real-time feedback and respond rapidly to change
Using virtualized collaborative infrastructure to connect worldwide teams for developing software, assembling solutions, and delivering results
Transcending barriers related to geography, organization, skills, and culture
If you're an enterprise software leader, strategist, or practitioner, this book can help you improve every facet of performance you care about, including agility, quality, predictability, innovation, and value.
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Alan Brown
Enterprise Software Delivery
Bringing Agility and Efficiency to the Global Software Supply Chain
E-Book
06/2012
1st Edition
Addison Wesley
€36.99
Available for download
Person
Alan W. Brown is a Distinguished Engineer at IBM Rational software. Alan's current role is IBM Rational Chief Technology Officer (CTO) for Europe where he works with customers across Europe consulting on software engineering strategy as it pertains to enterprise solutions, process improvement, and the transition to agile practices. In this role, Alan engages in strategic discussions in areas such as enterprise solution delivery, software delivery economics, and distributed software and systems delivery. Alan has worked in many strategic roles in the software industry in Europe and the United States, including Vice President of Research and Development at Sterling Software, Research Manager at Texas Instruments Software, and as a senior technical staff member at the Software Engineering Institute (SEI) at Carnegie Mellon University. Alan has published more than fifty papers, authored four books, and edited three books. Alan holds a Ph.D. in computing science from the University of Newcastle-Upon-Tyne, UK.
Content
List of Figures xi
Foreword xvii
Preface xix
Acknowledgments xxv
About the Author xxvii
Chapter 1: Why Is Enterprise Software Delivery So Difficult? 1
1.1 Introduction 2
1.2 What Is an Enterprise System? 5
1.3 What Is Different Today? 7
1.4 What Is the Focus of an Enterprise Software Delivery Organization? 9
1.5 How Are the Needs for Enterprise Software Delivery Evolving? 11
1.6 Conclusions 13
Chapter 2: Anatomy of an Enterprise Software Delivery Project 15
2.1 Introduction 15
2.2 MyCo and the MyProj Enterprise Software Delivery Project 16
2.3 Business and Organizational Context 17
2.4 Project Context 18
2.5 Project Execution Results 19
2.6 Post Hoc Analysis 20
2.7 Commentary 25
2.8 Conclusions 27
Chapter 3: The Software Supply Chain and Software Factories 29
3.1 Introduction 30
3.2 Toward a Software Supply Chain 31
3.3 Industrializing Enterprise Software Delivery: An Analogy 33
3.4 A Software Factory Approach to Enterprise Software Delivery 34
3.5 Key Elements of the Software Factory 37
3.6 Examples and Illustrations 40
3.7 Observations and Commentary 47
3.8 Conclusions 50
Chapter 4: Collaborative Software Delivery 53
4.1 Introduction 53
4.2 Globally Distributed Development 55
4.3 Collaborative Delivery Environments 64
4.4 Collaborative Application Life- Cycle Management 67
4.5 Examples 70
4.6 Conclusions 80
Chapter 5: Agile Software Delivery 81
5.1 Introduction 82
5.2 Rethinking Enterprise Software Delivery 85
5.3 Agility at Enterprise Scale 90
5.4 Examples of Large- Scale Agile Adoption 109
5.5 Conclusions 115
Chapter 6: Software Quality 117
6.1 Introduction 118
6.2 A Broader View of Software Quality 120
6.3 Quality across the Software Supply Chain 126
6.4 Software Testing Factories 129
6.5 Security 134
6.6 Conclusions 136
Chapter 7: Governance, Measurement, and Metrics 137
7.1 Introduction 138
7.2 Measuring Enterprise Software Delivery 139
7.3 Managing the Global Software Supply Chain 146
7.4 Examples 150
7.5 Conclusions 153
Chapter 8: A Case Study in Agile- at- Scale Adoption at Danske Bank 155
8.1 Introduction 156
8.2 Motivation for Change 158
8.3 The Focus on Adopting an Agile Approach 159
8.4 The Danske Bank Agile Delivery Process 161
8.5 Implementing an Agile Delivery Process Workbench 163
8.6 Piloting the Danske Bank Agile Delivery Process 165
8.7 Measuring Success 167
8.8 Rollout Principles 168
8.9 Lessons Learned 170
8.10 Conclusions 171
Chapter 9: A Case Study in Global Software Product Delivery at IBM Rational 173
9.1 Introduction 174
9.2 Status and Motivation 175
9.3 Goals and Objectives for Software Delivery in Rational 176
9.4 Introducing Agile Delivery at Rational 179
9.5 Results and Observations 193
9.6 Conclusions 195
Chapter 10: Lessons for Success in Global Enterprise Software Delivery 197
10.1 Introduction 198
10.2 Revisiting the Enterprise 198
10.3 Risks and Limitations 204
10.4 Lessons from Other Domains 213
10.5 Examples and Illustrations 220
10.6 Conclusions 225
Chapter 11: The Future of Global Enterprise Software Delivery 227
11.1 Introduction 228
11.2 The Beginning of the End, or the End of the Beginning? 229
11.3 Into the Clouds 231
11.4 Sourcing Options 241
11.5 The Third Wave 244
11.6 Conclusions 246
Appendix A: Enterprise Software Delivery Revisited 249
A.1 Introduction 250
A.2 The Enterprise Software Delivery Organization 251
A.3 Managing an Enterprise Software Portfolio 254
A.4 Examining the Mix of Portfolio Solutions 257
A.5 Enterprise Integration Issues 266
A.6 Managing Change 272
A.7 Conclusions 274
References 277
Index 283
Foreword xvii
Preface xix
Acknowledgments xxv
About the Author xxvii
Chapter 1: Why Is Enterprise Software Delivery So Difficult? 1
1.1 Introduction 2
1.2 What Is an Enterprise System? 5
1.3 What Is Different Today? 7
1.4 What Is the Focus of an Enterprise Software Delivery Organization? 9
1.5 How Are the Needs for Enterprise Software Delivery Evolving? 11
1.6 Conclusions 13
Chapter 2: Anatomy of an Enterprise Software Delivery Project 15
2.1 Introduction 15
2.2 MyCo and the MyProj Enterprise Software Delivery Project 16
2.3 Business and Organizational Context 17
2.4 Project Context 18
2.5 Project Execution Results 19
2.6 Post Hoc Analysis 20
2.7 Commentary 25
2.8 Conclusions 27
Chapter 3: The Software Supply Chain and Software Factories 29
3.1 Introduction 30
3.2 Toward a Software Supply Chain 31
3.3 Industrializing Enterprise Software Delivery: An Analogy 33
3.4 A Software Factory Approach to Enterprise Software Delivery 34
3.5 Key Elements of the Software Factory 37
3.6 Examples and Illustrations 40
3.7 Observations and Commentary 47
3.8 Conclusions 50
Chapter 4: Collaborative Software Delivery 53
4.1 Introduction 53
4.2 Globally Distributed Development 55
4.3 Collaborative Delivery Environments 64
4.4 Collaborative Application Life- Cycle Management 67
4.5 Examples 70
4.6 Conclusions 80
Chapter 5: Agile Software Delivery 81
5.1 Introduction 82
5.2 Rethinking Enterprise Software Delivery 85
5.3 Agility at Enterprise Scale 90
5.4 Examples of Large- Scale Agile Adoption 109
5.5 Conclusions 115
Chapter 6: Software Quality 117
6.1 Introduction 118
6.2 A Broader View of Software Quality 120
6.3 Quality across the Software Supply Chain 126
6.4 Software Testing Factories 129
6.5 Security 134
6.6 Conclusions 136
Chapter 7: Governance, Measurement, and Metrics 137
7.1 Introduction 138
7.2 Measuring Enterprise Software Delivery 139
7.3 Managing the Global Software Supply Chain 146
7.4 Examples 150
7.5 Conclusions 153
Chapter 8: A Case Study in Agile- at- Scale Adoption at Danske Bank 155
8.1 Introduction 156
8.2 Motivation for Change 158
8.3 The Focus on Adopting an Agile Approach 159
8.4 The Danske Bank Agile Delivery Process 161
8.5 Implementing an Agile Delivery Process Workbench 163
8.6 Piloting the Danske Bank Agile Delivery Process 165
8.7 Measuring Success 167
8.8 Rollout Principles 168
8.9 Lessons Learned 170
8.10 Conclusions 171
Chapter 9: A Case Study in Global Software Product Delivery at IBM Rational 173
9.1 Introduction 174
9.2 Status and Motivation 175
9.3 Goals and Objectives for Software Delivery in Rational 176
9.4 Introducing Agile Delivery at Rational 179
9.5 Results and Observations 193
9.6 Conclusions 195
Chapter 10: Lessons for Success in Global Enterprise Software Delivery 197
10.1 Introduction 198
10.2 Revisiting the Enterprise 198
10.3 Risks and Limitations 204
10.4 Lessons from Other Domains 213
10.5 Examples and Illustrations 220
10.6 Conclusions 225
Chapter 11: The Future of Global Enterprise Software Delivery 227
11.1 Introduction 228
11.2 The Beginning of the End, or the End of the Beginning? 229
11.3 Into the Clouds 231
11.4 Sourcing Options 241
11.5 The Third Wave 244
11.6 Conclusions 246
Appendix A: Enterprise Software Delivery Revisited 249
A.1 Introduction 250
A.2 The Enterprise Software Delivery Organization 251
A.3 Managing an Enterprise Software Portfolio 254
A.4 Examining the Mix of Portfolio Solutions 257
A.5 Enterprise Integration Issues 266
A.6 Managing Change 272
A.7 Conclusions 274
References 277
Index 283