Transcript The State of the BSMIS Program

IS 553
Advanced Systems
Development Practices
James Nowotarski
25 May 2004
Course Map
Week
1
2
3
4
5
6
7
8
9
10
11
Underpinnings
. Introduction
. Essentials
Content
. Rational Unified Process
. Agile
Implementation
. Metrics
. CMM
. Distributed development
. Tools & training
Briefings (Term Papers)
Assignments
Quizzes
2
(RUP)
(Agile) (CMM) (Distr. Dev.)
Today’s Objectives
Understand who uses methodology and why
 Understand key strategies and issues affecting
methodology deployment, adoption, and usage
 Be able to outline a methodology deployment
plan
 Be aware of development tools “big picture”

3
Today’s Agenda
Topic
Duration

Quiz 4 recap
15 minutes

Who reads methodology and why
15 minutes

Deployment, adoption, use
60 minutes

*** Break
15 minutes

Current Event Reports
30 minutes

Development tools
60 minutes
4
Today’s Agenda
Topic
Duration

Quiz 4 recap
15 minutes

Who reads methodology and why
15 minutes

Deployment, adoption, use
60 minutes

*** Break
15 minutes

Current Event Reports
30 minutes

Development tools
60 minutes
5
Factors to Determine
Location (Gartner Group)
Factor
On-Site
Offshore
User interaction
High
Low
Methodology
Iterative
Waterfall
Technology and
skills availability
Strong local availability
Scarce/Expensive locally
Systems/Application
integration
High
Low
Immigration policies
Open locally
Closed
Cost objectives
Weak
Strong
Quality objectives
No change needed
Improvement desired
Scale of offshore
resources
Low
High
Requirements
definition
Loose/ambiguous
Complete/Well-defined
6
Today’s Agenda
Topic
Duration

Quiz 4 recap
15 minutes

Who reads methodology and why
15 minutes

Deployment, adoption, use
60 minutes

*** Break
15 minutes

Current Event Reports
30 minutes

Development tools
60 minutes
7
Who Reads Methodology
and Why
The focus of IS 553 has been the process
component of systems development capability
IS 553
Process
People
Technology
8
Who Reads Methodology
and Why
Today, we will focus on the People and
Technology components
Process
People
Technology
9
Who Reads Methodology
and Why
People – The most difficult component
Process
People
Technology
10
Who Reads Methodology
and Why
Changing people’s behavior is usually the
hardest part of implementing technology
“A lot of times, technology is hyped and sold
and somebody buys it. But what isn’t
hyped enough is how difficult it is to
implement the technology so that it has an
impact” – Tim Waterloo, president of Glen
Ellyn consulting firm Oak Enterprises,
quoted in Crain’s Chicago Business, 10
May 2004.
11
Who Reads Methodology
and Why



Study of 1000 practitioners by Prof. Gezinus
Hidding, Loyola University (mid-1990’s)
Practitioners seldom “read” the
methodology
But when they do, it is to:



learn about something new (training)
look something up that they once knew or
want to confirm (reference)
Different needs depending on role
12
Who Reads Methodology
and Why
Methodology is used mostly by planners and
mostly for reference purposes
How Used
Training
Reference
Planning
8%
36%
Selling
6%
20%
Doing
6%
13%
Managing
2%
9%
Roles
Source: Gezinus Hidding, Loyola University
13
Who Reads Methodology
and Why
Process descriptions and artifacts are the most
valuable types of REFERENCE information
Percentage of time Planners REFERENCE Process info
Process
Artifact
Guideline
Concept
Planning
43%
37%
14%
7%
Selling
48%
35%
12%
5%
Doing
40%
34%
16%
10%
Managing
42%
34%
18%
6%
Source: Gezinus Hidding, Loyola University
14
Who Reads Methodology
and Why

Information needs of planners (“crucial
target”)



need for speed
summary overviews of processes and
artifacts
Information needs of doers


artifact samples
guidelines/techniques
15
Today’s Agenda
Topic
Duration

Quiz 4 recap
15 minutes

Who reads methodology and why
15 minutes

Deployment, adoption, use
60 minutes

*** Break
15 minutes

Current Event Reports
30 minutes

Development tools
60 minutes
16
Why is Software Process
Implementation So Hard?


Process change affects behavior
Cultural barriers

Examples:
• “Cowboy culture” will resist structure
• Hierarchical culture will resist XP

Target audience lacks time


“Death by 1000 initiatives”
Not a “sexy” topic

Method/1 = “Methadone”
17
Software Process
Implementation Steps
Current process
1. Assess the current state
2. Set (or revise) goals
3. Identify risks
4. Plan the process implementation
New process
Completely
Implemented
5. Execute the process implementation
6. Evaluate the process implementation
18
Software Process
Implementation Steps
Current process
1. Assess the current state
2. Set (or revise) goals
3. Identify risks
4. Plan the process implementation
New process
Completely
Implemented
5. Execute the process implementation
6. Evaluate the process implementation
19
1. Assess the current state
One approach to assessment: Look at assets,
deployment of assets, and usage of assets
Scorecard/Gap Analysis
Assets Deployment
Usage
Bus. Modeling
Requirements
Analysis & Design
etc.
20
1. Assess the current state

Assets: Do we have good stuff?

Deployment: Do people know about
the assets? Do people know what to
do with the assets?

Usage: Are people using the assets
on projects?
21
1. Assess the current state
People - Perhaps the most difficult piece for
a technology person
Process
People
• Ownership/Sponsorship
• Motivation
• Rewards/Incentives
• Training
• Physical work environment
• Roles, reporting relationships
• Performance measurement
Technology
22
1. Assess the current state
Technology elements must be addressed
also
Process
Technology
People
• Tools
• Standards
• Reusable components
• Alignment with other frameworks
23
Software Process
Implementation Steps
Current process
1. Assess the current state
2. Set (or revise) goals
3. Identify risks
4. Plan the process implementation
New process
Completely
Implemented
5. Execute the process implementation
6. Evaluate the process implementation
24
Elements of an
Implementation Plan
Sponsorship
 Marketing & Communication
 Education & Training
 Coordination with other initiatives
 Rollout schedule
 Ongoing Support
 Metrics

25
Elements of an
Implementation Plan

Sponsorship
• Executive level
• Visibility
• Accountability
26
Elements of an
Implementation Plan

Marketing & Communication
• Need to be aware of where target audience is:
•
•
•
•
•
•
Misinformed
Unaware
Aware
Understand
Believe
Action
• Err on side over-communication
• Relate to business performance objectives
• Types of materials? (discuss)
27
Elements of an
Implementation Plan

Education & Training
• Train-the-Trainer
• Rollout training (one-time event)
• For the unwashed masses
• “Retread” training
• Ongoing training curriculum
• Levels to target
•
•
•
•
User
Developer
Manager
Executive
28
Elements of an
Implementation Plan

Coordination with other initiatives
• Align vocabulary, practices
• Examples:
• Performance evaluations
• IT strategy
• Allow others to “invoke” methodology
• Analogous to Microsoft publishing API’s in a
Software Developer Kit (SDK)
29
Elements of an
Implementation Plan

Rollout schedule
• Incremental approach recommended
• Pilot is usually a good idea
•
•
•
•
Shake out
Success story will help with takeup by others
Especially critical if risks are great
“the most effective way to introduce process
and tools”
30
Elements of an
Implementation Plan

Ongoing Support
• Local experts
• Central help desk
• Need to capture feedback (“experience
factory”)
•
•
•
•
Fixes
Enhancements
Innovations
Systems development metrics
31
Elements of an
Implementation Plan

Metrics (on the implementation process)
•
•
•
•
•
•
Training time
Awareness
Usage
Local experts time allocation
Help desk requests
Errors/Enhancements
32
Software Process
Implementation Steps
Current process
1. Assess the current state
2. Set (or revise) goals
3. Identify risks
4. Plan the process implementation
New process
Completely
Implemented
5. Execute the process implementation
6. Evaluate the process implementation
33
Software Process
Implementation Steps
Current process
1. Assess the current state
2. Set (or revise) goals
3. Identify risks
4. Plan the process implementation
New process
Completely
Implemented
5. Execute the process implementation
6. Evaluate the process implementation
34
Software Process
Implementation Steps
Implementing a process is a project
Phase 1
Phase 2
Phase 3
Phase 4
The group of people working on implementing the
process should be dedicated
35
Implementation Key
Success Factors


Involve systems developers in assessing current process
Implement appropriate tools


Software development tools
Methodology related tools
•
•
•
•
•




configuration/customization
browsing
estimating
project planning/management
workflow management
Communicate, communicate, communicate
Visible executive support
Positive track record (i.e., no “busts”)
Incremental/Iterative implementation of methodology

For XP, start with testing or planning
36
Usual Causes of
Implementation Failure







No clear business objective
Lack of visible leadership/sponsorship
Lack of adequate training
Lack of effective communication
Death by 1000 initiatives
New/Changed roles not implemented
Fail to account for different information
needs of “planners” and “doers”


Too detailed for planners
Not enough detail for doers
37
Today’s Agenda
Topic
Duration

Quiz 4 recap
15 minutes

Who reads methodology and why
15 minutes

Deployment, adoption, use
60 minutes

*** Break
15 minutes

Current Event Reports
30 minutes

Development tools
60 minutes
38
Today’s Agenda
Topic
Duration

Quiz 4 recap
15 minutes

Who reads methodology and why
15 minutes

Deployment, adoption, use
60 minutes

*** Break
15 minutes

Current Event Reports
30 minutes

Development tools
60 minutes
39
Tools Framework – Overview
Security Management
Collaborative tools enable groups of people to communicate and to share
information. E-mail, video and audio conference calls, and instant messaging
are examples of these tools.
Configuration
Management
Release
Management
Information Management tools organize and manage information used by
other tools. Information types may include code, documentation, test scripts
and data and database designs.
Quality
Mgmt
System Building
Collaboration
Environment Management tools support the operation of the development
environment, such as help desk support and backup/recovery activities.
Productivity
Configuration Management tools include the version control, migration
control and change control of code and documentation.
Program
& Project
Mgmt
Problem Management tools assist problem tracking and solution processes.
Process Management tools enforce the correct sequencing of tasks and
tools in conformance with a pre-defined methodology.
Productivity tools provide the basic functionality required to create
documents, spreadsheets, and simple graphics or diagrams.
Program and Project Management tools assist project planning and help
track project status according to plan.
Quality Management tools help gather and present product- and processrelated metrics, and includes tools like CQMA.
Environment
Management
Problem
Management
Information Management
Process Management
Source: Accenture
Release Management tools manage project dependencies between multiple
releases and between different teams working on the same release.
Security Management tools secure the development environment and
serve as components in the security layer of the solution being developed.
System Building tools constitute the core of the development architecture
and are used to design, build, and test the system.
40
Analysis
& Design
Analysis & Design
System Building
Data Modeling
Prototyping
Process Modeling
Application Logic Design
Event Modeling
Database Design
Performance Modeling
Presentation Design
Object Modeling
Communication Design
Component Modeling
Usability Test
Reuse Support
Analysis & Design
Reverse
Engineering
Reverse Engineering
Reverse Engineering
Interactive Navigation
Repository Population
Graphical Representation
Restructuring
Extraction
Data Name Rationalization
Packaged Component Integration
Packaged
Component
Integration
Packaged
Component Integration
Construction
Customization
Test
Construction
Construction
Source Code Editor
QA Utilities
Compiler/Linker/Interpreter
Code/Object Libraries
Source Code Debugger
Media Content Creation
Generation
Test
Test
Test Data Management
Emulation Tools
Test Data Manipulation
Test Result Comparison
Test Planning
Test Coverage Measurement
Test Execution
SIR Management
Performance Management
41
System Building
Application development (AD) for most enterprises'
business solutions has become a "two-horse race" —
between .NET and Java 2 Platform, Enterprise Edition
(J2EE)
J2EE
 IBM has leadership role
• Rational acquisition in late 2002
• Integration of Rational tools with WebSphere application development tools
.NET
 Microsoft announcing its Visual Studio Team System week of 5/24/04
• Tools from requirements analysis to modeling, design, development, testing, and
maintenance
• Features a tool, code-named Whitehorse, that will allow programmers to construct
an application from a visual representation (model-driven)
• Support for service-oriented architectures (aka web services)
• “Drag, drop, and connect”
42
System Building
Increasing emphasis on model-driven
approaches

Model-driven: Use business terminology to
describe what the software is to do
• Higher level of abstraction than code


No manual translation required
IBM, Microsoft, Borland all pursuing
43
System Building
Application development is increasingly
about assembly rather than coding
By 2007, packaged applications and
outsourced development will be the main
source of new applications
 Result: De-skilling of in-house application
development organizations

44
System Building
One of the biggest application development
challenges is to address the huge amount of
legacy code
Example: CICS/Cobol with IMS or DB2 as
DBMS
 Primary approach is to “wrap” legacy code
with well-defined, component-based
interfaces

45
System Building
80% of new code development is Java and
Visual Basic
The number of professional VB
developers is approximately 2x the
number of professional Java
developers
 Between 2000 and 2008, number of
worldwide Java developers to grow
from 1M to 5M

46
System Building
C# demand will increase, C++ and Cobol will
decline
VB
Cobol
Java
C++
Current
developer
base
PowerBuilder
Pascal
Smalltalk
Delphi
C#
Future demand
47
Source: Gartner Group
System Building
For Java, 35-40% of enterprises use the tools
of Borland and IBM
Dubbed “The Magnificent Two”
 IBM Visual Age for Java
 Borland JBuilder

48
System Building
JavaScript is the most heavily-used
scripting language
JavaScript
Perl
Current
developer
base
VBScript
ColdFusion
JScript
Python
Future demand
49
Source: Gartner Group
System Building
The Eclipse Foundation has far-reaching
potential




Extensible, open source architecture
Based on Java and J2EE
Foundation for variety of plug-in modules targeted at application
development and deployment
IBM has been main driver
• Needs better balance of non-IBM members
• Name implies anti-Sun, anti-standards (eclipse=blot out sun)

Sun has its own open source Java architecture called Netbeans.org
50
Reminder: Timing of
Presentations
June 1
June 8
Bird/Burton
Herbst
Jain
Johnson
Limjoco/Thong-Ngam
Scoz
Shakeel
Chung
Craig
Dakshi
Falcon
Haqi
Stoler
Therdwikrant
51