Transcript Welcome to the End of Business as Usual

StickyMinds.com and Better Software magazine presents…
Creating an Effective Quality
Management Strategy for Web 2.0
and SOA
Presented by Hewlett-Packard and Capgemini
Non-streaming participants should call 1-866-421-6339
International Non-streaming participants should call 1-904-596-2360
Together. Free your energies
Welcome to the End of Business as Usual!
Changing the Game
Enterprise 2.0; A new generation of
Business Solutions & MashUps
Sam Ceccola NA CTO, VP of Technology Transformation
- Capgemini
Enterprise 2.0 and SOA
 Current State of SOA
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Solution Providers have ridden the hype curve
Solution Providers have done nothing disruptive
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 Current State of SOA Customers
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SOA has not realized its promise
Value is minimal (IT Only)
 SOA Opportunity
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The Promise of SOA has left a gap
We need to be disruptive
Make SOA the enablement platform of the future
More business context and lead-ins will be our
differentiator in the SOA dialogue
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20
10
0
2005
2006
SOA Technology
2007
2008
SOA Hype
The #1 Challenge with the adoption of these technologies is not the technology,
however it is the organizational, social and cultural barriers that exist that are
preventing SOA and Enterprise 2.0 from realizing the promise
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Technology Stack
The new generation of technology
and business solutions is…
The
Calculating
Computer
The
Programmable
Mainframe
The
Application
Mini Computer
The
Information
PC Network
The
People
Web
and … ?
Collaboration
in PC Networks
Market Leader
Microsoft
Word Processing
By Mini Computer
Market Leader
WANG
Word Processing
In PC Networks
Market Leader
Microsoft
Collaboration
On the Web
Market Leader
Facebook
Word Processing
On the Web
Market Leader
Google
Numbers Involved – Systems and Users
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Who is the decision maker and
what is the basis of the decision?
Competitive Advantage
VALUE
Innovative Technology
Understanding the
value to the business
Who is empowered and
And knowledgeable?
TECHNOLOGY
Cost Containment
Changing the Game
by Business Model
Innovation
Strategic Operating decision
Who decides and why?
BUSINESS
CEO
Applying Technology
to reduce IT
operating costs
Upgrading Applications
to reduce Business
administration costs
IT department decides &
approved on costs metrics
Business Manager decides &
approved on costs metrics
COST
Technology Focus
Business Service Focus
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Cost Containment
Competitive Advantage
And the methods to
implement are different too
Value Driven by Enterprise business objectives
Business and IT ‘Converged’ into a single entity
‘Interactions’
Innovative Technology
creating the value to the
business
Applying Technology
to reduce IT operating
costs
RAIN
Changing the Game
by Business Model
Innovation
Upgrading Applications
to reduce Business
‘Transactions’
administration costs
ASE
Cost driven through IT departmental functions
Business and IT ‘Aligned’ but different entities
Technology Focus
Business Service Focus
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Competitive Advantage
We can locate the change force for your
Industry and Business
Discovering Innovative Technology
to bring value to the business
New Knowledge - Advances in
scientific and non scientific
knowledge can create new
products and new markets.
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Demographics - Changes in the population’s
size, age structure, composition, employment,
level of education and income can
create innovative opportunities.
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4
Changes in perception,
mood and meaning Innovative opportunities
can develop when a
society’s general
assumptions, attitudes and
beliefs change.
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Cost Containment
Changing the Game
by Business Model Innovation
The Unexpected - An
unexpected success, an
unexpected failure or an
unexpected outside event
can be a symptom of a
unique opportunity.
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1
3
Technology Focus
The Incongruity - A discrepancy between
reality and what everyone assumes it to
be, or between what is and what ought to
be, can create an innovative opportunity.
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Typical IT function
profile
Applying Technology
to reduce IT operating costs
Changes in industry or market structure - The
opportunity for an innovative product,
service or business approach occurs
when the underlying foundation of the
industry or market shifts.
Innovation based on process need When a weak link is evident in a particular
process, but people work around it
instead of doing something about it, an
opportunity is present to the person or
company willing to supply the “missing
link”.
Improving Business Processes to reduce
Business administration costs
Business Service Focus
Drucker’s seven sources of innovation
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Governance and Management of the
‘Diamond’ by the ‘Crown’
Pressure for
Business Change
Personalize
An Individual’s use of the capabilities of Web 2.0
Differentiate
A Business Manager’s Customizable Solution
Organize
The use of SOA to achieve cohesive executions
Comply
The Enterprise Transactions and Data; ERP and Legacy Applications
Who Needs What? And Why?
Pressure for
IT Stability
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From Unique Value from Expertise to
repetitive Reuse to control Cost …
Individuals
Deploying Expertise
Numbers
Involved
are high
but reuse
is low
Communities
Focussed on Topics
Corporate Rules
Blogs
Mesh of People
and expertise
discussing views
at the first stages
of the topic when
it lacks definition
Social
Networks
WiKis
WiKipedia
A mixture of people, tools,
and the development of
content to broaden the use
KM
One known version of
The truth to be used always
Numbers
Involved
are low
but reuse
is high
Commodity & Cost
Unique & Value
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What are the Barriers that need to be considered
Site Centric (Web 1.0)
Transactions
Security
Information Overload
Structured Organization
One Size Fits All
Customer Centric (Web 2.0)
Interactions
Trust
The Creation of Knowledge
(Thriving on Data)
Process on the Fly
Your Experience
A Successful Strategy
The #1 Challenge with the adoption of these technologies is not the technology,
however it is the organizational, social and cultural barriers that exist that are
preventing SOA and Enterprise 2.0 from realizing the promise
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9
What if you could:
Apply Enterprise 2.0 principles to define areas of action within your
organization to enable collaboration:
• Help people understand “what could be”
• Identify and charter potential initiatives – short & long term – to move
forward
• Align and mobilize a team of program advocates
• Define a value statement for the enterprise
• Work with a set of Web 2.0 SME’s from Capgemini and New Paradigms
(authors of the best-selling business book “Wikinomics)
Choose the right scope for the program:
• Business to Consumer (B2C)
• Business to Business (B2B)
• Business to Employee/Enterprise (B2E)
“We are at the cusp of where mainstream
enterprises need to figure out how to use
these tools to their advantage.” --Fortune 100
client in session introduction
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The ASE is a Web
2.0-ready facility for
this key gathering:
Varied facilitation
methodologies
Large Screen
capable of data
display or
videoconferencing
Electronic session
deliverables being
created in the open,
by participants or
ASE team
Breakout Screens
capable of data
display, capture or
videoconferencing
Video capture
of reports,
ready for client
playback
Rich contentspecific information
for session
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Enterprise 2.0 ASE Business Idea Identification
What could the organization potentially do?
• “Mashing” ideas together to improve them
• Ideation – listing out ideas
• Mapping ideas across a portfolio continuum from near-term & easy to
difficult game-changers
• Use competitions to raise the quality of ideas
How do we know if we have a promising idea? A good idea will have
these qualities:
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A community that demands it
“What if we could . . .” statement
Identified senior sponsor
How does this idea help people do what they want or solve problems they
have today?
• Functionality defined
• Articulation of the value that will be delivered, goals and metrics
• Behaviors that change as a result
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Enterprise 2.0 – Business Value Creation
What will the organization carry forward:
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Flesh out and charter the portfolio of ideas
Plan activities of a Web 2.0 go-forward team
How to overcome cultural issues
Mine/capture “overlooked gem” ideas
Define architecture enabling strategy
What are the deliverables the client walks away with?
• Google Sites “living” documentation (or a similar tool) for ongoing
client use
• Executive summary for communication within the organization
• Huge mobilization and alignment for the program
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Where has this worked?
Major Automobile Manufacturer:
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Focus area was Business to Extended Enterprise
Program included client executives, partner executives including Capgemini and IBM, New
Paradigms thought leaders and speakers from Google and Gartner
The group generated six major initiatives in the areas of:
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Mashups & Widgets
“Idea Storm”
Web 2.0 Service Desk
Immediate Wiki application
Globalizing emerging markets
Internal Facebook-like tool
In addition, the group addressed:
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Web 2.0 Team Planning & Value Statement
Specific ideas to overcome cultural issues
Mining all the other ideas to identify any “overlooked gems”
Architecture enablement strategy
Client Executive Comments:
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“You look at all of the stuff that came together, my only concern is that we can’t hold ourselves
accountable for all this material. There are some very exciting things we can do with this.”
“The timing couldn’t be better in terms of our portfolio planning, especially having it in the form
of actionable ideas.”
“This was huge and it has huge value for us! The key thing is that we now have a community
of people who now believe in this.”
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[email protected]
Tel.: +1 610 952 1668
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www.capgemini.com
Optimizing Quality Management for Web 2.0
Jeffrey A. Meyers
Senior Product Manager
Technology for better business outcomes
© 2007 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Agenda
Background
Impact on Applications Teams
Impact on Service Provider Teams
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20 July 2015
The Quality Management Process
Identify /
manage
requirements
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Establish risk
based test
plan
Process is inherently still the same
Web 2.0:
Manage
execute and
report
− Introduces new technologies
− Impacts activities and workflows
•
Web 2.0 provides new challenges and
opportunities
Go
/
Nogo
A High Level Picture of Web 2.0
•
Typically web front-end using RIA
− Though not required
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Typically calling services on backend
− Though not required
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Typically built by highly distributed organizations
Typically very fluid with frequent change
Impact on Risk Based Testing
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Impact on Risk Based Testing
Business
Process #1
Impact on Risk Based Testing
Business
Process #1
Business
Process
#2
Impact on Risk Based Testing
Business
Process #1
Business
Process
#2
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Risk profile for these two business processes are not the same!
Degree of control must be taken into account:
− For risk management purposes
− For accountability and reporting purposes
A Working Example
•
Commerce site
− Business process 1: find products
− Business process 2: apply for credit
A Working Example
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Commerce site
− Business process 1: find products
− Business process 2: apply for credit
For the Application Owner
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Requirements and tests associated with Credit
Verification Service are impacted by a service
which is outside of your control
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Behavior (functionality, performance, security) is
distributed across tiers, services and even
organizations
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The QA team must be prepared to manage,
execute and report accordingly
Impact on the Service Provider
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Web 2.0 is built on top
of services
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Service providers may
easily experience
explosion in usage
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Need to be able to
meet SLAs in face of
rapid change
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Impact on the Service Provider
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Web 2.0 also
brings a web of
dependencies
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Providers need to
be aware of these
dependencies
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Providers need to
be able to isolate
themselves from
dependencies
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For the Account Service Provider
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Commerce application is just one of your
consumers
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Consumers can potentially impact each other
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SLAs are potentially impacted by another service
− Team must ensure that functionality and behavior are
not impacted by “somebody else’s service”
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Additional consumers will likely be added over
time
− Team must ensure that SLAs for existing consumers
are not impacted by adding the next consumer
Summary
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Web 2.0 brings:
− New technologies for the front end: AJAX, RIA, Flex
− New styles in “mash-ups” and services
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Teams must be prepared for the technology
update:
− Learn to test dynamic web applications
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Teams must be prepared for the impact on
methodology
− Develop new risk based testing profiles
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Teams can take advantage of new opportunities
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Web 2.0 Solution Set
Finance application
Web services
API
Quality of Rich Internet
Applications (Web 2.0
front end)
UI
Web
services
component
SOA-based application
Quality of SOA
services (Web 2.0 back
end)
Shared SOA infrastructure
Quality of overall
infrastructure
Legacy
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ERP
CRM
Finance
20 July 2015 all aspects of Functional, Performance, Security and Compliance
Across
Web 2.0 Solution Set
Finance application
Quality Center with Service
Test Management
QuickTest Professional
Web services
API
UI
Web
services
component
LoadRunner
SOA-based application
Service Test &
LoadRunner
Shared SOA infrastructure
Service Test &
LoadRunner
Legacy
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ERP
CRM
Finance
20 July 2015 all aspects of Functional, Performance, Security and Compliance
Across
Where to go for more information
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HP Software for SOA:
− www.hp.com/go/SOA
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HP SOA Assessment (are you ready for Web 2.0 / SOA?):
− www.hp.com/go/SOAAssessment
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General email for more information:
− [email protected]
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Q&A
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