pillar speed-to-value and Borland ALM

1. pillar speed-to-valueand Borland ALM deriving business value fromapplication lifecycle management kenneth a. faw, president pillar technologies, LLC

2. People take different roads seeking fulfillment and happiness. Just because they're not on your road doesn't mean they've gotten lost. - H. Jackson Browne, author introducing our fulfillment approach: speed-to-value™

3. the problem that ALM solves • ALM represents the strategic alignment of Borland products to facilitate their promise: • “Borland helps its customers gain competitive advantage by enabling them to create better software, faster” – source, Borland Software Corporation • the pillar position is that Borland has achieved much of its goal through ALM • continuing initiatives will also enhance their success in this area • given a project with a problem to solve, ALM streamlines the handoff between tools used to move toward a solution

4. what about methodology? • many of our customers ask what methodology Borland sells as part of ALM • others often ask what methodology works best with Borland tools • they are often surprised to hear that there is no preferred method • ALM integrates the handoff of artifacts from various software development activities • it effectively “blurs” the lines that distinguish methodology “phases” • ALM could make you more productive regardless of method, even if you have no method at all

5. pillar speed-to-value™ – an approach • as consultants, we, too, are often asked which methodology we use, or we are required to use our clients’ methods • ALM works well for us regardless, partly BECAUSE it does not include a prescribed or recommended methodology • regardless, it has always been necessary for us to maintain fulfillment consistency under various methods • we therefore defined an APPROACH that transcends methodology, which we call speed-to-value™, or S2V • S2V is the fulfillment subset of our complete Value Management™ approach and service offering

6. approach or method – what’s the difference? • in our distinction, an approach is a pattern of thinking or behavior, supported by process or tools that could be used in ANY method • meanwhile, the method defines the systematic sequence of actions and deliverables • we have applied S2V under RUP, XP and other methods, and with clients in which formal methods are avoided  • because both ALM and our approach are method-independent, they work well together

7. ALM StarTeam SCM core tool support traceability through Caliber OptmizeIt and ServerTrace JBuilder, C#Builder, Delphi cockpits bug tracking, workflow, CR’s and discussion threads on-the-fly visualization and modeling in Together support for nearly every app server and platform S2V configuration management practice continuous integration rapid releases/iterations comprehensive automated regression testing one-line deployment and rollback development sandboxes integration with pillar Value Management business approach key elements of S2V and ALM

8. the “speed” side of S2V • our core fulfillment practices, some from the previous slide, focus on: • formalizing and standardizing developer best-practices • fast, automated regression test harnesses • incremental releases to production • continuous integration and collective code ownership • preserving a focus on delivery • systems in development have negative value • constructing a “Framework of Trust™” • commitment leads to Trust, which leads to Momentum • truth exists, but what we know about truth is our interpretation of an evolving understanding • this allows better “change management” practices and vendor-client relations

9. distinctions when combining S2V and ALM • S2V is always concerned about the prioritization and fulfillment of promises for realizing business value • Define • Requirements Management – all requirements do not have equal value – prioritize and flesh out detail according to Value Management™ practices; specifications as assertions of truth are the most valuable, which relates more to test code than to source code; traceability and requirement decomposition should align with Release Management decisions • Design • Analysis and Design – clarify truth as we know it; development artifacts express increasing understanding of truth; truth builds and generally does not take away; truth is captured abstractly in models, but declared as distinctions in test harness source code; the model is the code (sound familiar?), but changing models using LiveSource does not encourage testing • Develop • Version Control – the repository is not a backup system for work in process, but reflects truth at a snapshot in time, ready for deployment; S2V uses strict continuous integration standards • Test • Truth is captured in comprehensive, automated regression test harness; segregated by constraints; traceable (at a realized-value level) to Release Management and Requirements Management • Deploy • Integrated build environments can hide local “efficiencies”; S2V creates developer “sandboxes” and does not accept a check-in from local build success alone • Manage • Change is not managed – it is encouraged, according to Value Management™ practices; systems should prove flexibility to change DURING development

10. synergistic integration • the notion – when ALM components start working together, new things are possible that were not previously • in the case of ALM and S2V, we also achieve synergistic integration (they facilitate each other) • ALM preserves dependencies between artifacts as they evolve, facilitates communications, and integrates everything into the tools each role has readily available • S2V increases quality, speeds delivery to production and implements the Framework of Trust™ • nevertheless, none of this speaks the language of business… so how do we get a chance to show value?

11. Value is the most invincible and impalpable of ghosts, and comes and goes unthought-of while the visible and dense matter remains as it was. - W. Stanley Jevons, professor why buy? reconciling IT value and business value

12. ALM, S2V and business value • ultimately, a project delivered using ALM benefits from reduced inefficiencies due to integrated lifecycle transitions • ultimately, a project delivered using S2V benefits from early and often delivery, with high demonstrable quality • so what? • ultimately, ALM and S2V are both concerned about delivering the results of projects, the fundamental unit of work for IT systems… neither speaks in the discourse of business

13. the advent of value management • at about the same time ALM was conceived, pillar identified the gap between our capacity through S2V and trends in IT related to realized business value: • The Business sees that • Budgets are tight • Competition is high • Time is crucial • And feels that IT… • Is overhead • Takes too long • Doesn’t deliver • Focus = Value • Meanwhile, IT sees that • Budgets are tight • Demand is high • Systems are complex • And feels that Business… • Makes bad decisions • Provides too little • Expects too much • Focus = Demand

14. universal business goal increase shareholder value (for-profit organizations) increase Sales decrease Cost increase ROI decrease Risk increase Cash Flow through new Markets new Products/Services cheaper Production more Efficient Operation improved Marketing faster Time-to-Market universal IT goal deliver high quality, on-time, on-budget increase Predictability increase Repeatability increase Maintainability increase Usability increase Enhanceability through more Process (SDLC) more Planning (Portfolio) more Governance (PMO) more Documentation more Formalism (SEPG) more Structure (CMMI) Different Goals business is trying to become more agile while IT is trying to become more managed

15. ramifications • the Business needs better, faster, cheaper… • but IT delivers determinism • the Business needs to manage fluidity… • but IT doesn’t respond well to change • the Business is unhappy with IT delivery • but IT tries to manage expectations • and the gap is growing, not shrinking

16. so how does ALM fit into this? • the primary problem with ALM, and with S2V by itself, is that each lives in a different discourse • as we said earlier, the discourse of IT is projects • however, the discourse of business is realized value • so what do we do about that? • organize delivery mechanisms around value • understand projects as a housekeeping structure for delivering value • build practices that allow continuous re-prioritization of value within consistent fulfillment practices • measure the value we help the business to realize

17. how can ALM help us in this new discourse? • increasing communications between fulfillment practices • makes it easier to change course (CR, discussion threads, x-Unit, live-source) • helps us organize and prioritize requirements (Caliber) • improves quick, iterative releases and rollback • provides the most productive tools for development and design (JBuilder, Delphi, C#Builder, Together) • better SCM practices for planning quick releases than provided with simple version control (StarTeam) • traceability from business value to implemented features in StarTeam views (Caliber)

18. how can S2V help us in this new discourse? • by reducing the time to realize “nuggets” of value • reduces the cost of waiting • reduces costs of potentially “wrong” decisions • remaining agile to changes in direction • enforcing a consistent view of “current truth” • by always focusing on the most important value components • integrating with Value Management™ • maximizing total realized value • streamlining the project component into a vessel for delivering components of value • by speaking the discourse of business with respect to realized value • S2V repeatedly delivers 5s profitability measures • maximizes uptime, the capacity to generate profits from IT

19. what else is needed in the new discourse? • how do we identify business value? • how do we compare value measures with different units? • how can we tell which “nuggets” of value are more valuable? • how do we structure value into units of work (projects)? • how do we determine what to allocate budget dollars to in our “project portfolio?” • how do we continuously re-evaluate value, while minimizing the cost of course corrections? • pillar answers these questions with Value Management™

20. Value Management™ • a practice that helps our customers realize the highest business value from their investment dollars (implemented in several service offerings) • defining and managing business cases • identify and prioritize alternative flows • clarify inconsistencies between different value measures • trace actual efforts back to the realized business value expected • some of the results of this effort • better scoped projects • better incremental ROI planning • more consistent release planning to increase the business value of IT • preservation of the role of IT as a fulfillment organization and business as the owners of value

21. the “value space”

22. the value industry

23. summary – demonstrating business value from ALM • make a commitment to speak in the discourse of business value, not “demand management” or “determinism” • careful, the discourse of business value is not simply ROI • fear may be a stronger motivator – think Sarbox, HIPAA, etc. • determine how you will answer the questions that ALM does not answer • ultimately, you are not selling ALM, but ALM is a facilitator of your plan to increase realized value • as Borland enhances the ALM story with business-level capabilities, it will accommodate your plans • you will most likely need fulfillment practices that support value delivery as well (remember, agile versus deterministic) • demonstrate the capacity to measure the value you deliver, and show IT to be a profit center for your business • evaluate CMMI, PMO and other “best practices” for their potential benefit to you, not HP or others • run IT like a business; produce reports on NP, ROI, Cash Flow • identify “new markets”; seek flexibility and adaptability

24. contact information • pillar technologies, LLC • Chris Beale (cbeale@pillartechnology.com),Regional Manager, Great Lakes248-350-1004 • Bob Myers (bmyers@pillartechnology.com),Regional Manager, Ohio Valley740-965-6596 • Mike Shanton (mshanton@pillartechnology.com),Education Manager,248-321-8135

25. The outcome of any serious research can only be to make two questions grow where only one grew before. - Thorstein Veblen, economist Questions?