Santiago Vélez Rational Sales Specialty IBM Software, Colombia

IBM Rational Solucion para La Administracion del ciclo de vida colaborativo
Santiago Vélez Rational Sales Specialty IBM Software, Colombia Marzo 2012

Agenda Panorama Actual - Retos
Administracion Efectiva del Ciclo de Vida de Aplicaciones (ALM) 5 imperativos de ALM Preguntas Role-based Versioning – offering slides numbers, order of slides, Agile

El Software da rienda suelta a nuestra creatividad
3 El Software da rienda suelta a nuestra creatividad No one can contest the profound impact the team at Apple has had on our industry, our loved ones, our friends.

El Software salva vidas
4 El Software salva vidas The software people write is also saving lives. Whether it’s a weather app for smart phones designed to warn of severe whether, medical imaging or sensors designed to deploy airbags its saving lives. In fact, I happened to see the image of my mother’s heart – her artery was 95% blocked. In under 45 minutes, a skilled cardiologist aided by medical imaging was able to insert a stent and save her life. I’m not sure if you realize but the seat in your car has a sensor to determine your weight. If in the event of an emergency, your weight is used to determine the velocity with which to deploy the airbag. Think of how rarely we hear of airbags as being the cause of death – it’s proof to the sophistication of the software in the modern automobile.

La Innovacion se esta apoyando cada vez mas en software
La Banca Mobil sera el canal de atencion mas usado para el 2020, si no es antes En promedio un automovil del 2010 contiene mas lineas de codigo de software que un Jet de guerra We have now entered the next wave of innovation – which we call the Wave of Smarter Products and Services. We are seeing unprecedented connectivity between systems, processes and infrastructure. Software is the primary driver of this Wave of Smarter Products and Services. Through software, businesses are able to create products, systems and services that are increasingly instrumented, interconnected, and intelligent. This software is driving innovation and competitive differentiation. You can see it in the area of mobile applications, where new business models are exploding thanks to software content and interconnections between systems and information. Deloitte predicts mobile banking will surpass online banking as the most widely used banking channel by 2020 — if not sooner. It is also evident in the automotive industry, where a typical 2010 automobile includes 10 million lines of code. That’s more than an F-35 Joint Strike fighter jet. The process that powers all this innovation is software and systems delivery. Sources: Mobile Banking Source: A catalyst for improving bank performance, Deloitte, Automobile Source: This Car Runs on Code, Robert N. Charette, IEEE Spectrum, 2009. Funcionara Bien? Se cumpliran regulaciones? Es Seguro ? Source: Mobile banking: A catalyst for improving bank performance, Deloitte, 2010; and This Car Runs on Code, Robert Charette, IEEE Spectrum, 2009.

Las realidades retan el desarrollo de software Complejidad en la entrega de software y presiones del mercado 2010 Spending in U.S. on governance, risk and compliance was $29.8 billion Increasing Mandates 62% of projects fail to meet intended schedule Unpredictability in Software Delivery 50% of outsourced projects are expected to under perform Globally Distributed Software and Product Supply Chains Complex, Multi - platform Systems and Applications of companies have agile projects requiring integration with legacy systems 30% of project costs are due to rework and poor execution of requirements Changing Requirements and Time to Market Cost Reduction 70% budget locked in maintenance and 37% of projects go over budget Finding new ways to innovate through software is not an easy task. The systems and applications we build today are more powerful and impactful than ever. But they are also more complex - thus harder to build, verify, and manage. This complexity, along with the need for faster delivery driven by today’s competitive markets, makes software-driven innovation very challenging. Approximately 60% of software projects fail to meet the intended schedule. (source is IBM study) There are serious consequences to failure in software and systems delivery. Sometimes catastrophic. Some failures result in significant human harm, others -- like security breaches that undermine businesses, violations of regulations, or product recalls – can have catastrophic brand and business implications. There are also consequences to missing expectations and market windows. So how do we achieve more predictable business outcomes for software and systems delivery projects? Sources: “62% of companies have agile projects requiring integration with legacy systems” - DDJ State of the IT Union Survey November 2009, Scott W. Amble, Ambysoft - “50% of outsourced projects are expected to under perform” - BusinessWeek Commentary: “Shifting Work Offshore? Outsourcer Beware”: “49% of budgets suffer overruns and 62% fail to meet their schedule” - Two reasons Why IT Projects Continue To Fail (March 20, 2008) Referencing: "TCS have a white paper available on their WEB site called Evolving IT from ‘Running the Business’ to ‘Changing the Business’" “62% of software projects fail to meet intended schedules” - IBM CEO Study, 2008, The Enterprise of the Future 2010 Spending in U.S. on governance, risk and compliance was $29.8 billion - Source “30% of project costs are due to rework and poor execution of requirements” -Managing Software Requirements By Dean Leffingwell, Don Widrig “And since rework typically consumes 30%-50% of a typical project ... it follows that requirements errors can easily consume 25%— 40% of the total project Source: Numerous sources, see speaker notes for details 6 6

Los Silos crean barreras para la entrega efectiva del Software
Decide 1. Negocio “En algun punto, usted se da cuenta que tiene una cantidad de sistemas en silo que estan limitando la trasparencia a traves de los proyectos estrategicos” - Development Director Temenos, Inc. 2. Desarrollo Deploy 3. Operaciones Today’s software teams are more distributed than ever before, as two-thirds of organizations have teams that work in multiple locations. Distributed teams give organizations the flexibility to: • Leverage technical and business talent wherever it is located. • Fast-track projects by quickly onboarding additional resources. • Include the right stakeholders in business-critical decisions. But with these benefits come challenges. I think these challenges are aptly summarized by this quote from a director of a global international consultancy. “At some point, you take a step back, and you realize you have an awful lot of siloed systems that are limiting transparency across strategic projects.” 7

Application Lifecycle Management puede ayudar!
Decide ALM Coordina: Personas Procesos Informacion 1. Business Do Deploy *Operations Many of the problems that have plagued software delivery practice in the past are largely due to the disconnect between software delivery processes and IT operations processes. The drive to better connect IT operations with development (or software delivery) is fundamental to ALM, and often overlooked. Tight linkage to development enables issues to be resolved quickly and efficiently by those best equipped to deal with them. The core processes in this domain include: Problem resolution Helpdesk support (connected to defect tracking) Infrastructure and application service management Application lifecycle management is the discipline of overcoming these silos to realize a whole-team, whole-view approach to the software delivery cycle. Application lifecycle management (ALM) coordinates the lifecycle activities of software development, including requirements, design and construction, project planning, change and configuration management, build and quality management. Successful ALM empowers organizations to get fast answers to questions like these: • How are our teams in India and the United States progressing against plan? • What requirements and defect fixes are in this release? • Are we as an organization getting better at managing requirements scope? • What has changed that I need to now test? 2. Development 3. Operations* 8

Las Metodologias Agiles Optimizan el Ciclo de vida de las aplicaciones
Las Metodologias Agiles Optimizan el Ciclo de vida de las aplicaciones? Si! La Mayoria de equipos Agiles estan geograficamente distrbuidos 33% estan en cumpplimiento con regulaciones 75% estan ejecutando Agile para proyectos de complejidad media y alta 17% estan aplicando exitosamente Agile para outsourcing 78% estan trabajando con Sistemas Legacy 32% tienen interaccion exitosa entre Arquitectos Empresariales y Equipos Agiles 11% reportaron que su estrategia de Gobernabilidad funciona bien con Equipos Agiles Source: Dr Dobb’s November 2009 State of the IT Union Survey

Que hacen los equipos Agiles para mejorar su productividad?
“Como podemos mejorar?” “En que estamos trabajando ahora?” “Donde estamos contra el plan?” “Cuales son mis tareas pendientes!” “Tenemos reportes actualizados ?” ALM sounds nice, but there are inherently a lot of questions of where to focus. What is required to deliver higher quality solutions in a shorter amount of time and at a reduced cost? How do we improve our overall software development efficiency How can we improve our response to business demands, reduce delays in software project delivery, and address our inability for critical software and IT needs to be met quickly What is required to bring about fundamental transformation? We stepped back and took a vendor-agnostic view on how teams can focus on improving their overall productivity.

Cinco Imperativos para una Efectiva Administracion del Ciclo de vida de Aplicaciones para mejorar la productividad organizacional Maximizar el valor de los productos con Colaboracion en Contexto Acelerar el tiempo de entregas con Planeacion en Tiempo Real Mejorar la Calidad con Trazabilidad del Ciclo de vida Lograr predictibilidad con Inteligencia en el Desarrollo Reducir costos con Mejora Continua In-Context Collaboration freeing teams to focus on more creative work Real-time Planning where the plan is always up to date Lifecycle Traceability ensures coverage of requirements, development and test Development Intelligence provides team transparency and for measured improvement Continuous Improvement to adapt and optimize team performance Right-size the solution to meet your team with flexible deployment models and single point of administration Learn more at ALM Everywhere

Retos de la Colaboracion Puede su equipo…
“ Donde esta ese ?” …encontrar toda la informacion relacionada a una tarea especifica? …rapdidamente conocer el “quien, que, cuando y porque” de las actividades del equipo? …incorporar nuevos miembros al equipo? … Superar las barreras de multiples zonas horarias, lenguajes, herramientas cuando se esta trabajando con outsourcing o equipos distribuidos? A few options on what to say to this slide: Why use In-Context Collaboration? Ensure business objectives are always understood from the context of the stakeholder Collective intelligence emerges with collaborative reviews of the requirements, designs, development plans and test plans, Foster whole team buy-in to improve team trust, efficiency and focus Collaboration often occurs in silos that don’t allow for the collective intelligence to emerge. Consider these common forms of collaboration that produce information silos: Capturing designs in documents, spreadsheets, or wikis that only some people have access to Making decisions in threads Only some team members involved in the stakeholder reviews To be in “the know” for the decisions made on your requirements, designs, work items, source code, builds, and tests do you have to be in the right meeting or on the right or in the right hallway Symptoms that indicate the need for In-Context Collaboration Not having the right information to do your work copies of deliverables to remote team members, never knowing which copy is the most recent Missing important decisions that are undocumented Relying on 'water cooler' discussions or co-located teams, or worse, public social media to share project information and decisions All team members who have a stake in project do not have access to the project artifacts and review tools Inability to collaborate and synchronize across the teams -- need to break down the silos Understanding of the design is limited to the immediate development team; extended team does not understand what the design is. It is difficult to share and collaborate with all stakeholders Not meeting stakeholder needs or expectations due to a lack of review, or lost feedback. Misaligned organizations often fail to deliver quality software on time and on budget Requirements or design reviews are cumbersome and take too long, and worse are avoided all together Potential duplication of effort, conflicting efforts, multiple interpretations & rework. Reinventing the wheel syndrome - rebuild similar solutions due to lack of a central repository for software development artifacts

Comentarios en los detalles de los requerimientos estan en el contexto
Un click sobre el comentario subraya el texto de la discusion

Revisiones formales crean acuerdos Y previenen re-trabajo
Revisiones y Aprobaciones aseguran que los artefactos son revisados y/o aprobados por los miembros del equipo claves Requirimientos Capturing reviews allow people to work as time permits but also can force to push that “button” and document their that they have reviewed or more importantly “approve” that they understand a requirement, work item or Test case. Creating that audit trail forces teams to improve their collaboration over the “verbal” agreements you get in review meetings. Items de trabajo Artefactos de Prueba

Colaboracion en Contexto mejora el valor de los productos
Da herramientas a los equipos para colaborar sobre la revision de los artefactos de software de manera que puedan incorporar feedback temprano y frecuentemente alineando las entregas con la vision de los sponsors y del negocio Provee una Unica fuente de Verdad a traves de un repositorio compartido de manera que los miembros del equipo puedan colaborar efectivamente sin importar en donde se encuentren Provee informacion inmediatamente accesible a todos los miembros del equipo en el contexto de su trabajo Collaboration increases the value of your software by delivering on stakeholders’ vision. By collaborating with your stakeholders on requirements, designs, work items, test cases, and running software we come to understand their expectations and develop a collective intelligence for what your software should provide. In-Context Collaboration is the ability to collaborate, in real time, on projects in the context of work being done. Many organizations rely on , spreadsheets or loosely integrated tools as their collaboration infrastructure. These may seem like the most cost-effective solutions, but often result in lower productivity from individual team members as they spend more time searching for and sending s, populating spreadsheets for status and cutting and pasting data from one tool to another. The Rational solution for CLM captures discussions and chats in the context of work being done, building a collective intelligence of technical and business decisions. 15

Retos de la Planeacion Puede su equipo…
“Tengo que preguntar otra vez a todos por el estado del proyecto?” …Planear contemplando el equipo entero? …Manualmente recolectar y reportar el estado de los proyecctos? …Instantaneamente ver el impacto de un cambio en un proyecto o recursos? …Integrar la planeacion con la ejecucion? …Planear proyectos para ambientes en cascada, iterativos y/o agiles? These are the pain points of not doing Real-time planning. Separate planning efforts that lead to miscommunication, delays and poor quality. Misaligned teams not working towards common goals Lack of visibility/understanding of the overall plan, including milestones/delivery dates Plans only include development tasks; don't give overall picture of total amount of work Uncertainty that everything is covered Practitioners not participating in planning activities because they don't see the value it's burdensome and inaccurate anyway, so why bother? Manual, error-prone plan updates Plans don't reflect the work being done Estimates are inaccurate Plans are disconnected from the day to day tasks, managed separately or not at all Undocumented tasks being worked on Difficult to stay on top of the project Managers / Team leads don't know each team member's workload Uncertain progress and predictability. Never knowing when you are 'done' Problems / Pains: Developers / Testers not involved in plan… so guess what… not bought in. Does not take the entire project into account leads to miscommunication, delays and poor quality. How many times did I hear people complaining / pointing fingers because someone said “I didn’t know!” Different “plan” for agile…kanban… iterative… scrum…waterfall Project Manager constantly asking for status. Status reports. Can’t keep up. No view into the bigger picture. WarRoom – Microsoft Project plastered on the walls… never right -Out-of-date the minute we printed it out… became worse as we moved towards agile. Developers - No visibility into the progress being made by the team, rely on manual stand-ups which don’t work if the team isn’t co-located Project Planning that is directly linked directly to execution. We plan because we want to know when we are done. The only way to know when the work is complete is to ensure the plans are fully integrated with project execution and always up to date. The following table provides several typical dos and don’ts related to planning Have plans that integrate to execution, and are easy to maintain. Include in the plan all of the organization functions/people that have deliverables and roles in the project, including development, test and those who define the requirements. Also, track workloads of all to understand impact of change and to accurately predict delivery Instead of making planning and execution separate processes that are forever out of sync, your ALM solution should drive plans directly into project execution. Once tasks, owners and hand-offs are identified in a project iteration plan, the solution should automate the flow of team activities across the extended team. What we’ve seen in our work with customers is that without this key criteria--for example if you maintain your project plan in a Microsoft project file outside of your ALM environment—those plans will inevitably become stale and inaccurate. That’s why it’s so critically important that your ALM solution integrate planning with execution. It’s the key to being able to realistically manage project resources, onboard new team members and react nimbly to changes introduced by customers or market conditions. .. Don’t Have plans that live outside of ALM environment. Use plans that are fully integrated with execution, manage tasks for the entire team, not just the tasks of developers. Provide Plan transparency, where plans are visible and accessible to everyone on the team. Use plans that make it easy to understand the load, easy to see what your team is currently working on in taskboards. Don’t: Rely on manual, error-prone updates. Use plans with information at your fingertips, and a user interface that makes it trivial to update plan information in the context of the work. Use a plan that provides multiple views on the same data such as Ranked Lists, Planned Time, Taskboard, Work breakdown, by Iteration, or Roadmap (traditional) view. Practice continuous planning using lifecycle queries and project dashboards to respond to changing events on the team. DONT Create an environment where requirements, development and test Plans are disconnected and managed separately, or not at all. Plan across the entire team, not silos, by linking and populating development and test plans from requirements. Ensure individual requirements, development work items and test cases are all linked. DON’T Separate from team activities and assignments. Updating time spent directly from the work item makes easy to keep accurate plans. Instantly see the impact of changes to delivery dates. Use Planned time to balance the load across team members. DON’T Rely on disconnected from metrics on past team experiences. Easily instantiate project plans into individual and team activities

1818 Asegure la alineacion a traves del Negocio, Desarrollo y los equipos de Pruebas The image shows a Release Plan in Rational Team Concert containing links to a related Product Backlog, a collection of requirements in Rational Requirements Composer, and a test plan in Rational Quality Manager.

Un plan con multiples vistas Vistas Personalizadas dependiendo del Rol y del Contexto
1 2 Out of the box views shows the plan in formats that support planning and execution objectives. Views are designed to support practitioners, scrum master, team leads etc. Views are also customizable allowing the team and practitioners to view their meaningful data. The following three images show the same sprint plan BRM Sprint 2 (1.0 ) Plan using different views. Using different views helps the team balance the work, plan effectively, understand dependencies and respond to changes more quickly. Image 1 – Roadmap view: -show dependencies between work items In this example you can see the dependency between 3 tasks between Marco and Deb. Image 2 – Task board view: shows current progress for daily stand-ups Image 3 – Planned Time view: Shows the work load for each individuals. In this example you can clearly see that Deb and Marco are over worked. Bob and Tanuj have no work assigned to them. 3 19

Actualizacion de Estados Planear en tiempo real la actividades diarias
Actualizacion de los estados (Automaticamente alimenta el proyecto) Planning is only as good as the data behind it. Real Time planning means that practitioners are updating status in the course of their daily work, tying the plan to execution. Changes are immediately visible on the plan and status is “collected” without any additional effort.

La Planeacion en Tiempo Real acelera los tiempos de entrega
Provee un Unico Plan que combina requerimientos, desarrollo y pruebas, asegurando que el equipo completo entienda el alcance completo del proyecto Integra planeacion con ejecucion asegurando que el equipo completo entiende el verdadero estado del proyecto Permite a todos los involucrados participar en mantener el plan actualizado Ayuda a los equipos a responder a los inesperados de manera correcta asegurando que el equipo se mantenga dentro de los cronogramas What is Real-Time Planning? Real-Time Planning is linked to project execution. Without this key criteria--for example if you maintain your project plan in a Microsoft project file outside of your ALM environment--plans will inevitably become stale and inaccurate. The Rational solution for CLM integrates planning with execution, enabling organizations to easily manage project resources, onboard new team members and react nimbly to changes introduced by customers or market conditions. Deployment Engineer Project Lead Analyst Developer Architect Quality Professional Planning and Execution 21

Retos de la Trazabilidad del Ciclo de Vida Puede su equipo responder…
Gerente de Proyectos Analista Estamos Listos para salir a produccion? Cuales requerimientos estan resueltos en esta iteracion? Podemos pasar una auditoria? Estan todos los requirimientos probados? Que defectos fueron resueltos en este release? Lifecycle Traceability enables teams to answer the hard questions about the status of their project. Establishing relationships between artifacts helps the team identify and close gaps, ensuring coverage across disciplines. At the same time, Lifecycle Traceability delivers transparency which enables everyone to make fully informed decisions based on business priorities It’s well known that addressing problems at the earliest possible moment results in higher quality, on time projects. Lifecycle Traceability gives teams the tools to act immediately on quality inhibitors Problems / Pains: Without awareness of related artifact and the impacted team members, a seemingly small change can ripple across the project potentially causing delays or reducing quality. Teams are unable to assess whether project requirements have been satisfied, and at what degree of quality. (dashboard) If you have a requirement, can you tell me when it gets in a build, has it been tested, did it pass? Also, what if something changes, are all related artifacts updated? Business Analyst - Did a requirement get into a build? Was it tested? Who worked on it? Developer – what tester uncovered this defect? Which build? Which environment? Tester – what’s ready to test? What changed since last build? Requirements would change, no clue how it affected or when it would affect tests. Que defectos estan afectando cuales requerimientos? Estamos alineados con el Negocio? Profesional de Calidad Ingeniero de Despliegues Desarrollador Que requerimientos estoy implementando? Como puedo Estandarizar cuando los equipos usan diferentes herramientas? Cual es la calidad de este Build? Que esta listo para Probar? Que prueba cubre este defecto y, en cual ambiente? Los tiempos de Build se estan acortando o alargando? Donde estan los Cuellos de botella en nueestros procesos? Que defectos han sido resueltos desde el ultimo build? Que cambios han realizado los demas desarrolladores sobre este release Como puedo Acelerar mis Builds? 23 23

Los lideres de equipos tienen visibilidad del cubrimiento y actividades completas
Proactivamente responder a gaps (en rojo) a medida que el proyecto avanza Los problemas son rapidamente detectados y resuletos (en amarillo) The image shows a traceability view in Release Plan containing links to requirements and test cases. It also has a column to identify defects affecting the plan items. This demonstrates an integrated plan with traceability reporting. Rather than relying on stale and occasionally run traceability reports, using an integrated plan with a built-in traceability view makes the gaps are obvious and easy to address through out the project. The green row shows items that have no known gaps and no issues effecting the plan item. Red highlights gaps – missing requirement or missing test case Yellow indicates issues that need to be reviewed and resolved. Benefits: Creating a shared vision delivers what the stakeholders want Ensuring coverage improves quality for the release and each sprint Whole team buy-in improves team trust, efficiency and focus 24

La informacion enlazada es visible en todos los artefactos
Todos los roles pueden ver los enlaces en sus artefactos Cada usario tiene su propia perspectiva e interfaz de usuario para ver los enlaces. Crear, eliminar, navegar enlaces en los artefactos Ejemplo: El Desarrollador ve las relaciones sobre un defecto Los links de trazabilidad sobre los defectos son automaticamente creados When traceability links are established, the IBM Rational Collaborative Lifecycle Management solution leverages these links to automatically create traceability links on defects. The image below shows a defect with traceability links. The traceability links to the test result, test case, test plan, plan-item and requirement, are automatically generated when a defect is submitted by a tester. 25

La trazabilidad a traves del Ciclo de vida mejora la calidad
Establece relaciones entre artefactos de software Identifica y cierra gaps de los artefactos, asegurando cubrimiento a traves de las disciplinas Provee visibilidad del estado de la Planeacion vs Ejecucion inspeccionando todos los artefactos relacionados Provee simple acceso a los artefactos relacionados asegurando que todos los involucrados comparten la misma informacion Entrega transparencia la cual permite que todos los involucrados esten Totalmente informados de las decisiones basadas en las prioridades del negocio What is Lifecycle Traceability? Lifecycle Traceability is the ability to provide both forward- and backwards visibility across your project lifecycle. The Rational solution for CLM allows you to identify with confidence that the software you are delivering to a customer includes a specific requirement that was developed using a specified process, associated with a specific software build, and validated by a specific set of test cases and test case results. Anything less and you really don’t know what you are delivering and whether what you are delivering will meet your quality or regulatory compliance requirements. Acceso instantaneo a los detalles desde cualquier punto en el proceso de desarrollo Customer Final Product Build Artifacts Environment Supporting Systems Requirements Management Initial Idea 26

Estamos Listos para… Salir a Produccion? Realizar Pruebas?
Entregar un Informe? ……

Retos de Medicion y Direccion Puede su equipo…
…proveer una vista del estado del proyecto a multiples niveles? …Tomar decisiones de direccion basada en informacion actual del proyecto? … realizar seguimiento a las mejoras o planes de accion a traves de metricas? … Minimizar la carga administrativa apoyandose en sus sistemas para capturar las metricas? Some questions to consider as you evaluate the current state of your own development intelligence… Problems / Pains: Inability to look at the big picture, see how they are doing over time (the trends) and use that information to make fact-based decisions. Inability to track desired improvements with metrics Developers / testers - Collecting Metrics “sucks”. Means taking time out of my days to collect measurements that don’t seem to matter. Inability to accurately scope and estimate project duration without historical data to rely on, or predict a team's velocity or ability to deliver the amount of work identified on time or on budget Decisions are made based on opinion, fear, uncertainty or doubt. Managing by SWAG. Inability to make fact-based decisions and adjust the plan / steer the team, as needed 29 29

Use tableros de Control para proveer una unica vista del estado de sus proyectos
Development Intelligence ensures teams can respond early in the cycle when risk can be contained so it does not impact ship dates. Dashboards function as information radiators – a large, highly visible display used by software teams to track progress – ( Go to any of the project dashboards on jazz.net to see how we do it. 30

Detalles de Dashboards Facilmente encuentre los detalles (Drill Down)
Mini-dashboards: Disponibles en cualquier vista Easily managing issues – like unassigned blocking items, avoids costly delays and improves predictability Click encima del reporte para hacer drill down hacia la informacion

La Inteligencia sobre el desarrollo mejora la predictibilidad
Permite Toma de decisiones basadas en hechos – datos – informacion real (para comunicar estados, monitorear progreso, diagnosticar problemas, identificar acciones correctivas) Monitorea Proyectos para contar con entregas a tiempo Aplica Tecnicas de Inteligencia de Negocios al desarrollo de software You rely on your ALM environment to capture metrics automatically and behind the scenes, minimizing administrative busywork. Next, you need to surface those metrics on demand, at the right level of detail for every stakeholder from executive to practitioner. Without this correlated and “right sized” intelligence, managers spend most of their time asking for information from their teams. By providing customizable dashboards and reporting, the Rational solution for CLM empowers project leaders to spend less time searching for data and more time actively leading and coaching teams to positively influence project outcomes. Information Radiators: Poca Medicion sobre los Proyectos Frecuente Medicion sobre los Proyectos Cancelled Late On-time 15% 5% 40% 20% 45% 75% Las practicas de Medicion Impactan el exito de los Proyectos Sources: Capers Jones, Measurement, Metrics and Industry Leadership, Copyright © by Capers Jones LLC Capers Jones, Software Engineering Best Practices, Copyright © 2010 McGraw-Hill 32

-Mia Hamm, first female FIFA World Player of the Year
“Los fracasos suceden todo el tiempo. Estos suceden cada dia en la practica. Lo que nos hace mejores, es como reaccionamos a ellos.” -Mia Hamm, first female FIFA World Player of the Year

Retos de la Mejora Continua Puede su equipo…
…Permitir a los lideres del equipo determinar que tan estrictas o abiertas pueden ser las reglas en el camino? …Modificar politicas del proceso a traves del desarrollo de un proyecto para asegurar cumplir con cronogrmas o metricas de calidad? …apoyarse de plantillas predefinidas (out-of-the-box) que soporten flujos de trabajo tradicionales y/o agiles? …Cambiar el proceso “on the fly” como parte de un ciclo de retroalimentacion y mejora continua? Problems / Pains: All – everyone is “saying” that we adopted a new process, but there are no tools to make it successful, and the team is not willing to chance those that don’t work! Developers – new team in new locations not following the same process. Lots of scrap and rework. Inability to implement workflows or improve process across the many diverse, distributed contributors. Process specifications are created but never enacted, they become "shelf-ware" or something the team 'should' do Testers, Release managers - concerns not heard until later in the development cycle when they are expensive to fix and cause project delays. Need to be part of the TEAM assessment 35 35

Las retrospectivas de los equipos ayudan a identificar areas de mejora
Hacer seguimiento a retrospectivas ayuda a los miembros del equipo proponer mejoras Un Ranking de mejoras de procesos ayuda a enfocarse en donde el equipo tiene el dolor mas grande The team collaborates on both incremental and breakthrough improvements via retrospectives. These can generate a list of improvement areas and actions to take.

Plantillas Apoyan a la mejora continua
Uso y reuso de plantillas en los proyectos es un ejemplo de mejora continua (Estandarizacion) Modificables para cumplir con los procesos de su organizacion An example of breakthrough improvement is the use and reuse of project templates. These templates can be modified for your team or project needs to encapsulate your best practices to re-used in project after project

La mejora continua reduce los costos
Mejore la entrega de sofware a traves de adopcion de mejores practicas y automatizacion para reducir tareas manuales, no creativas y suceptibles de errores Optimice al maximo sus procesos haciendo uso de Mejores practicas y Reuso en sus proyecto Permita a todos los involucrados participar en la adopcion de mejores practicas para tener su retoalimentacion Assess Steer Act

Las realidades retan el desarrollo de software Complejidad en la entrega de software y presiones del mercado Planeacion y trazabilidad Plantillas Reportes Trazabilidad Mejora Continua Planeacion e Inteligencia en el Desarrollo Finding new ways to innovate through software is not an easy task. The systems and applications we build today are more powerful and impactful than ever. But they are also more complex - thus harder to build, verify, and manage. This complexity, along with the need for faster delivery driven by today’s competitive markets, makes software-driven innovation very challenging. Approximately 60% of software projects fail to meet the intended schedule. (source is IBM study) There are serious consequences to failure in software and systems delivery. Sometimes catastrophic. Some failures result in significant human harm, others -- like security breaches that undermine businesses, violations of regulations, or product recalls – can have catastrophic brand and business implications. There are also consequences to missing expectations and market windows. So how do we achieve more predictable business outcomes for software and systems delivery projects? Sources: “62% of companies have agile projects requiring integration with legacy systems” - DDJ State of the IT Union Survey November 2009, Scott W. Amble, Ambysoft - “50% of outsourced projects are expected to under perform” - BusinessWeek Commentary: “Shifting Work Offshore? Outsourcer Beware”: “49% of budgets suffer overruns and 62% fail to meet their schedule” - Two reasons Why IT Projects Continue To Fail (March 20, 2008) Referencing: "TCS have a white paper available on their WEB site called Evolving IT from ‘Running the Business’ to ‘Changing the Business’" “62% of software projects fail to meet intended schedules” - IBM CEO Study, 2008, The Enterprise of the Future 2010 Spending in U.S. on governance, risk and compliance was $29.8 billion - Source “30% of project costs are due to rework and poor execution of requirements” -Managing Software Requirements By Dean Leffingwell, Don Widrig “And since rework typically consumes 30%-50% of a typical project ... it follows that requirements errors can easily consume 25%— 40% of the total project Real-Time Planning Colaboracion en Contexto Source: Numerous sources, see speaker notes for details 39 39

IBM Rational Es lider reconocido en ALM
“Efficient coordination and automation of the delivery process requires new, collaborative approaches to the planning, measurement, execution, control and reporting of activities.” “These new approaches are what differentiate current application life cycle management (ALM) tools, and what make ALM processes vital to leading-edge development activities.” “ALM is what enables sustainable agile practices. ALM creates a management framework providing consistent, auditable records of the decisions and activities of agile teams.” IBM earns “Strong Positive” ― the highest possible rating Approved for external use by Gartner Duggan, Jim & Murphy, Thomas E., “MarketScope for Application Lifecycle Management,” Gartner, Inc., 11 November 2010 ID Number: G , pp2,6 Approved for external use by Gartner until 8 Dec 2011 Now that we are delivering on our vision, we are gaining the accolades of analyst firms, like Gartner, who track and evaluate vendors' ability to deliver on integrated ALM solution. And as you can see here, IBM is the only vendor -- of twenty vendors evaluated -- who was rated as Strong Positive, because of its current market strengths, breadth of portfolio, and the solid architectural foundation of the Jazz platform. Strong Positive Is viewed as a provider of strategic products, services or solutions: Customers: Continue with planned investments. Potential customers: Consider this vendor a strong choice for strategic investments. Duggan, Jim & Murphy, Thomas E., “MarketScope for Application Lifecycle Management,” Gartner, Inc., 11 November 2010 ID Number: G , pp2,6 © 2010 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity" on its website,

IBM Rational Es lider reconocido en ALM
Ovum Decision Matrix: Selecting an ALM Vendor Reference Code: OI Publication Date: March 2011 Authors: Chandranshu Singh, Tony Baer, Michael Azoff Report Highlights "IBM has the broadest and arguably the deepest portfolio among all vendors profiled in this report.” IBM’s Technology Score: 94.3% IBM’s Market Impact score: 10/10 The highest score! All other vendors were ranked relative to IBM “Furthermore, the vendor has ensured that it stays ahead of the pack by having a good grasp of market demand and meeting it through tool support.” ©Ovum published 3/ This report is a licensed product and is not to be photocopied

Offering de Application Lifecycle Management
4242 4242 Offering de Application Lifecycle Management IBM Rational ALM Solutions Get Up and Running Quickly Reduzca los costos de desarrolo de software ineficiente con soluciones multiplataforma integradas de ALM! Optimice la produtividad de su equipo a traves de los 5 imperativos de ALM Colabore a traves de los equipos y cree integraciones completas en el ciclo de vida Crezca a su ritmo con licenciamiento basado en Roles Unifique su infraestructura y proteja sus inversiones actuales con una plataforma unica abierta y extensible Collaborative Lifecycle Management Collaborative Design Management Rational Requirements Composer Rational Team Concert Rational Quality Manager Rational Rhapsody Design Manager Rational Software Architect Design Manager Analyst Engineer Developer Making the tie from ALM to CLM and CDM: At the core of Application Lifecycle Management is coordinating the management of project changes, quality and requirements. These capabilities form the foundation of a successful ALM solution. Rational’s core ALM offering is the solution for Collaborative Lifecycle Management and Collaborative Design Management. IBM Rational ALM services and solutions can help your organization reduce the high costs and risks of inefficient, multiplatform software development and are unique in the market as they allow you to unify your infrastructure with a single open, extensible, integrated Jazz platform. Having a single platform across the software delivery lifecycle allows you to extend the software infrastructure investments you have already made while allowing all stakeholders real-time collaboration and transparency in the context of the work at hand, automation and better process control from the initial requirements definition to software change and release management and beyond. End to end traceability that is seamless in all three products. If a tester finds a defect and can trace it to a use case, submit the defect and it will link to all the things associated to it. Thus the developer can see it is blocked and why and its all automatic. Don’t have to ask. Link artifacts and connect the dots so every artifact has the proper upstream and downstream relationship Send links to artifacts that lead to current artifact versions and sets the related artifact context including reviews and comments from other team members Link critical project artifacts so that the entire team have access to the latest version of the truth When organizations fail to deliver quality software on time and on budget, it is typically not because any individual is dysfunctional, but because the entire team or organization is misaligned. End-to-end visibility enables organizations to proactively steer projects to success based on real-time information. The second imperative, End-to-end lifecycle traceability is a perquisite for meaningful insight into project status, issues and risks. For example, the question, “Are we ready to release?” requires knowledge that can only be gathered by correlating requirements, code, build, and test information—data that potentially resides in four different repositories. The ideal environment will allow teams to easily link related assets and maintain those linkages as assets evolve. Traceability is the ability to gain an end-to-end view across your project lifecycle. When your software is delivered to the customer, you should be able to identify all the activities associated with the software. You should be able to answer all of the stakeholder questions on this slide. And you should be able to state with confidence that the software includes this specific requirement, included in this software build, validated by this test case and with this test result. Anything less, and you really don’t know what you are delivering and whether what you are delivering will meet your quality requirements. Traceability isn’t simply one of those “nice to have” capabilities in the software development lifecycle. Traceability helps you understand what everyone else on the team is doing. For example, while the requirements analyst knows very well what requirements she has written, she still needs to know whether a given requirement will be addressed during a specific development iteration and, if so, which one. Or she wants to know if the implementation of that requirement has been tested and with what result. An ALM solution that allows for lifecycle artifact traceability helps teams to answer the hard questions about requirements and risk management. By linking related artifacts, teams are better equipped to answer questions such as “which requirements are affected by defects?” and “which work items are ready for test?” It is important to understand how requirements, test and development are linked by projects and tasks. DON’T Do traceability for traceability sake. Identify a few meaningful questions or set one goal and institute a “just enough” approach for linking related artifacts. For example, link requirements and test cases, link test cases and development work items. Try one and get good at it before doing more. DON’T Rely on reports that go stale after you’ve created them. Practice continuous traceability: Leverage a system that shows the traceability links directly on the plan, or that uses queries that identify gaps, such as “Plan items without requirements” and “Plan items without test cases”, and “Defects blocking test.” DON’T Ignore, hide from or hope to pass regulatory audits Invest in an ALM solution that makes traceability easy to do, maintain and report against. DON’T: Work in disconnected project repositories, or cobble together a disparate set of tools. Seek products built with open interfaces. Seek vendors who understand and support the ALM integration challenges. Invest in tools with a longer-term integration roadmap in mind. DON’T: Enter links manually after the fact, it’s easy to forget, hard to enforce. Integrated tools make it easy to establish as the project executes. See image of linked Defect in upcoming slide DON’T: Build your own integration based on proprietary API’s. Choose a solution with open services (OSLC) for linking data across the lifecycle. DON’T: Choose a one-size-fits-no-one solution. Invest in a loosely coupled, integrated ALM solution that is built to scale and support open and flexible integrations. A single ALM repository will not scale to fit your needs over time. Times change, new products emerge; your ALM solution needs to be flexible enough to move with the times. Do you really want to face that data migration challenge? Many tools, document formats and repositories create “information islands”, making it hard to find, relate and use this information as requirements artifacts as well as use use it to inform downstream lifecycle activities Hard to relate it together, keep it coherent, and maintain those relationships. Team members undertake heroic measures to consolidate it understand, monitor status, and make decisions based on this information. These manual processes often don’t scale and introduce errors This leads to .. Wasted team effort due to duplication and lack of version control / change management … “Which version of that document should I be looking at?” Challenges in scaling current practices and making them repeatable Too many project surprises due to poor or missed requirements Information overload: challenges finding, using, and reusing information Slide Source: Carolyn Pampino Quality Professional Architect Deployment Engineer

Get Started! Collaborative Lifecycle Management
4444 Get Started! Collaborative Lifecycle Management Free Downloads! Get involved at jazz.net! Interactive White Board read articles & blogs view presentations watch videos listen to podcasts see a project dashboard review the release plan Short, simple way to share the 5 ALM imperatives ibm.co/alm-everywhere Role-based Demo Try it out at jazz.net! About the download: Rational Team Concert, Rational Quality Manager, and Rational Requirements Composer share a common installer that deploys the shared Jazz Team Server plus the "Change and Configuration Management", "Quality Management", and "Requirements Management" applications. 1 Download RTC, RRC or RQM for CLM Sample scenarios for CLM Track our progress at jazz.net! We openly develop our software with our own tools! VP of Development, a Business Analyst or Project Owner, Agile Team Lead, Developer and Test Lead. bit.ly/jazzCLMdemo 44

ALM Services to support your journey…
4545 4545 ALM Services to support your journey… Quick Starts for Common Entry Points Collaborative Lifecycle Management Requirements Definition Quality Management Rational Requirements Composer Quick Start Rational Team Concert Rational Quality Manager Collaboration, Planning, Change, Configuration & Build Management Disciplined Agile Delivery with Rational Team Concert Making the tie from ALM to CLM and CDM: At the core of Application Lifecycle Management is coordinating the management of project changes, quality and requirements. These capabilities form the foundation of a successful ALM solution. Rational’s core ALM offering is the solution for Collaborative Lifecycle Management and Collaborative Design Management. IBM Rational ALM services and solutions can help your organization reduce the high costs and risks of inefficient, multiplatform software development and are unique in the market as they allow you to unify your infrastructure with a single open, extensible, integrated Jazz platform. Having a single platform across the software delivery lifecycle allows you to extend the software infrastructure investments you have already made while allowing all stakeholders real-time collaboration and transparency in the context of the work at hand, automation and better process control from the initial requirements definition to software change and release management and beyond. End to end traceability that is seamless in all three products. If a tester finds a defect and can trace it to a use case, submit the defect and it will link to all the things associated to it. Thus the developer can see it is blocked and why and its all automatic. Don’t have to ask. Link artifacts and connect the dots so every artifact has the proper upstream and downstream relationship Send links to artifacts that lead to current artifact versions and sets the related artifact context including reviews and comments from other team members Link critical project artifacts so that the entire team have access to the latest version of the truth When organizations fail to deliver quality software on time and on budget, it is typically not because any individual is dysfunctional, but because the entire team or organization is misaligned. End-to-end visibility enables organizations to proactively steer projects to success based on real-time information. The second imperative, End-to-end lifecycle traceability is a perquisite for meaningful insight into project status, issues and risks. For example, the question, “Are we ready to release?” requires knowledge that can only be gathered by correlating requirements, code, build, and test information—data that potentially resides in four different repositories. The ideal environment will allow teams to easily link related assets and maintain those linkages as assets evolve. Traceability is the ability to gain an end-to-end view across your project lifecycle. When your software is delivered to the customer, you should be able to identify all the activities associated with the software. You should be able to answer all of the stakeholder questions on this slide. And you should be able to state with confidence that the software includes this specific requirement, included in this software build, validated by this test case and with this test result. Anything less, and you really don’t know what you are delivering and whether what you are delivering will meet your quality requirements. Traceability isn’t simply one of those “nice to have” capabilities in the software development lifecycle. Traceability helps you understand what everyone else on the team is doing. For example, while the requirements analyst knows very well what requirements she has written, she still needs to know whether a given requirement will be addressed during a specific development iteration and, if so, which one. Or she wants to know if the implementation of that requirement has been tested and with what result. An ALM solution that allows for lifecycle artifact traceability helps teams to answer the hard questions about requirements and risk management. By linking related artifacts, teams are better equipped to answer questions such as “which requirements are affected by defects?” and “which work items are ready for test?” It is important to understand how requirements, test and development are linked by projects and tasks. DON’T Do traceability for traceability sake. Identify a few meaningful questions or set one goal and institute a “just enough” approach for linking related artifacts. For example, link requirements and test cases, link test cases and development work items. Try one and get good at it before doing more. DON’T Rely on reports that go stale after you’ve created them. Practice continuous traceability: Leverage a system that shows the traceability links directly on the plan, or that uses queries that identify gaps, such as “Plan items without requirements” and “Plan items without test cases”, and “Defects blocking test.” DON’T Ignore, hide from or hope to pass regulatory audits Invest in an ALM solution that makes traceability easy to do, maintain and report against. DON’T: Work in disconnected project repositories, or cobble together a disparate set of tools. Seek products built with open interfaces. Seek vendors who understand and support the ALM integration challenges. Invest in tools with a longer-term integration roadmap in mind. DON’T: Enter links manually after the fact, it’s easy to forget, hard to enforce. Integrated tools make it easy to establish as the project executes. See image of linked Defect in upcoming slide DON’T: Build your own integration based on proprietary API’s. Choose a solution with open services (OSLC) for linking data across the lifecycle. DON’T: Choose a one-size-fits-no-one solution. Invest in a loosely coupled, integrated ALM solution that is built to scale and support open and flexible integrations. A single ALM repository will not scale to fit your needs over time. Times change, new products emerge; your ALM solution needs to be flexible enough to move with the times. Do you really want to face that data migration challenge? Many tools, document formats and repositories create “information islands”, making it hard to find, relate and use this information as requirements artifacts as well as use use it to inform downstream lifecycle activities Hard to relate it together, keep it coherent, and maintain those relationships. Team members undertake heroic measures to consolidate it understand, monitor status, and make decisions based on this information. These manual processes often don’t scale and introduce errors This leads to .. Wasted team effort due to duplication and lack of version control / change management … “Which version of that document should I be looking at?” Challenges in scaling current practices and making them repeatable Too many project surprises due to poor or missed requirements Information overload: challenges finding, using, and reusing information Slide Source: Carolyn Pampino Planning and Governance with Rational Team Concert Get up & running quickly! Agile Jump Start Deployment Package Introducing Rational Team Concert Into Legacy Environment Assessment

ALM Services for continued adoption…
4646 4646 ALM Services for continued adoption… Collaborative Lifecycle Management How do I ensure development implements the business needs? Rational Requirements Composer Quick Start Rational Team Concert Rational Quality Manager A D O P T Requirements Definition Collaboration, Planning, Change, Configuration & Build Management How do I ensure development is tested by independent test? Making the tie from ALM to CLM and CDM: At the core of Application Lifecycle Management is coordinating the management of project changes, quality and requirements. These capabilities form the foundation of a successful ALM solution. Rational’s core ALM offering is the solution for Collaborative Lifecycle Management and Collaborative Design Management. IBM Rational ALM services and solutions can help your organization reduce the high costs and risks of inefficient, multiplatform software development and are unique in the market as they allow you to unify your infrastructure with a single open, extensible, integrated Jazz platform. Having a single platform across the software delivery lifecycle allows you to extend the software infrastructure investments you have already made while allowing all stakeholders real-time collaboration and transparency in the context of the work at hand, automation and better process control from the initial requirements definition to software change and release management and beyond. End to end traceability that is seamless in all three products. If a tester finds a defect and can trace it to a use case, submit the defect and it will link to all the things associated to it. Thus the developer can see it is blocked and why and its all automatic. Don’t have to ask. Link artifacts and connect the dots so every artifact has the proper upstream and downstream relationship Send links to artifacts that lead to current artifact versions and sets the related artifact context including reviews and comments from other team members Link critical project artifacts so that the entire team have access to the latest version of the truth When organizations fail to deliver quality software on time and on budget, it is typically not because any individual is dysfunctional, but because the entire team or organization is misaligned. End-to-end visibility enables organizations to proactively steer projects to success based on real-time information. The second imperative, End-to-end lifecycle traceability is a perquisite for meaningful insight into project status, issues and risks. For example, the question, “Are we ready to release?” requires knowledge that can only be gathered by correlating requirements, code, build, and test information—data that potentially resides in four different repositories. The ideal environment will allow teams to easily link related assets and maintain those linkages as assets evolve. Traceability is the ability to gain an end-to-end view across your project lifecycle. When your software is delivered to the customer, you should be able to identify all the activities associated with the software. You should be able to answer all of the stakeholder questions on this slide. And you should be able to state with confidence that the software includes this specific requirement, included in this software build, validated by this test case and with this test result. Anything less, and you really don’t know what you are delivering and whether what you are delivering will meet your quality requirements. Traceability isn’t simply one of those “nice to have” capabilities in the software development lifecycle. Traceability helps you understand what everyone else on the team is doing. For example, while the requirements analyst knows very well what requirements she has written, she still needs to know whether a given requirement will be addressed during a specific development iteration and, if so, which one. Or she wants to know if the implementation of that requirement has been tested and with what result. An ALM solution that allows for lifecycle artifact traceability helps teams to answer the hard questions about requirements and risk management. By linking related artifacts, teams are better equipped to answer questions such as “which requirements are affected by defects?” and “which work items are ready for test?” It is important to understand how requirements, test and development are linked by projects and tasks. DON’T Do traceability for traceability sake. Identify a few meaningful questions or set one goal and institute a “just enough” approach for linking related artifacts. For example, link requirements and test cases, link test cases and development work items. Try one and get good at it before doing more. DON’T Rely on reports that go stale after you’ve created them. Practice continuous traceability: Leverage a system that shows the traceability links directly on the plan, or that uses queries that identify gaps, such as “Plan items without requirements” and “Plan items without test cases”, and “Defects blocking test.” DON’T Ignore, hide from or hope to pass regulatory audits Invest in an ALM solution that makes traceability easy to do, maintain and report against. DON’T: Work in disconnected project repositories, or cobble together a disparate set of tools. Seek products built with open interfaces. Seek vendors who understand and support the ALM integration challenges. Invest in tools with a longer-term integration roadmap in mind. DON’T: Enter links manually after the fact, it’s easy to forget, hard to enforce. Integrated tools make it easy to establish as the project executes. See image of linked Defect in upcoming slide DON’T: Build your own integration based on proprietary API’s. Choose a solution with open services (OSLC) for linking data across the lifecycle. DON’T: Choose a one-size-fits-no-one solution. Invest in a loosely coupled, integrated ALM solution that is built to scale and support open and flexible integrations. A single ALM repository will not scale to fit your needs over time. Times change, new products emerge; your ALM solution needs to be flexible enough to move with the times. Do you really want to face that data migration challenge? Many tools, document formats and repositories create “information islands”, making it hard to find, relate and use this information as requirements artifacts as well as use use it to inform downstream lifecycle activities Hard to relate it together, keep it coherent, and maintain those relationships. Team members undertake heroic measures to consolidate it understand, monitor status, and make decisions based on this information. These manual processes often don’t scale and introduce errors This leads to .. Wasted team effort due to duplication and lack of version control / change management … “Which version of that document should I be looking at?” Challenges in scaling current practices and making them repeatable Too many project surprises due to poor or missed requirements Information overload: challenges finding, using, and reusing information Slide Source: Carolyn Pampino How do I validate quality with the business? A D O P T Quality Management A D O P T Collaboration, Planning, Change, Configuration & Build Management Requirements Definition Quality Management

Santiago Vélez Rational Sales Specialty IBM Software, Colombia

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Santiago Vélez Rational Sales Specialty IBM Software, Colombia

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