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ALM

Understanding the business context

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ALM

A Lot of Money?

A Lot of Marketing?

or

A Larger Meaning?

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Application lifecycle management

• “An application’s lifecycle includes the entire time during which an organisation is spending money on this asset, from the initial idea to the end of the application’s life” – David Chappell

• “A consistent, flexible approach to building software that focuses on delivering business value” – Forrester

Governance – Development – Operations

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Looking at the lifecycle

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TPSLC / LEGEND

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Another perspective

Mysticism

Enthusiasm

Cynicism

Realism

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Oversold

Under-deliveredReappraisal

‘The next big idea’

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The business context

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Business perceptions of IT

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‘Language of the market’

• Economy – ‘more with less’

• Effectiveness

• Efficiency

• Risk

• Revenue

• Time to market

• Others?

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Organisational drivers

Economy

Acknowledgement: Tony Hughes, “The Joshua Principle: Secrets of RSVP Selling”

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Organisational expectations

Time

QualityCost

Scope

Now

PerfectFree

‘I want it all!’

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Business value equation

Acknowledgement: Tony Hughes, “The Joshua Principle: Secrets of RSVP Selling”

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The challenges

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Relative (im)maturity

32%

40%

60%

70%| 13

Acknowledgement: KPMG New Zealand Project Management Survey 2010

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Primary reasons for failure

• Scope changes

• Competition for resources

• Unrealistic deadlines

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Acknowledgement: KPMG New Zealand Project Management Survey 2010

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Conflicting priorities

• Short-term vs. long-term

• Insular vs. integrated

• Role vs. process

• Point solution vs. overall solution

• Detailed vs. big picture

• Quick wins vs. sustainable value

• Reactive vs. proactive

• Capital vs. operational

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The un-integrated organisation

Many organisation’s use of technology is often:

• Unplanned

• Uncoordinated

• Inconsistently applied throughout the organisation

• Driven by individual requirements

This encourages poor utilisation of resources and results in undue complexity.

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And many projects don’t help

Projects by their very nature often tend to be insular … but projects are how an organisation builds its future

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Technical debt – ‘B.H.D’

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Technical debt – who pays?

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What level are we operating at?

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The importance of governance

• Aligned business strategy

• Robust business case

• Funding projects which deliver the greatest value

• Terminating those that don’t

• Clear accountability and control

• Ongoing monitoring

• Measuring value delivered

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So where should the focus be?

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It is a question of priority

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People – first and foremost

• People really are your greatest asset – and there is no substitute for quality

• Good people will always overcome poor or non-existent processes or tools

• ‘An undisciplined carpenter with a power tool becomes a dangerous undisciplined carpenter’

• The latest methodology or tool won’t save you – there are no silver bullets

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Process – tailored to fit• Needs to be tailored to the culture and characteristics

of your organisation – ‘one size fits one’

• Can either be an accelerator or a brake depending on how it is applied

High

Complexity

Low

Complexity

Low

FlexibilityHigh

Flexibility

Formal

Processes

Agile

Processes

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Process – three key approaches

• Agile

Visible

Responsive

Adaptive

• Iterative

• Incremental“The Learning Spiral”

http://www.nald.ca/fulltext/abc/undcur/p50.htm

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Process – managing the lifecycle

• Nothing exists in isolation

• Development does not end with delivery

• Software will continue to change – increasing complexity and decay

• Design for maintenance

• Actively manage changes

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Tools – integration

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Tools – collaboration

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But don’t ever forget ...

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Delivering business value

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