eim intro - it total lifecycle

8/9/2019 EIM Intro - IT Total Lifecycle

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RFCorselloResearchFoundation

IT Total LifecycleFrom Business to Software


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ITs all about business

All businesses are focused on being successful at what they do

Success is about being better than your competition

Being better than your competition is about continual improvement

Do things fasterDo things cheaper

Do things better (higher quality)


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Ever diminishing returns

Todays businesses are more competitive than ever in that everyone isimproving

For any given practice, there is a theoretical limit to how efficient wecan be

That limit is always less than 100% efficiencyHumans are less efficient at many things than computers are

Computers are less efficient at many things than humans are


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Business needs IT

In order to approach the efficiency limits for a given practice, theoptimally efficient mechanisms need to be employed

For things that computers are better at than humans, automation isneeded to achieve better efficiency

IT as a whole is the industry that provides these automationcapabilities

Businesses DO NOT CARE about IT, they care about their business


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IT needs Business

IT as an industry is worthless without the businesses we support

IT automation, including hardware and software, is about providingimprovements in efficiency to the businesses we support

Without these businesses, IT is irrelevantWithout IT, businesses will never be as competitive as they can be


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IT is all about the how

IT implementation is about determining which existing businesspractices will benefit from automation

Not all areas will benefit from automation

Speed does not always equate to efficiency

Quality and quantity must be balanced

Prioritization of automation areas is critical to effective usage of resources

Cost is a major factor in implementation

Right is not always best, best is not always cheapest


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Success is how much

In automation, the business will have limited resources to expend at any timeOver expenditure will bankrupt anyone

Under expenditure will loose relevance

IT practitioners play a key role in guiding the client to the appropriate decision

Business process

Automation pointsReturn on investment

Continuous improvement

Longevity of investment


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The Business IT LifecyITs all about the processes of making decision


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The evolution of business

Any successful business is continually evolving

Business evolution can be addressed in key areas:

Charter changes

Scope changes

Process changes

All forms of organizational change involve people, culture and mission


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People and change

When organizations change, all aspects of the organization areaffected

People are any organizations primary resource

People react to change (good or bad)

IT automation is generally perceived as a significant change

Automation == downsizingAutomation == more work

Perception management is a big consideration overall in organizationalchange


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Change as a concept

Change is a simple idea:

Make something different than it is

Change involves several steps:

Thaw the status quo

Perform change

Establish a new status quoAcceptance is the hidden detail

Proper planning will aid in acceptance

Proper involvement by experts will aid in acceptance


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Charter changes

Changes to a business charter is significant across the board As a firm, we are deciding to not do what we do so we can do somethingelse

Can be a small drift or a large change

From making fertilizer to making garden chemicals

From selling cars to manufacturing homes

For any organization with IT automation in place, this will result inmajor changes to the IT solutions

Business processes will be impacted first


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Scope changes

Changes to a business scope is quite common and can be eitherbroadening or narrowing

From manufacturing weapons to manufacturing assault rifles

From selling baked goods to manufacturing and selling baked goods

Widening scopes will involve broader changes to processes andautomation

Either change may also involve a merger or acquisition

Automation will include some form of integration


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Process changes

Changes in business processes are by far the most common changes inan organization

Changes may be made to:

Reduce complexity (simplify, reduce steps)

Include new resources (outsourcing, systems)

Improve quality (defects / e.g. Six Sigma)

Changes will be made to increase the competitive edge of the business

Money is king, increase profit or reduce cost


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Do you have change for IT?

IT has a primary role in organizational changeAny IT project will be done in conjunction with an organizational change

Before the project

After the project

Both is generally better if practical

What is the cause?

The IT project causes the change?The change causes a need for the IT project?

There is no correct answer They should drive each other based upon need


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The organization life cycle

Day-to-day operations andchange occur in the businessphase of the life cycle

Automation is the IT-centricphase where automation tasks

are performedIntegration involves the changeof the status quo to include thechanges


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The operational phase

Perform day-to-day operations basedupon the status quo

Collect information about theperformance of the status quo

Analyze the information collected foroverall effectiveness

Assess analysis results relative to

competitors, industry or theoreticallimits

Prioritize areas for change basedupon expected ROI

Initiate a change process


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The change phase

Assess process goalsAnalyze current process withrespect to goals

Identify changes that willimprove process to includeautomation points

Prioritize potential changes forexpected ROI

Select a change to make

Perform change


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The integration phase

Assess the new process withrespect to status quo

Identify points of conflictbetween processes

Prioritize points of conflict forimpact

Select a point of conflict toaddress

Perform integration of newprocess with status quo


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Detailing phases of changImpact of IT on business and vice v


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The impact of change

IT implementations are changes in the status quo

Always means a change in business process if ANY change is made issystems

A bad decision on what to automate can cause an IT project to fail

before it is even contractedA bad decision on how to integrate an automated system can cause anIT project to fail after it is successfully completed


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Managing change from IT

IT is not responsible for the processes of an organization

An organizations processes are not subject to the limitations of ITsimplementations

Change is a balancing act between business processes beingautomated and the design of the automation itself

Requirements can be good and still be wrong


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The automation phase

Pre-Inception includes enterprisearchitecture and business processalignment

Inception is scoping, requirementsgathering and risk assessment

Elaboration is the stabilization of therequirements and detailing design

Construction is the development of the

system itself Transition involves the final testing, useracceptance and release of the system

Production is the deployment andmaintenance of the system until retirement


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System Development Lifecycle (SDLThe primary business of non-suppor


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The SDLC lifecycle

There is no single correct view of the SDLC

There are many approaches and process methodologies each with its

own strengths and weaknessesHaving a process is better than not having one atall, and in many cases it is less important on whatprocess is used than how well it is executed -- Bestpractices for software development projects, IBM


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Is process important

YES, having a process is critical to being competitive and to deliver value tothe client

Can we succeed at developing a system without processes?

Yes, but it will take longer, cost more and have higher defect densities

Is it cheaper to use processes?

In the long run yes, in the short term maybe

Does it take longer if we use processes?Generally, yes per milestone

Why should I use a process?Most clients will require it anyway


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SDLC standards

There are many standards involving the SDLC including those from:ISO/IEC/IEEE

ANSI/NIST

DoD

Each project may be subject to any of these standards based uponclient demands

Process methodologies and standards are generally guidanceframeworks more so than implementations


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ISO/IEEE 12207

Primary life cycle processesAcquisition client acquiring asystem

Supply provider offering a system

Development developersbuilding a system

Operation administratorsoperating the system environment

Maintenance organizationmaintaining/upgrading the system

Supporting processesDocumentation

Configuration management

Quality assurance

Verification

Validation

Joint review

Audit

Problem resolution


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Engineering view of the ISO/IEEE 12207(ISO/IEC 12207) Standard for InformationTechnology Software life cycle processes


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IEEE SWEBOK

SoftwareRequirements

Fundamentals

Process

Elicitation

Analysis

Specification

Validation

Considerations

SoftwareDesign

Fundamentals

Issues

Architecture

QualityNotations

Methods

SoftwareConstruction

Fundamentals

Management

Considerations

SoftwareTesting

Fundamentals

Levels

Techniques

Measures

Process

M


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IEEE SWEBOK (cont.)Software

ConfigurationManagement

Management of the SCMProcess

Configuration Identification

Configuration Control

Configuration Status Accounting

Configuration Auditing

Release Management andDelivery

SoftwareEngineering

Management

Initiation and Scope Definition

Project Planning

Project Enactment

Review and Evaluation

Closure

Measurement

SoftwareEngineering

Process

Implementation and Change

Definition

Assessment

Measurement

SoftwareEngineering

Methods

Tools Requirement Design Construction Testing Maintenance CM Management Process Quality Tool Issues

Methods Heuristic

Formal Prototyping

Software

Quality

Fundamentals

Management Processes

Considerations


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SDLC Methodologies

Processes and Meta-processes exist for conducting the SDLC

Procedural

Waterfall

BDUF (big design up front)

Iterative

Spiral

Agile

SCRUM

Most processes are evolutions on a concept


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Comparison of processes

Where is the sweet spot?

It is different for each class of

system and for each class of development team


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Common process methodologiesEach process methodology offers benefits and limitations.

There is NO one size fits all methodology.

Best choice is by need based upon project

Every organization should have pre-defined process methodologiesavailable to apply to each project.


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