rsc 2009 process management yesterday today tomorrow

© 2009 IBM Corporation

PPM18

Process Management:Yesterday, Today, and Tomorrow

David TrentMarket Manager, Best Practices Segment for Rational Software

[email protected]

IBM Rational Software Conference 2009

2PPM18 – Process Management: Yesterday, Today, and Tomorrow

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Process Management:Yesterday, Today, and Tomorrow

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Agenda

How This Presentation Is Organized

“Yesterday”

“Today”

“Tomorrow”



How This Presentation is Organized

The following factors are explored for each time period Typical Organization / Project Attributes

Influences: Technological and Other

State of Process

For clarification… “History of the World” in 60-90 minutes means the history will be selective

to tell as a story that has continuity – it can’t be all inclusive

“yesterday” is through 1997

“today” builds from through 2008

“tomorrow” is the journey just unfolding

Just because something is “yesterday”, or even “today”, doesn’t mean is outdated!

Some topics are admittedly a “shade of (IBM) blue”



Yesterday1972: Nixon goes to China

1967: First Superbowl played

1995: Spacecrafts Atlantis and Mir Join in Space

1987: US Stock Market Crashes

Source: NY Times - http://www.nytimes.com/learning/general/onthisday/archive.html

1981: Prince Charles WedsLady Diana



Typical Organization / Project Attributes

Degree of governance – fairly formal milestones, other governance varied

Compliance requirement – varied

Enterprise discipline – project focus

Organization and culture – fairly entrenched

Organization distribution – mostly in-house, though outsourcing emerging

Geographical distribution – generally co-located

Application complexity – typically single platform

Architecture / design reuse – code mostly custom, libraries emerging

Tools – proprietary, not integrated

Training – much “on the job”; classroom style training commonplace



Influences

IBM releases 5150PC that includes PC-DOS 1.0 (MS-DOS)

Total Quality Management / Baldrige Award

“Re-Engineering the Corporation” by Hammer and Champy

“Decline and Fall of the American Programmer” by Yourdon Silver bullets, waterfall and its problems, CASE tools, software metrics, …

Object-oriented programming emerges

Windows 95 & Java platform; internet begins surge

“Rise and Resurrection of the American Programmer” by Yourdon Personal software practices, best practices, Internet, Java, Microsoft, …



State of Process – General

Ad hoc to Waterfall; Procedural Programming and Structured Techniques

Information Engineering

Six Sigma

SEI Capability Maturity Model First published in 1989 as “Managing the Software Process”

Incremental, Spiral, and Iterative Methodologies

What were the popular methodologies? “In house” 36%, Yourdon/Demarco 23%, Gane & Sarson 15%,“Other” 13%,

Warnier/Orr 8%, Martin 5% (source: CASE Research Corp 1990, as per Yourdon text)

Binders of process were the norm!



State of Process – Rational

Precursors to the Rational Unified Process (RUP) Objectory v1.0

Unified Modeling Language (UML)

Booch’s “Booch Method”

Rumbaugh’s Object Modeling Technique (OMT)

Jacobson’s Object-Oriented Software Engineering (OOSE) method and use cases

UML 1.1 accepted and approved

Rational Objectory Process v4.0



2001: First Harry PotterFilm Released

1997: Computer BeatsGrandmaster in Chess

(Kasparov v Deep Blue)

2008: Obama ElectedUS President

2001: First iPod Unveiled

1997: Tiger Woods WinsFirst Masters Golf Title

Today

Sources: IBM archives; Dave Martin / AP file; Warner Brothers; Apple; C-SPAN




Degree of governance – under-governed or over-governed, poor balance

Compliance requirement – increased at multiple levels (e.g. SOX, BASEL II)

Enterprise discipline – ranging from projects to systems

Organization and culture – pockets of openness, pockets of entrenched

Organization distribution – mixed employee/consultant/outsourcing teams

Geographical distribution – can be co-located, though teams often dispersed

Application complexity – multiple platforms with associated complexity

Architecture / design reuse – commercial libraries, COTS, frameworks, …

Tools – mix of proprietary and commercial; varying levels of integration

Training – software skills often at varying levels, classroom training withers



Time or CostTo Build = (Complexity) (Process)

* (Team) * (Tools)

Various models exist, Royce exemplifies with COCOMO II by Dr. Barry Boehm of USC

Complexity Volume of human-generated code

Process Methods, notations, maturity

Team Skill set, experience, motivation

Tools Process automation

Influences: Software Build Economics



Influences: Leveling the global playing field



111/9/89

28/9/95

3Work Flow Software

4Open-Sourcing

5Outsourcing

6Offshoring

7Supply-Chaining

8Insourcing

9In-forming

10The Steroids

Influences: The World is Flat – The Flatteners

Source: Thomas L. Friedman, The world is flat: a brief history of the twenty first century (2005)



Onsite Internal Staffing

Mobile Workforce

Near-Shore Internal Staffing

Direct Ownership

Off-Shore Subsidiaries

Joint Partnerships

Direct ownership of foreign facilities and hiring of employees

Out-sourced Service providers assume responsibility for lifecycle processes

In all cases, the company is ultimately responsible for delivering business results

Influences: Distributed Development – The New NormRight-sourcing disperses teams across town, the border or overseas



Executive Needs Manage risk by improving visibility

of remediation of development processes

Measure and track projects and program metrics

Development Needs Accountability of software remediation

Traceability and visibility across a secure, distributed, tamper-resistant software development environment

Support of International Standards ISO 900x, Six Sigma

CMM/CMMI,SPICE(ISO 15504), ITIL

COSO, COBIT

Comply with International Regulations HIPPA, 21CFR11, SOX, BASEL II etc.

Influences: Improved Compliance Is A NecessityRight-sourcing without compliant processes is an unacceptable risk



Influences: Service-Oriented Architecture

Business Process

Services

Components

Member Requests an Rx Refill (Call Center IVR or Online)

Request Denied

Rx Dept Processes RefillPC Physician

Approves or Denies Request (WS or Email)

Member Informed that Refill is Ready

Validate Member is Authorized to Make Request

Determine Member’s Coverages and Primary Care Physician

Send Request Notification to pharmacy

Send Request Notification to Notes

Patient Records

Member Informed that Request has been Denied

Request Approved

WS Enabled

Not WS Enabled

CreditVerification

Office Scheduling

Email System

HR

Authorization Service Email Service

Outpatient Service Masters Service



Influences: Why Will SOA Change the Industry?

*Source: Cutter Benchmark Survey

“We are taking apart each task and sending it…

to whomever can do it best, …and then we are

reassembling all the pieces.”

from Thomas Friedman’s ‘The World is Flat’

Standards Organizational Commitment

Degree of Focus Connections

Level of Reuse

SOA unites Businessand IT (66% of projects today are driven by line of business)

Before, IT alone defined the design

SOA services focus on business-level activities & interactions

Before, focus was on narrow, technical sub-tasks

SOA services are linked dynamically and flexibly

Before, service interactions were hard-coded and dependent on the application

SOA services can be extensively re-used to leverage existing IT assets

Before, any reuse was within silo’ed applications

Broadly adopted Web services ensure well-defined interfaces

Before, proprietary standards limited interoperability



Influences: Measurement Is Key to Transforming a Business Process

Toyota: No work without process No process without metrics No metrics without measurement No measurement without analysis No analysis without improvement

Creating information from data; price of information vs. impact of ignorance



State of Process – Iterative Methods

The Unified Process (UP) and The Rational Unified Process (RUP) Unified Process introduced

built off of UML 1.1

RUP v5.0 is the first version

Followed by RUP v5.5 through RUP v2003

UML continues to evolve to UML 2.0, SysML, etc.

Harmony Harmony for IT Software; Harmony for Systems Engr; Harmony for Embedded Systems



State of Process – Evolution in Process Tooling

Eclipse Process Framework (EPF) and Rational Method Composer (RMC) SPEM

v1.0 specification released in Nov 2002

v1.1 specification released in Jan 2005

RMC v7.0 initially released in 4Q 2005

EPF v1.0 and RMC 7.1 released in Oct 2006

SPEM v2.0 specification released April 2008

Most recent releases: EPF v1.2 and RMC v7.5

Impact to processes

– Advent of OpenUP practices and IBM Practices



State of Process - Agile

Agile began to take shape in the mid 90s as an alternative approach to existing methods

Notable early Agile methods include Scrum

Extreme Programming (XP)

Agile term coined in 2001 with birth ofAgile Manifesto

Various subcultures of Agile exist, for example Lean Software Development

Rational’s activity in the space Agility and Discipline Made Easy

Agility@Scale

Inclusion of Agile Practices in RMC 7.5

Agile Process Maturity Model

Source: www.agilemanifesto.org



State of Process – Rational

Improving metric / measuring capabilities Rational Insight

Shift in emphasis from“processes” to “practices” Rational Method Composer

Focus on frameworks for incremental improvement tied to business objectives with metrics / measurements and feedback loops in place Measured Capability Improvement Framework

Taking into account the various attributesof organizations and project teams Agility@Scale and the

Agile Process Maturity Model



Tomorrow

Sources: http://www.fodey.com/generators/newspaper/snippet.asp

Who knows what the future holds?




Degree of governance – right-sized governance viewed as business asset

Compliance requirement – compliance to mitigate risk

Enterprise discipline – more enterprise and system, less project focus

Organization and culture – more openness, less entrenched

Organization distribution – mixed employee/consultant/outsourcing teams

Geographical distribution – teams typically dispersed globally

Application complexity – multiple platforms with associated complexity

Architecture / design reuse – open source and commercial reuse a necessity

Tools – open source & commercial with integration; tools and process lines blur

Training – systems software professionals; motto: “just-in-time & just-enough”



Typical Project Team Challenges

As technology evolves how do roles and responsibilities evolve? Can you really separate process and tool usage models

and the tools themselves anymore?

Teams owning their own process … but needing to demonstrate fulfillment of compliance and governance “contracts”

Years ago HR and other traditional business domains began to require employees to self-service

process shows trend of evolving the same way

Not reinventing the process wheel

time better spent on core competencies and getting the “real work” done



“Every human being, company, organization, city, nation, natural system and man-made system is becoming

interconnected, instrumented and intelligent. This is leading to new savings and efficiency—

but perhaps as important, new possibilities for progress.”

Because it can.

Because it must.

Because we want it to.

The world is flatter.

The world is smaller.

The world is getting smarter.

Influences: Smarter Planet



Influences: Smarter Planet

INSTRUMENTED

We now have the ability to measure, sense and see the exact condition

of everything.

Today, there are 1 billion transistors for each person on the planet.

By 2010, 30 billion RFID tags will be embedded into our world and across entire ecosystems.

INTERCONNECTED

People, systems and objects can communicate

and interact with each other in entirely new ways.

The internet of people is 1 billion strong. Almost one third of the world’s population will be on the web by 2011.

There will be nearly 4 billion mobile phone subscribers worldwide by the end of 2008.

INTELLIGENT

We can respond to changes quickly and accurately, and get better results by predicting and

optimizing for future events.

Every day, 15 petabytes of new information are being generated. This is 8x more than the information in all U.S. libraries.

An average company with 1,000 employees spends $5.3 million a year to find information stored on its servers.



Influences: Web 2.0 Web 2.0

Term first attributed to Dale Dougherty and Craig Cline; made notable at the O’Reilly Media Web 2.0 conference in 2004

As per wikipedia: “A perceived 2nd generation of web development and design that facilitates communication, secure information sharing, interoperability, and collaboration”

Wikinomics Openness, Peering, Sharing, and Acting Globally

Coase’s Theorem



Influences: Social Network Dynamics & Expertise

Six Degrees of Separation Stanley Milgram’s social psychologist study

“Hundredth Monkey Effect”

The Tipping Point 3 Rules of Epidemics

The Law of the Few: 3 types of people

– Connectors (expansive networkers)

– Mavens (information specialists)

– Salesmen (persuaders)

Stickiness Factor

Power of Context

– Bystander effect

– Dunbar’s number

Outliers Building expertise: 10,000 hour rule



Influences: Economics & Choice Architecture

Freaknomics Economics is nothing more than the study

of incentives and how they are used

Conventional wisdom is often wrong

Impact of information asymmetry

Using new questions to perform data mining

Nudge Knowing how people think we can architect

choice environments that make it easier forpeople to choose the best option: “choice architecting”

Humans are subject to natural biasesand as a result often choose poorly

How things are presented impactsdecision making

Importance creating/enabling feedback mechanisms

Need for default choices and “guiding hand” to ‘nudge’



Influences: Chaos Theory Deep Simplicity

Synthesizes and makes approachablenumerous contributions to chaos theory

Extrapolation of ideas presented providesmany interesting notions when applied tothe domain of process Power Law: small changes, big impacts

Fractals: scaling indefinitely

Sandpiles: continuous instabilities, continuous change

Lovelock test: right idea, better question, right metric

Daisyworld: self-sustaining systems

CHON and Amino acids: spontaneously forminglife’s building blocks

Many possible impacts on how to create a self-correcting, self-sustaining process structure



Influences: Process and Games

Applying what we know about successful games and their evolutions – not making process a “game”

Games are something that players: Want to do (and have fun doing)

Have “enough” rules and structure

May have many different flavors of rules, “simplified” and “standard” versions, and standards on equipment

Have natural limits on micromanagement of rules

Games spawn associated supporting material “Understanding better”, “interpreting”, “how to”

Although some games are “created”most have evolved from something else



Influences: Process and Role-Playing Games Striking similarities exist between process and role-playing games (RPGs)

Role-playing games – how they are played Unlike sports, aren’t won and score isn’t kept

Stress interaction and collaboration to accomplish the objective

Participants agree to play a game that is governed by a certain level of rules which may or may not require various investment in various equipment

Players play a role; An arbiter oversees governance and compliance

A soap opera like story unfolds that has untold riches (or grizzly consequences)

Applicable history Genesis in tabletop miniature wargames (which had its genesis in chess)

Dungeons & Dragons matured from Chainmail & Blackmoor created by Gary Gygax, etal

Gaming gurus differed on evolved: “Basic” and “Advanced” versions arose

Core “game mechanics” applied to other models: computer games, collectable card games

Homebrew and usage of open source became and remain alternative options



State of Process – General Processes themselves are no longer the focus

Gartner no longer performs a “Magic Quadrant” in the domain

Process referred to typically as an aspect of ALM, Governance, Metrics, or PPM

Analyst reports on Agile are still prevalent

Remove the “religious” dogma from process Waterfall, Iterative, and Agile processes cited by the industry as all valid ways to do

process in an organization depending upon the circumstances

Though it can have substantial benefits Agile is typically denoted as a not good fit for most people and most projects

– ditto for iterative and waterfall always had its detractors

More and more a focus on process improvement as a means to accomplish something rather than an initiative of its own Process as a critical component of:

Metric adoption programs

Governance / risk / compliance

Project and portfolio management

Unifying process “documentation”, tool “configuration”, and process “enactment”



Enterprise Modernization IT Business

Transformation

Complex / Embedded Systems

Define Business and Operational Objectives

Define Practices, RACI Specifications and Policies

Operationalize processes, accountability and policies across

your organization

Measure business and operational results

Measure practices adoption

Lower TCO through governance platform not requiring each team to

retool.

State of Process – RationalOperationalize capability improvement



Selected Process-Related Presentations at RSCIBM Measured Capability Improvement Framework (MCIF)

PPM21 – “Speeding Process Adoption through IBM Rational Self Check for Software Teams”, Mon 4:15-5:45p in Southern Hemisphere V by P. Kroll

PPM06 – “Measure Your Results by Applying Measured Capability Improvement Framework and Rational Insight”,Tues 10:00-11:00a in Southern Hemisphere IV by P. Kroll and E. Larsen

PPM08 – “From Measure to Measure: Managing Performance with Metrics-driven Process Improvements”, Tues 2:15-3:15p in Southern Hemisphere V by K. Fryer & B. Reed

PPM25 – “IT Delivery in Challenging Times”,Tues 3:30-5:00p in Southern Hemisphere V by P. Kroll

PPM10 – “Using MCIF to implement IBM Rational Unified Process in a Microsoft Environment”, Wed 10:00-11:00a in Southern Hemisphere IV by A. Zachariah

PPM15 – “New IBM Practices in Practice - Integrating Measured Capability Improvement Framework with CMMI”, Thur 9:45-10:45a in Southern Hemisphere IV by J. Nordlund



Selected Process-Related Presentations at RSCAgile PPM19 – “Agility at Scale: Mitigating the Perceived Risks of Adopting Agile”,

Mon 1:45-2:45p in Southern Hemisphere V by S. Ambler

PPM20 – “What They Don't Teach You About Software at School: Be Smart!”, Mon 3:00-4:00p in Southern Hemisphere V by I. Jacobson

SDP21 – “Agility at Scale: Agile Planning and Best Practices with IBM Rational Team Concert”, Mon 4:15-5:45p in Northern Hemisphere A3by E. Gamma & D. Baeumer

CRM06 – “Distributed Agile Software Development: Best Practices”,Tues 10:00-11:00a in Southern Hemisphere I by S. Ambler

PPM26 – “Panel: Experience Reports from the Agile Trenches…”, Wed 10:00-11:00a in Southern Hemisphere V by S. Ambler

PPM27 – “Can Agility and IBM Rational Unified Process Coexist in the Workplace? Yes!”, Wed 11:15-12:45p in Southern Hemisphere IV by K. Werner

SDP27 – “Agile Development: It's Just Natural”, Wed 11:15-12:45p in Northern Hemisphere A3 by T. Barrios & H. Koehnemann

PPM30 – “Long Distance Running - Sprints and Iterations for Large Projects”, Wed 4:15-5:45p in Southern Hemisphere IV by I. Spence



Selected Process-Related Presentations at RSC

IBM Rational Method Composer (RMC) – including RUP and IBM Practices

SDP03 – “Introduction to the IBM Rational Unified Process”,Mon 1:45-2:45p in Northern Hemisphere A2 by A. Crain

PPM22 – “Lessons Learned in Customizing the Method Authoring Method for Ericsson”, Tues 10:00-11:00a in S. Hemisphere V by K. Houston & A. Giampi

PPM23 – “Understanding IBM Rational Method Composer”,Tues 11:30-1:00p in Southern Hemisphere V by D. Trent

PPM24 – “Process by Example”,Tues 2:15-3:15p in Southern Hemisphere V by B. MacIsaac

NPPM04 – “Leading a IBM Rational Unified Process (RUP) Adoption Using RUP”, Tues 8:00-9:00p in Southern Hemisphere V by A. Crain

PPM14 – “End-to-End Scenarios for Capturing, Enacting, Measuring, and Improving your Development Practices with IBM Rational Process Solutions”,Wed 4:15-5:45p in Southern Hemisphere IV by P. Haumer

PPM32 – “Migrating to IBM Rational Method Composer - A Success Story”,Thur 9:45-10:45a in Southern Hemisphere V by T. Bichler & P. Lagus



Selected Process-Related Presentations at RSC

Systems Engineering and Embedded Systems

iSEM05 – “Agile Model-Driven Development for Embedded Systems”,Mon 4:15-5:45p in Macaw 1 by B. Douglass

iSEM09 – “Rational Harmony for Systems Engineering - Best Practices for Model-Driven Systems Engineering”,Tues 3:30-5:00p in Macaw 1 by P. Hoffmann

iSSD11 – “Agile Model-Driven Development for Embedded Systems”,Wed 11:15-12:45p in Toucan by B. Douglass

iSEM13 – “Safety Analysis Profile for the Unified Modeling Language”,Wed 3:00-4:00p in Macaw 1 by B. Douglass

iSSD13 – “Rational Harmony/SE - Systems Engineering Best Practice Implementation in Eclipse Process Framework”,Wed 3:00-4:00p in Toucan by P. Hoffmann

iSSD14 – “Case Study: Effective Process and Tool Integration”,Wed 4:15-5:45p in Toucan by C. Armstrong



© Copyright IBM Corporation 2009. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.

rsc 2009 process management yesterday today tomorrow

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