The Software/Systems Development Lifecycle Tuesday, November 18th, 2014

With David Mantica

SDLC Trends in 2014 and Beyond:

Agenda

• A look at the SDLC – What is the SDLC

– Roles in the SDLC

– Triple Constraint + N

• Disruption Drivers – How is the world changing

– Why is it happening

– Failure of current mgmt. practices

• Self-Organization / Agile – How does self-organization work

– New project law

– Why Agile and what it is

– Agile practices defined

• Transforming the BA & PM – BA evolutionary model

– Moving to being a trusted advisor

– The outgrowth of the PM role • What is a PM to do?

• T-Shaped Professional & Skills Needed for Transformation – Data analysis

– EQ / conflict mgmt.

– Coaching mentoring

– Facilitating and negotiating

– Recruiting, retention and certification

THE SDLC Section One

A Picture of the SDLC

The “Chasm”

Business Analysts

Project Managers

“Translators”

The Business Camp The Technical Camp

Internal Business Customers

“Biz Talk”

IT Department

“Tech Talk”

Systems and software must reflect the needs of your business functions and your goals.

Overview of the SDLC

• SDLC = Systems and Software Development Lifecycle – Methodology used to build software or systems

– Positions in-between the business and hard core IT

– Organization that develops software and business systems for an organization

• Positions in the SDLC can include: – Process modeling (BPM)

– Requirements Elicitation (BA)

– Project / Portfolio Management (PM)

– Testing (QA, QC, Testers)

– Systems Architecture (EA)

– Developers/Programmers

Enterprise Challenges Driving the Need for an SDLC

• Speed – Rapid pace of disruption and change

– Can’t handle change…lose and lose quickly

• Productivity – Key to profitability in slow growth environment

• Competitive Advantage – Customer knowledge (internal and external)

• Product Creation – Three elements of product creation

– Competitive understanding, organizational capabilities, creating value

• Growing, Managing and Retaining Knowledge Workers – Generation “Y” dilemma (Millennial)

Critical SDLC Position: BA

Position Overview

– Enterprise Analysis (business case)

– Project scope

– Process modeling

– Requirements Analysis, Elicitation, Management

– Converting from technical (systems) to business (functional) requirements

Position Profile

– Should act a lot like a Product Manager

– Should have solid user knowledge of system, power user

– Should be technical enough to “talk-the-talk”

– Much more concerned about outcome than budget, schedule or costs

– Must be able to state business case of system/software

Who or What Governs the BA Role

International Institute of Business Analysis (IIBA)

– www.iiba.org

– Started in Canada, now based in Atlanta

– 11 years old

– BA Body of Knowledge (BABOK) • Current version 2.0, but moving to 3.0 by late 2014 or early 2015

– Two certifications: • Certified Business Analyst Professional (CBAP)

• Certification of Competency in Business Analysis (CCBA)

– New PMI-PBA certification potential impacts

Overall

– Still in infancy

– Doers know it and love it. Companies don’t know what it is or offers

– BA position means something slightly different to different organizations

– BABOK 3.0 getting a lot of negative feedback

Critical SDLC Position: PM

Position Overview – Project ownership and management (Project leader but in a matrix)

– Financial ownership of project (P&L)

– Schedule/Resource ownership

– Reporting metrics

Position Profile – Should act a lot like a General Manager or CFO

– Strong leadership and communication skills

– More concerned about financials/schedule than project output

– Hands-on and detailed orientated (controlling)

Who or What Governs the PM Role

Project Management Institute (PMI)

– www.pmi.org

– Based in US (Pennsylvania)

– 45 years old

– PM Body of Knowledge (PMBOK) current 5.0

– Multiple certifications including: • Certified Associate in Project Management (CAPM)

• Project Management Professional (PMP)

• Program Management Professional (PgMP)

• Four specializations on Risk, Scheduling, Agile and Requirements (PMI-ACP and PMI-PBA)

Overall

– Strong and growing organization

– Deeply entrenched within industry with some weakness internationally

– In their view everything in the SDLC impacts a PM

Critical SDLC Position: Tester

Position Overview – Test software to ensure:

• Proper function based on specific requirements (traceability)

• Function within existing systems (regression testing)

• Usability (acceptance testing)

• Unintended consequences

• Security

Position Profile – Very detailed focused

– Very process focused

– Operate like an auditor or inspector

– Can be very regimented

– Always limited on time

Who or What Governs the Tester Role

ISTQB / ASTQB (International Software Testing Quality Board)

– Not a trade organization but a certification body

– Founded in Edinburgh in 2002

– Based on a syllabus

– Over 200,000 people certified

– Multiple certifications including: • ISTQB Foundation Level (CTFL),

• ISTQB Advanced Level (CTAL) for Test Manager, Test Analyst and Technical Test Analyst

• From there, Expert level

Overall

– We are governed by the American version of the certification body

– Misses the trade association element which helps drive awareness of the position into the industry

The BIG Challenge in the SDLC Scope definition and the Triple Constraint (TC+N)

• Triple Constraint: Time-Resources-Scope

• Scope Involves Balancing

No matter what method, it is always your biggest challenge outside of meeting NEED

DISRUPTION Section Two

The World Isn’t Nice

What we want: life to be easier

But the Reality is!

Just one example: Moore’s law 110 years of exponential growth in computing

Moore’s law, applying to silicon circuits, is actually the fifth consistent iteration of this paradigm

Something to Consider… “The Black Swan” impact of the highly improbable

Nassim Nicholas Taleb ISBN # 978-0-8129-7381-5

Black Swans being unpredictable, we need to adjust to their existence

(rather than naively try to predict them). There are so many things we can

do if we focus on what we don’t know…We will see that, contrary to social-

science wisdom, almost no discovery, no technologies of note, came from

design and planning—they were just Black Swans. The strategy for the

discovers and entrepreneurs is to relay less on top down planning and focus

on maximum tinkering and recognizing opportunities…free markets work

because they allow people to be lucky, thanks to aggressive trails and

error…the strategy is, then, to tinker as much as possible…

IMPACT ON HOW WE MANAGE Section Three

Evolution of Business • 1870’s through 2001

– Industrial revolution through information age • Managers monitor, report, track and plan, schedule and review

• Workers build deeper and deeper expertise in selected area – Apprentice

– Journeyman

– Master

• Driven by professional certifications or role specific mastery, no thought on why

• 2001 to ???

– Knowledge Age • Significant reduction in management of task to management of vision, goals

and direction (providing coaching and mentoring)

• Workers grow two ways

– Deep into an expertise

– And wide into problem solving, communication, creativity, teaming skills

• Workers driven to consider the whys

Bad Leaders/Disengagement • From CLO Magazine, April 2014 “When the Boss Needs

People Skills”

– At least 50% up to 70% of managers fail

– Only 30% of US workers are engaged

– Nearly 1 in 5 are actively disengaged • New reports say 80% are disengaged

• “Engagement is the single most detrimental problem in business

– Engagement affects customer ratings, profitability, productivity, turnover, safety incidents, absenteeism and theft

• Adding up to an estimated $300 billion in lost revenue every year

Bad Leaders impact Stress-Well Being

• From CLO Magazine, April 2014 “When the Boss Needs People Skills”

– 83% of Americans were stressed at work • (73% in 2012, pretty big increase)

– High demanding jobs that offer little freedom to make decisions have been shown to increase heart attack likelihood by 23% • Works lack the ability to control outcomes

• Have no “power process”

SELF-ORGANIZED TEAMS Section Four

Self-Organized Teams

Self-Organized…Being an Adult?

• Being treated like an adult

• Acting like an adult

– Adult definition

• N: One who has attained maturity or legal age

• Adj: Fully developed and mature

– Adulthood

• The state (responsibility) of a person who has attained maturity

• All ties to autonomy

Self-Organized Team Practices

• Start as a team, finish as a team

• Where possible, come together physically

• Open and Honest Communication

• Inspect and Adapt

• Incremental improvement in product and process

• Focus on work not role

• Deal with issues facing output (people, tools, technology)

• Make decisions about output

• Ask for vision, goals and communication on goal status

Driving Self-Directed / Self Organized Success

Building “T” shaped professionals

• Top of the “T”: Breath of professional skill

• Bottom of the “T”: Technical capability

Building “fully-formed” workers; who can handle

the technical demands of today’s work needs, but can also interact within a group constructively

solving problems and making decisions.

Big questions: Create or hire? Can a “T-shaped” worker be trained?

AGILE Section Five

New Project Law: s + s + $ ≠ how Agile sees project world

Schedule: Scope: Budget:

‣ Project delivered within the timeframe originally identified

‣ No date slips

‣ Every milestone achieved

‣ Everything originally requested is delivered

‣ Everything delivered works perfectly as the customer requested, no bugs

‣ Did not spend a single cent more than originally estimated to spend

‣ Did not need any additional resources, hardware, etc. throughout entire project

on time all scope within budget

≠

happy customer

+ +

What is Agile?

• It’s a way of working differently • Set of guiding principles • Resulting in a set of practices

• Iteration • User stories • Burn down chart

• Practitioners have productized them into flavors: • Scrum • Lean • Extreme Programming • SAFe (Scaled Agile Framework)

Agile Practices / Concepts

• Product Owner / Scrum Master

• Daily Scrum aka Daily Stand Up

• Agile Planning / Estimating

• Sprint aka Iteration

• User Story

• Task Board

• Burn down / Velocity

• Retrospective

Agile Benefits

Copyright 2004 - 2006 VersionOne, LLC

T-SHAPED WORKERS AND CRITICAL SKILLS

Section Four

T-Shaped: What Workers need to Become

\\“T-Shaped Professional

www.tsummit2014.org

T-Shape Workers Skills Required • Data Analysis

• Emotional Intelligence “EQ”

• Conflict Resolution

• Coaching and Mentoring

• Facilitating and Negotiating

• Problem Solving

Managers and Leaders need to Become…

…Managers and Leaders not measures, reporters, and doers

What is going to be demanded:

– Ability to grow people

– Break down barriers and road blocks

– Set vision and define direction

– Set goals

– Communicate goals / adjust vision and direction

– Reset goals

PM AND BA ROLE EVOLUTION Section Six

The PM Evolutionary Model

The BA Evolutionary Model

Current Status of the BA Role: Too Much Science Not Enough Art

Focus has been on measurable BA responsibilities…

“If it can be measured, it can be monitored and if it can be monitored it is important”

• Inside Agile: Too much focus on requirement breakdown (Stories), Testing and documentation

• Outside Agile: Too much focus on requirements elicitation and development

• Anecdotal: 95% of people in our classes focus just on the science side of role

• But missing the growth to becoming a TRUSTED ADVISOR Enterprise Analysis/Solution Architect/Management Consultant

• What is this??

BA Trends: Models and Analysis

A. Automation drives productivity; productivity drives profitability

B. But Automation screws up processes

C. Processes run companies—automate without process redefinition means HUGE WASTE

What BAs must do: 1. Build future state, modeling both process and data flow

1. Does it work / will it work ?

2. Drive top / down agreement on new processes and data flow

3. Align requirements to new process

4. Push acceptance of new process flow

BA Trends: Enterprise Analysis • Defining Need

– Are there other internal options

– Is there a return on investment and what is it

– Can the organization do what is requested? Build the business case

• Proper Enterprise Analysis drives Executive sponsor behavior

– Negotiate need using appropriate analysis techniques on the initial request

– Provide leadership to bring disparate executive stakeholders together for informed project initiation

– Smells like a management consultant

• Enterprise Analysis isn’t always part of BA’s responsibilities

– BA’s in those organizations are given the project initiate and goal and told the model and the solutions and gather the necessary requirements

What this can look like in action

• PM is MASTER of the Project/Program – Project General Manager

• BA is your Product Manager/Solution Architect – Basically the right hand to the GM

• How this “could” or “should” work – BA works as management consultant supporting executive sponsor adding

reality to vision and need

– BA models impact to current based on vision (future state)

– PM connects with BA to get detailed understanding of Vision, Value, Need

– PM views Scope presented through “Pareto Principle glasses” and tries to sniff for positive or negative affective forecasting • The key is REVIEWS not does

– PM takes willing ownership based on “belief in need”

BA Career Path

CHANGES TO HOW WE MANAGE Section Eight

Tools for Development

• Stretch assignments – Experience, Experience, Experience

– Accept mistakes use as coaching moments

• Executive coaching

• 360 degree feedback with each assignment

• Job rotation – Basically cross training / selling critical

• Mentoring – Building internal network

• Internal education

• External education

Recruiting Strategies •Change the interview

– Match your culture to your candidate

• Controls turnover

– Be completely open and honest about role and responsibility

– Look for character, intelligence and social ability • Don’t get fixated on experience

•Do not try to fit a square peg into a round hole

– They must want to do the work, like the works, and like the company

– Be willing to let highly skilled, but culture miss-match go

•Build trust/interest/engagement as quickly as possible in the recruitment process

– Get their manager involved early

Use the rule of three and Hire tough and management easy

Retention Strategies • Provide consistent reviews with feedback and growth plans

• Provide diverse and open mentorship up-and-down company

• Provide learning opportunities traditional and non-traditional

• Provide career growth outside company

– Participation in trade associations and user groups

• Build flexibility into HR structure

– Work hours

– Time off

– Location of work

• Match office environment to your culture

– Activities, decorations, furniture

• Open, consistent, honest feedback on company & individual performance

• Always provide relevant work or relevance to work

Thank you!!! I appreciate your time.

David Mantica

President, ASPE Training