Keys to successful demand and delivery management
Keys to successful demand and delivery management
Extending software lifecycle management
There's an old saying that no battle plan survives contact with the enemy. The same is true with IT portfolio management. In the real world, well-laid plans for application delivery must face the unpredictable forces of changing business requirements. In the past, rigid, engi
Challenges of delivering value amid continuous change
To help us understand some industry-wide problems that occur when trying to deliver innovative products, we interviewed Melinda-Carol Ballou, program director for Application Lifecycle Management and Executive Strategies at IDC, Mike O'Rourke, VP of IBM Rational Offering Strategy and Delivery, and Dibbe Edwards, VP of IBM Rational software development
Melinda Carol Ballou, IDC, Program Director for Application Lifecycle Management and Executive Strategies
We are finding that technology complexity, like deploying on platforms ranging from mobile to cloud to embedded systems, is driving organizations to create more focused and coordinated approaches to the software lifecycle. Broader technology deployments across multimodal deployment environments demand an end-to-end DevOps focus on how applications are conceived and designed. The concept of DevOps is growing because organizations are large expenditures so that applications have a longer lifespan.
Additionally, organizations are now increasing requirements for better compliance and governance. Enterprises and even innovative small and medium-sized businesses must deal with international business concerns, increasingly. These factors in combination are driving our clients toward automation for the lifecycle and to a more business-oriented approach, given the need to manage constrained resources in a volatile economy worldwide.
Mike O'Rourke, IBM Rational software, VP of Strategy and Product Delivery
At IBM, I own product management and strategy for Rational's 80 products and oversee about 2000 engineers in 15 labs across 10 countries. Our teams are globally distributed and are developing by using their own methods and practices. As the owner of product delivery, I need to be sure that they are delivering the right software product capabilities at the right time.
For example, as requirements change because of conversations with customers, different people around the world in different time zones with different cultures need to be able to know what happened, when it happened, and how it affects them.
Like other businesses, we are under tight budget controls. We need to ensure that we are delivering with the greatest levels of efficiency possible, but at the same time ensure that delivery teams are focusing on requirements that deliver the greatest business value. We need to know that every investment decision we make is accompanied by a corresponding divestment decision. Are we doing the right things, and do we have the right skills, in the right place, at the right time?
Dibbe Edwards, IBM Rational software, VP of Software Development
As VP of Software Development for IBM Rational software, I have the opportunity to lead a global, cross-functional team of approximately 1500-2000 architects, developers, and quality management professionals. I work very closely with Mike and his organization to ensure that the products and capabilities that we deliver are relevant to market needs, respond to customer requirements, and are high quality.
We face a number of varying challenges. Software delivery can be unpredictable, especially when focusing on innovation. With teams that are globally dispersed with different skills, how do we promote innovation while ensuring we're delivering the right capabilities for the market? How do we meet the challenges that Mike's team sets before us, such as, making sure our capabilities are ready to deploy and our spending is on target? It'ss critical that we collaborate very closely together to ensure that the right products are delivered at the right time.
Another challenge we face is constant change. Our business requirements, what our customers want, and even internal factors like resources, are constantly changing. We have to be able to respond to changing portfolio demands by knowing exactly where we are and how we can adjust, because that is going to determine how successful we are.
5 imperatives for an effective ALM approach that includes delivery management
Rational development and consulting professionals, by means of their work with hundreds of customers on thousands of projects and their own experiences with the Jazz platform, have helped us determine five imperatives seen over and over again. They are crucial to consistently delivering high quality applications on time:
Essential ingredients for successful demand and delivery management
Demand and delivery management connects the executives, line of business managers, and product managers to the delivery and development teams. It aligns the organization, and keeps people focused and engaged. The organization must prioritize customer needs and manage road maps that operate within an organization's financial and resource constraints. Business and product managers need insight into the delivery of the project so they can understand how it's progressing in real terms. And delivery and development teams need insight into the market to rapidly adopt and adjust their progress to ensure that the delivery is in constant alignment with market strategy.
With delivery and demand management in place, organizations will be able to:
Using agile methods and having iterative, collaboration, and continuous coordination are keys to success. This requires a whole view of delivery, so the impact of decisions can be understood while providing an appropriate perspective for the stakeholder groups. We see this type of coordinated approach occurring more and more, because of the increasing complexity of sourcing.
Can you manage both value and change?
Watch the Delivery management: Extending lifecycle management webcast, co-sponsored by CIO magazine and IBM (June 2012)
Learn more about Delivery Management as part of an effective ALM approach:
Learn more about the Rational solution for Collaborative Lifecycle Management, developed to meet the five imperatives for effective ALM.