What is included with this book?
List of Figures | p. xi |
Foreword | p. xvii |
Preface | p. xix |
Acknowledgments | p. xxv |
About the Author | p. xxvii |
Why Is Enterprise Software Delivery So Difficult? | p. 1 |
Introduction | p. 2 |
What Is an Enterprise System? | p. 5 |
What Is Different Today? | p. 7 |
What Is the Focus of an Enterprise Software Delivery Organization? | p. 9 |
How Are the Needs for Enterprise Software Delivery Evolving? | p. 11 |
Conclusions | p. 13 |
Anatomy of an Enterprise Software Delivery Project | p. 15 |
Introduction | p. 15 |
MyCo and the MyProj Enterprise Software Delivery Project | p. 16 |
Business and Organizational Context | p. 17 |
Project Context | p. 18 |
Project Execution Results | p. 19 |
Post Hoc Analysis | p. 20 |
Enterprise Software Delivery Organization Analysis | p. 21 |
Project-Level Analysis | p. 23 |
Commentary | p. 25 |
Conclusions | p. 27 |
The Software Supply Chain and Software Factories | p. 29 |
Introduction | p. 30 |
Toward a Software Supply Chain | p. 31 |
Industrializing Enterprise Software Delivery: An Analogy | p. 33 |
A Software Factory Approach to Enterprise Software Delivery | p. 34 |
Aligning Business and Engineering | p. 35 |
Automating Processes and Tasks | p. 35 |
Leveraging Assets across the Enterprise | p. 35 |
Supporting Lean Processes and Integrated Infrastructures | p. 36 |
Automating Operational Measurement and Control | p. 36 |
Key Elements of the Software Factory | p. 37 |
Business Management | p. 37 |
Asset Production and Maintenance | p. 38 |
Application Development and Delivery Management | p. 38 |
Application Infrastructure and Deployment Management | p. 39 |
Governance | p. 39 |
Examples and Illustrations | p. 40 |
Example: IBM Application Assembly Optimization (AAO) Approach | p. 40 |
Example: IBM Test Factory Approach | p. 43 |
Example: A Large Financial Organization's Core Insurance Platform | p. 45 |
Observations and Commentary | p. 47 |
Conclusions | p. 50 |
Collaborative Software Delivery | p. 53 |
Introduction | p. 53 |
Globally Distributed Development | p. 55 |
Distributed Team Working | p. 57 |
Organizationally Distributed Working | p. 58 |
Globally Distributed Working | p. 61 |
Collaborative Delivery Environments | p. 64 |
Collaborative Application Life-Cycle Management | p. 67 |
Examples | p. 70 |
An Outsource Application Delivery Solution for a Large Financial Services Organization | p. 70 |
IBM Software Group Product Delivery | p. 75 |
Conclusions | p. 80 |
Agile Software Delivery | p. 81 |
Introduction | p. 82 |
Rethinking Enterprise Software Delivery | p. 85 |
From Software Development to Software Delivery | p. 85 |
The Basis for Agility | p. 88 |
The Focus for Agility | p. 90 |
Agility at Enterprise Scale | p. 90 |
Agility in Context | p. 91 |
Agile Scaling Factors | p. 92 |
Scaling Rollout of Agile Approaches | p. 102 |
Examples of Large-Scale Agile Adoption | p. 109 |
Agile Supply Chain Management at ABC Bank | p. 110 |
Enterprise Agile Testing Services at XYZ | p. 113 |
Conclusions | p. 115 |
Software Quality | p. 117 |
Introduction | p. 118 |
A Broader View of Software Quality | p. 120 |
End-to-End Quality Management | p. 121 |
Assessing the Health of Enterprise Software Delivery | p. 122 |
The Keys to Continuous Software Quality Assurance | p. 126 |
Quality across the Software Supply Chain | p. 126 |
Collaboration | p. 126 |
Automation | p. 127 |
Visibility | p. 129 |
Software Testing Factories | p. 129 |
Security | p. 134 |
Code Scanning | p. 134 |
Web Access and Compliance Testing | p. 135 |
Conclusions | p. 136 |
Governance, Measurement, and Metrics | p. 137 |
Introduction | p. 138 |
Measuring Enterprise Software Delivery | p. 139 |
The Use of Metrics | p. 141 |
Measurement Maturity | p. 143 |
Measurement and Improvement | p. 145 |
Managing the Global Software Supply Chain | p. 146 |
Governance in Outsourcing | p. 146 |
Metrics and the Software Supply Chain | p. 148 |
Examples | p. 150 |
Product Porfolio Management at IBM Rational | p. 152 |
Supplier Management at a Large Bank | p. 152 |
Conclusions | p. 153 |
A Case Study in Agile-at-Scale Adoption at Danske Bank | p. 155 |
Introduction | p. 156 |
Motivation for Change | p. 158 |
The Focus on Adopting an Agile Approach | p. 159 |
The Danske Bank Agile Delivery Process | p. 161 |
Implementing an Agile Delivery Process Workbench | p. 163 |
Piloting the Danske Bank Agile Delivery Process | p. 165 |
Measuring Success | p. 167 |
Rollout Principles | p. 168 |
Lessons Learned | p. 170 |
Conclusions | p. 171 |
A Case Study in Global Software Product Delivery at IBM Rational | p. 173 |
Introduction | p. 174 |
Status and Motivation | p. 175 |
Goals and Objectives for Software Delivery in Rational | p. 176 |
Introducing Agile Delivery at Rational | p. 179 |
Development Practices | p. 179 |
Development Process | p. 180 |
Team Organization and Responsibilities | p. 181 |
Planning | p. 183 |
Build and Build Management | p. 184 |
Retrospectives | p. 188 |
Transparency | p. 188 |
End Game Tracking and Stability | p. 190 |
Ongoing Management and Decision Making | p. 191 |
Results and Observations | p. 193 |
Conclusions | p. 195 |
Lessons for Success in Global Enterprise Software Delivery | p. 197 |
Introduction | p. 198 |
Revisiting the Enterprise | p. 198 |
Organizations Managing Front-and Back-Office Systems | p. 199 |
Organizations Where Software Is the Business | p. 200 |
Organizations Where Software Is the Product | p. 201 |
Organizations Where Software Delivery Is the Product | p. 202 |
Summary | p. 204 |
Risks and Limitations | p. 204 |
Applicability to SMEs | p. 204 |
The Impact of Process Maturity | p. 206 |
Software Is Not Manufactured; It Is Crafted and Evolved | p. 209 |
Supply Chain Weaknesses | p. 211 |
Summary | p. 213 |
Lessons from Other Domains | p. 213 |
Evolutionary Acquisition and TLCM | p. 214 |
Supply Chain Management | p. 215 |
Lean Manufacturing | p. 218 |
Examples and Illustrations | p. 220 |
US State Government Outsourcing | p. 221 |
Nokia Product Development and Delivery | p. 222 |
FAA Large Project Management | p. 223 |
Conclusions | p. 225 |
The Future of Global Enterprise Software Delivery | p. 227 |
Introduction | p. 228 |
The Beginning of the End, or the End of the Beginning? | p. 229 |
Into the Clouds | p. 231 |
Understanding the Cloud | p. 232 |
Impact on Enterprise Software Delivery Organizations | p. 236 |
Summary | p. 240 |
Sourcing Options | p. 241 |
The Third Wave | p. 244 |
Conclusions | p. 246 |
Enterprise Software Delivery Revisited | p. 249 |
Introduction | p. 250 |
The Enterprise Software Delivery Organization | p. 251 |
Organizational Approaches | p. 252 |
Managing an Enterprise Software Portfolio | p. 254 |
Examining the Mix of Portfolio Solutions | p. 257 |
The Role of Packaged Applications | p. 257 |
Business Integration | p. 258 |
Balancing Enterprise Software Delivery Needs | p. 259 |
Enterprise Integration Issues | p. 266 |
Business Process Complexity | p. 267 |
Service Interface Complexity | p. 270 |
Supply Chain Complexity | p. 271 |
Managing Change | p. 272 |
Tactical-Level Change Management | p. 272 |
Strategic-Level Change Management | p. 272 |
Conclusions | p. 274 |
References | p. 277 |
Index | p. 283 |
Table of Contents provided by Ingram. All Rights Reserved. |
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.