Accelerating Business Agility with Modern ALM Practices
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Today, Enterprises are facing the challenge of rapid growth in technology and data, a proliferation of platforms and devices, and an insatiable demand for users and consumers to be ‘connected’ at all times. These new disruptive technology trends are changing everything from customers’ habits to how business applications need to operate. Every company is now a software company and think of software a mission critical enabler of their value priorities. They think of IT as a value provider vs. just being a cost center. So IT must enable new reach and brand differentiation opportunities for their business by taking advantage of these developments. A comprehensive evolution strategy is required to keep applications modern and relevant to the business, and to both existing and new customers. Enterprises need to move faster through the development lifecycle than in the past, with a higher sense of urgency and with real-time decision making in order to deliver software to realize the new opportunities Recognize the need to transform their organization to modern ALM practices, adopting an agile and iterative Build, Measure, and Learn cadence in driving their business forward, with: 1. shorter cycle times 2. smaller, cross-functional teams, with less specialization 3. continuous cadence of value delivery 4. Tight integration and alignment between business and IT 5. Close collaboration within teams and with their community
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Accelerating Business Agility with Modern ALM Practices
- 1. Application Lifecycle Management Rofiqi Setiawan Technology Solution professional – Developer Tools
- 3. People Process Tools
- 10. Hybrid On Premises Online Modern ALM Modern Business Apps Plan Develop Validate Release Operate Integrated best-of-breed solutions
- 11. Plan Develop Release Operate
- 12. enable value delivery – agility REQUIREMENTS Plan Business Product Owners Developers Testers Operations + all other Stakeholders Backlog Develop + Test Release
- 13. enable value delivery – quality and scale Plan REQUIREMENTS Backlog All Stakeholders Developers Testers Operations Develop + Test Release
- 14. Plan REQUIREMENTS Backlog All Stakeholders Developers Testers Operations Develop + Test Release
- 15. People | Process | Tools
- 16. The broken telephone game is much more than… … lots of communication Collaboration
- 18. Work Item Traceability and Flow
- 20. Powerful project dashboard enables transparency and collaboration across functions, such as: Provides visibility to project status and progress ‘at a glance’ Customizable layout
- 21. Create work items from Mail
- 22. Visibility to feature progression Visibility to team’s contribution
- 23. Task boards to help you optimize work flow Set work in progress limits Use the tools you know to define requirements PowerPoint to define requirements Predefined Storyboard Shapes
- 25. Specify what’s the scope of the feedback request Integrated with outlook Easy way to indicate how to launch your application
- 26. Feedback Client
- 27. Real time collaboration tools that allow your teams to be: • Efficient • Aligned • Responsive • Productive Contextual team work activities
- 29. Integrated with outlook Easy way to indicate how to launch your application Actionable feedback
- 31. More frequent releases Customer responsiveness Stakeholder transparency Compliance & regulation
- 32. Testing time DEV INT QA PROD Team Foundation Server Coordination Provision Deploy
- 33. Team Foundation Server Drop Location RM Web RM Client DEV QA RM Server
- 35. Increase deployment Reduce change fail rate Reduce change lead-time (react faster to dynamic business needs) frequency Reduce mean-time-to-detect & repair Agility performance indicators Reliability performance indicators
- 36. Set up a view of your application health with metrics that you care Check the pulse of your application Identify issues and patterns with your application in production • Get 360 degree view to application’s health with relevant metrics to help you detect issues in production with Application Insights.
- 37. • Detect if the problem is your code or your dependencies Understand what failed and why by drilling down into failed tests
- 38. Production incident alert in operations system Assign code related incidents to development Development system incident reference in operations tool Incident in development system • Assign production incidents from System Center to the Development team in Visual Studio for investigation and resolution.
- 39. • Get actionable production diagnostics. Generate IntelliTrace logs from within SCOM IntelliTrace logs collected by operations in development system Actionable debugging using IntelliTrace logs
- 40. • Identify systemic issues and trends affecting application and infrastructure health • Prioritize new features, bug fixes and strategic direction based on qualitative and quantitative data Valuable data at your finger tips Validate your investments
Notes de l'éditeur
- Seperti kehidupan manusia, siklus hidup aplikasi itu ditentukan oleh milestone event yang signifikan
- Di mulai dengan ide aplikasi > big event selanjutnya deployment saat aplikasi masuk ke production, dan saat aplikasi tidak lagi memiliki business value, aplikasi akan memasuki End of life kemudian diremove dari service Like a human life, an application’s lifecycle is demarcated by significant events. It begins with an idea: Why don’t we build something that does this? Once the application is created, the next big event is deployment, when the application goes into production. And finally, when it no longer has business value, the application reaches end of life and is removed from service
- Dalam ALM, governance memastikan aplikasi menyediakan atau mendukung apa yang dibutuhkan business needs, Fasenya adalah: Business Case, terjadi sebelum development Ketika sudah disapprove, maka development aplikasi dimulai, dan kemudian governance diimplementasikan kdi seluruh project portfolio management. Setelah aplikasi deployed, maka aplikasi tersebut akan menjadi portofolio aplikasi dari organisasi, karena aplikasi juga merupakan asset, maka yang perlu dipahami benefit dan costnya secara ongoing, maka dibutuhkan APM untuk menghindari duplikasi fungsi antar aplikasi Perlu diperhatikan bahwa governance extend ke seluruh time span, end to end. In many ways, governance merupakan bagian terpenting dari ALM, jika salah maka business value dari aplikasi tidakakan maksimal. In ALM, the purpose of governance is to make sure the application always provides what the business needs. The first step in ALM governance is business case development. As Figure 2 shows, this analysis happens before the development process begins. Once the business case is approved, application development starts, and governance is now implemented through project portfolio management. In some organizations, this is simple: A project manager might be attached to the development team, or one of the technical people on the team might take on this role. Other organizations use a more formal approach, relying on a centralized project management office (PMO) to enforce established procedures. Once the completed application is deployed, it becomes part of the organization’s portfolio of applications. An application is an asset like any other, and so the organization needs an ongoing understanding of its benefits and costs. Application portfolio management (APM) provides this, offering away to avoid duplicating functions across different applications. APM also provides governance for the deployed application, addressing things such as when updates and larger revisions make business sense. In fact, examining the APM section of the Governance line in more detail would show that it contains business case development and project portfolio management for each of the revisions to the application shown on the Development line. Governance is the only thing that extends throughout the entire ALM time span. In many ways, it’s the most important aspect of ALM. Get it wrong, and you won’t come close to maximizing the application’s business value.
- Setelah business case diterima, maka SD lifecyle dimulai.. Menunjukkan iteration di mana tiap iterationnya terdapat update yang requirement, kegiatan development, juga testing, karena ini aplikasi akan butuh update periodic Once the business case is approved, the software development lifecycle begins. If we expanded the SDLC parts of the Development line shown in the figure, a modern process would probably show software development as a series of iterations. Each iteration would contain some requirements definition, some design, some development, and some testing. This iterative style of development isn’t always appropriate—some projects are still better done using more traditional methods—but it’s becoming the norm in many areas. Once the SDLC process for version 1 of the application is complete, the application is deployed. For most applications, however, deployment doesn’t mark the end of development. Instead, the application needs periodic updates, as shown in the figure, and perhaps one or more full SDLC efforts to create new versions, as in this example. For some applications, the money spent on these updates and new versions can exceed the cost of the original development by a significant amount. Once again, notice the role of SDLC in the overall ALM process. As Figure 2 shows, this aspect is certainly important, but it’s far from the whole story. Viewing ALM as synonymous with SDLC is just wrong—it leads to a misunderstanding of what’s really required to be successful in this area
- Seperti governance, operation terhubung dengan gdevelopment line, deployment merupakan hal yg fundamental dalam kegiatan ioperational, dan harus dilakukan di tiap update. Dan harus Tetap di monitor selama lifetime aplikasi As with Governance, the Operations line is intimately connected to the Development line. For example, planning for deployment likely begins shortly before the application is completed, and the act of deployment itself is a fundamental part of operations. Once the application is deployed, it must be monitored throughout its lifetime. Similarly, each update to the application must be deployed once it’s completed, as the figure shows.
- Collaboration is a key practice in achieving agility
- Agile project management Agile portfolio management Kanban boards Work item tagging Work item charting
- Managing releases can be a significant challenge. The requirements come from a broad array of sources, and can have technology teams asking a lot of questions. The kinds of questions they come with are “How do we elegantly shift from long release cycles to monthly, or even daily?” Other times, they want to know “How can we help set customer expectations about when bug fixes and feature requests go live?” So many people need to plan their tasks around the release cycle, so teams want to know “How can we make sure everyone understands the release pipeline so they can do their jobs?” And sometimes, there are legal or governmental pressures around compliance and regulation, leading to questions like “How can we feel confident we’re properly tracking, managing, and approving our releases?”.
- See script.