was concerned that it was not going to be able to compete with more nimble players in its market.
As this firm puts it, they went from “chaos to Agile.” The company implemented a Scrum project management process and integrated it with the underlying ALM software design data among its distributed teams. In this way, the firm connected the market needs of its customers more tightly with its Agile development iterations, yielding a measurable improvement in market responsiveness.
Because of the simplicity and the openness of the tools chosen, the rollout and integration into legacy development tools was quick and flexible. It was critical for the company to have business continuity, driving the implementation of a solution that supported Hybrid processes and code bases - allowing development and business strategies to change over time as a function of the business needs of the various project teams.
Within a short period of time, development cycles were reduced by 75 percent - from 24 months to 6 months - and overall team productivity was improved 20 percent, which enabled further organizational improvement.
Tools for Distributed Agile Development
A second CollabNet profile describes the case of a leading financial services provider. As with the previous example, this firm also develops and produces services in a regulated industry.
Customer Two had a developer population of over 4,500 with many unique tools and processes, multiple code sources (both commercial and open source), and with 70 percent of the development in its lines of business outsourced to contractors and major system integrators. The result: development chaos.
Over the course of a couple of years, this company took a phased approach to getting its IT development under control.
First, it adopted many of the collaborative best practices used in open source development to enable centralized code management for the entire enterprise.Code centralization brought the firm into IP compliance, and drove consistency throughout its source code development practices.
Once code was centralized, the firm standardized on company-wide ALM processes across the entire software development lifecycle with a specific emphasis on building and testing applications. Using lab management provisioning, it built and tested applications all the way to limited production. The firm estimates that it’s saving $3M/year and reducing build cycles by 75 percent for every 100 build and test servers in use. In addition, by coordinating its global development team, the firm was able to implement SOA and code re-use strategies to further reduce redundancies, improve quality and accelerate time to market.
Following this success, the company is now taking it to the next level. Now that its development is organized into one managed and centralized “Developer Operations” group, the company’s development ‘cloud’ can be integrated with its production operations to create an end-to-end view, streamlining application development and deployment. Company Two has now created predefined stacks to which its developers develop and its IT data center deploys.The firm has a goal to eliminate 90 percent of its supported IT stacks, which will drive 100s of millions in costs out of its global IT development and deployment costs.
This customer “trusts but verifies”- it requires suppliers to declare the components of their software, and uses a code scanning tool to check that it’s in compliance. A central catalog of approved supplier code is maintained.Other customers actually require their suppliers to use the same tool and submit the results of the analysis along with the code submission.
This solution provides an unprecedented level of visibility into the software supply chain, including code provenance and history, and avoids inherited IP risks.
With a coordinated global development team, the combination