Professional Documents
Culture Documents
Introduction
IT
delivery
methodologies
have
existed
since
the
dawn
of
the
industry.
The
moment
IT
projects
became
too
big
and
complex
for
a
single
person
to
deliver
some
kind
of
planning
methodology
was
always
going
to
be
needed
to
control
and
manage
projects.
The
earliest
of
these
formal
methodologies
was
the
waterfall
system,
documented
in
academic
papers
since
the
1950s.
In
simple
terms
this
described
the
software
engineering
process
as
a
series
of
steps
that
connected
from
one
to
the
next
cascading
down
like
a
waterfall.
Those
basic
steps
were
to
gather
the
requirements,
design
the
solution,
implement
it,
verify
and
test
the
delivery,
maintain
what
has
been
delivered.
Thats
a
common
sense
approach,
but
the
world
has
moved
on.
There
is
now
a
plethora
of
formal
methodologies
helping
CIOs
and
software
developers
to
coordinate
what
the
user
wants
with
the
most
reliable
way
to
deliver
those
solutions.
The
UK
government
designed
their
Information
Technology
Infrastructure
Library
(ITIL)
in
the
1980s
based
on
the
process
control
models
of
W.
Edwards
Deming
the
American
academic
who
transformed
Japanese
production
methods
after
the
Second
World
War.
ITIL
has
now
become
something
of
a
global
standard
with
the
Open
Group
consortium
now
heavily
promoting
its
use
in
Brazil.
PRojects
IN
Controlled
Environments
(PRINCE)
is
another
process
driven
project
management
methodology
often
demanded
by
clients,
but
there
are
now
as
many
approaches
to
developing
software
as
there
are
methodologies.
The
Capability
Maturity
Model
(CMM)
developed
by
Carnegie
Mellon
University
was
probably
the
process
methodology
that
facilitated
the
boom
in
offshore
software
development.
Clients
have
always
demanded
faster
and
more
reliable
software
deliveries
and
with
the
explosion
of
tools
to
help
facilities
rapid
application
development
and
Agile
design
methodologies,
such
as
Scrum,
Lean,
and
RUP,
have
led
to
a
revolution
in
the
way
systems
are
designed
and
built.
This
week,
our
CIO
research
explores
how
these
changes
in
software
development
and
project
management
methodologies
have
affected
the
teams
on
the
ground
really
delivering
for
your
customers
the
world
has
moved
on.
There
is
now
a
plethora
of
formal
methodologies
2 ITD #6 Transforming IT Delivery Models IT Decisions 16 September 2011 - All Rights Reserved
Participant
Feedback
To
explore
the
issue
of
executives
using
social
media,
in
this
weeks
research
survey
we
asked
four
questions
three
of
which
were
multiple
choice
and
one
designed
to
promote
an
open
discussion.
We
received
answers
from
23
executives
from
18
industry
sectors:
consumer
services,
healthcare,
oil
&
energy,
chemicals,
broadcasting,
engineering,
shipbuilding,
automotive,
telecommunications,
logistics,
financial
services,
insurance,
food
and
beverages,
education,
paper
&
forestry
products,
cosmetics,
media,
retail.
Question
1:
Does
your
department
use
a
formal
established
delivery
methodology?
34.8%
No
13%
Yes
52.2%
10
12
This chart shows a strong support for formal methodologies in general. Clearly the CIO community knows that whichever method is used, it is important to use something to control projects. As can be seen from the chart, over half (52.2%) of our IT leaders say that they are using a formal established delivery methodology, with a further 34.8% saying that they are using their own methods. With some of the comments suggesting that many IT leaders take a standard methodology and mold it to the company needs this is no surprise. Just 13% of IT leaders do not use any form of methodology to control how deliveries are planned and made. 3 ITD #6 Transforming IT Delivery Models IT Decisions 16 September 2011 - All Rights Reserved
Question 2: Does it help you to deliver better results for your customers by using a formal methodology in IT services?
17.4%
No
4.3%
Yes
78.3%
10
12
14
16
18
At the end of the day, the IT leader has to report to customers. They might be outside the company, but usually they are internal the business. It is only worth adopting formal delivery methodologies if it can be shown that the customer is happier with what the IT team delivers. As can be seen from this chart, there is overwhelming support that the use of formal methodologies does help with delivery to customers. 78.3% of our IT leaders support the use of formal methodologies as a way of improving delivery to customers and a further 17.4% add that it helps for some services. The 4.3% suggesting that customers do not get any benefit from the IT team using a formal delivery methodology appears to be an insignificant minority view.
4 ITD #6 Transforming IT Delivery Models IT Decisions 16 September 2011 - All Rights Reserved
Question 3: Has the world moved to from "big" inflexible methodologies to Agile - with rapid delivery and turnaround of customer requests?
43.5%
No
8.7%
Yes
47.8%
10
12
As outlined in the introduction, there are many formal methodologies and over the past fifty years they have evolved and changed from being quite rigid and formal to flexible. The growth of Agile methods in the past 10 to 15 years in particular has completely changed how flexible an IT team can be while still maintaining some formality and control over deliveries. The question asked whether the world of IT development has moved on the big methodologies often seen as inflexible to an agile world. Almost half of our IT leaders (47.8%) agreed, so there is clearly a very strong view in the Brazilian IT market that Agile methods are important. It is important to note that 43.5% of our IT leaders said that Agile is not always applicable to the deliveries that they are making. Clearly it would be interesting to go back to ask them why, but the assumption is that in some cases and industries a very strong control over deliveries is essential so Agile works well where applied to the correct problems. Just 8.7% of IT leaders disagreed with the statement, suggesting a very small minority with the belief that nothing has changed or that Agile does not work.
5 ITD #6 Transforming IT Delivery Models IT Decisions 16 September 2011 - All Rights Reserved
Question 4: Please add a comment on your experience about the best methodology that works for your team and whether you are considering a change in methodology? Logistics Happy IT customers like methodology I do not see the formalization and rigor as loss of agility, but as something that is necessary for the quality of the delivery process. Therefore, we adopted methods that are well defined and documented, which can be used with speed and responsibility, ensuring that the final result for the client (whether internal or external) is what has been asked and that the client can take advantage of the result. From my understanding, happy customers (those who get what they asked for with quality and within the negotiated timescales) like methodology and consider its use as something that speeds up the process. The perceived lack of agility is very much related to the difficulty of negotiating deadlines and not the methodology used for deliveries. Financial services Agile methods helps IT deal with changing business goals We use the PMBOK principles as a way to target, in a formal manner, the various disciplines involved in the development of a project. However, priorities and short-term goals are increasingly dynamic and must be changed every time these realities change. This is the context in which agile methods are relevant, in terms of identifying the change and what should be done in order to return to alignment. Insurance Agile methods and common sense is the future of IT Formal delivery methods favor the execution greatly when it comes to meeting deadlines. You may even work on scope, responsibilities and reporting, but you get poor results when the main focus is on time. Many things are always left for future releases; satisfaction at the time of deployment is not what it should be. The approach of delegating to achieve, and where possible, combined with agile methods, minimizes these kinds of impact and generates much more of a sense of "proper delivery." Major methodologies for major projects (if they cannot be divided) and the agile approaches for all the other projects is the possible and probable path for IT. Oil & Energy Move to global standards meant use of heavier methods As the company is moving towards the use of global templates, we have been using more formal and structured methodologies (and a little bulkier) for IT delivery.
6 ITD #6 Transforming IT Delivery Models IT Decisions 16 September 2011 - All Rights Reserved
Consumer Services The same methodologies are not always applicable Methodologies are not always applicable and are not always agile. I have had good results with Scrum (Agile) and awful results with CMMI (used within a cumbersome process). However, I have achieved opposite results and an excellent delivery (in terms of time, cost and quality) with CMMI and a poor delivery with Scrum. Having said that, it is down to the manager and the company to decide what is the best fit when it comes to better methodologies for their daily tasks. Healthcare Frequent control of deliverables helps IT in meeting expectations We are currently implementing a system to control deliverables every two months, where we decide in advance what should be done or not, so that we can align expectations with our customers. Insurance Agile is crucial to deliver at the same speed of the demands The deliveries began to be required at the same speed and the demands and that brought about a major evolution in development methodologies and project management. Within the companies I work at, I have been using agile methodologies and the result is very satisfactory, since we can greatly reduce the dissatisfaction and meet the expectations of users and customers with more deliverables for each cycle. And this is not just for the sake of faster deliveries, but also for the ability to submit each part of the project to a cycle of "revalidation", which has made our processes more reliable and projects and stable. Food and Beverages We use agile elements in our delivery to generate value Although we have not used any kind of agile method formally, we are applying parts of the methodology to get results faster and create deliverables with higher added value. We seek to engage the business areas in the whole project development cycle and this facilitates the planning and design processes while aligning delivery priorities and expectations in terms of expected results. Consumer Services Methodologies should not increase bureaucracy and cost The methodology should seek simplicity and objectivity, as opposed to generating a lot of bureaucracy and cost. The definition of a methodology should be based in its ultimate goal, that is, ensuring the quality of delivery, cost control, risks and deadlines, and most importantly, ensuring accessibility to documentation related to the deliverables. Education We are always adapting IT delivery to the needs of the business We are in a constant movement of observation around how to adapt delivery for better comfort and satisfaction of the business. We constantly align with teams the need to "see" the movements of the business naturally, while adapting our processes and looking for speed and efficiency. 7 ITD #6 Transforming IT Delivery Models IT Decisions 16 September 2011 - All Rights Reserved
Financial services Formal methods should not be seen as rules set in stone "Packaged" methodologies as CMMi, PMI and ITIL are useful but should not be seen as rules set in stone. Each company can and should adapt methodology to its reality and the size of its projects. Paper & forestry products Delivery should be fast, even if rework is needed later More than the methodology itself, there is a matter of changing attitudes of IT professionals, the focus should be on generating value for the business in an agile manner and as quickly as possible, even if it is necessary to do some rework in future. Cosmetics Large methodologies are only excellent for IT suppliers The knowledge of various methodologies along with the common sense of what/how/where to apply them according to size and type of project are crucial for good results; large and inflexible methodologies are only excellent for IT companies. Media Formal methods are indispensable for large, high-budget projects In my opinion, PMBOK is still the most comprehensive framework for projects. I always use it for large, complex and critical projects, especially those involving a lot of resources and big budgets. On the other hand, agile methods can deliver great results of easy application and acceptance by the IT team as well as business functions and project sponsors. We used Scrum for medium and small projects and the results have been extremely satisfactory. Retail Methodology tools used cannot hamper project execution The important thing is to define, at the beginning of the projects, which will be the artifacts used for better management and ensure the best quality for results depending on their size and criticality. The artifacts selected must ensure these metrics and cannot have a volume that could prevent its execution. Telecommunications We use ITIL with changes for increased agility We used the very basis of ITIL to create better results, but we need to make some modifications to be agile in terms of delivery. Our area of activity (telemarketing services) is very dynamic and we cannot be slow in delivering solutions! Automotive Involving customers in IT processes is the advantage of methodology The great advantage of conducting deliveries based on methodology is ensuring that the result delivered is what the customer really wants, since the customer participates in the process, from specification to testing stage. Chemicals IT needs agility, but its utility aspect must not be forgotten Businesses require agility in projects, but IT has a "utility"side where extreme rigor and a strict application of procedures are needed. In addition to the inspiration of COBIT, COSO and ITIL, we will align ourselves to the ISO standards. 8 ITD #6 Transforming IT Delivery Models IT Decisions 16 September 2011 - All Rights Reserved
9 ITD #6 Transforming IT Delivery Models IT Decisions 16 September 2011 - All Rights Reserved
As always, IT leaders love pragmatism. If the tools help them get the job done and the customers remain happy then those will be the tools placed in the toolbox. In the technology press it looks as if Agile is taking over, but the situation is more complex, with many IT leaders forced to adopt a more conservative delivery model. There remains a need for a wide variety of development methodologies to ensure that all projects critical or experimental can be delivered in the best possible way.
Everyone uses something. There is no modern CIO who would run a project without some kind of formal control, whether this is a very tight project management methodology or Agile and extreme programming methods. There is always a need for control and measurement, whether the project is internal or being delivered by a supplier. It is very common and accepted to take an industry standard and to then modify it for use within the organization. Many IT leaders explained that they use a tool such as ITIL, but they take the core of the methodology and then tweak it to work within their company. There were just about as many IT leaders doing this as those taking an industry standard and using it without change so it is a very common and accepted practice perhaps not acknowledged by the companies selling training or audits in methodology use. It was generally accepted that smaller and less critical projects almost always would use an Agile development methodology, but large budget major projects would need a more formal framework. However, this could be driven in part because managers outside the IT department need reassurance that big projects get bigger control frameworks as there is no technical limitation on the size of an Agile project.
ITD #6 Transforming IT Delivery Models IT Decisions 16 September 2011 - All Rights Reserved
10
IT
Decisions
Research
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produces
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report
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So
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Get
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11 ITD #6 Transforming IT Delivery Models IT Decisions 16 September 2011 - All Rights Reserved
About
IT
Decisions
IT
Decisions
is
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The
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