"Votre produit logiciel : accélérateur ou frein à votre croissance"
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Transcript of "Votre produit logiciel : accélérateur ou frein à votre croissance"
Your software product : Your software product : Future business enabler or showFuture business enabler or show--stopper ?stopper ?
CEI Workshop CEI Workshop 19/09/201219/09/2012
FelixFelix BregadzeBregadzeNicolas DevosNicolas DevosNicolas DevosNicolas Devos
Risk management:
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Risk management:
You can’t manage what you don’t measure
Felix BREGADZE
About CETICAbout CETIC
• ICT Research Center• Mission: Independent expert & transfer agent between
academic world and industry
• 45 Researchers in 3 Departments• Software and System Engineering
• Focus on Code and Process Quality; on complex system modeling at
© CETIC – www.cetic.be
• Focus on Code and Process Quality; on complex system modeling at requirement and design level
• Software Service Technologies• Focus on Cloud Services and Service Composition; on Cloud Storage
Strategies; on Semantics for interoperability of heterogeneous data
• Embedded Communicating System• Focus on low energy/autonomous sensor networks; on architecture
modeling/simulation of low energy embedded system
• Transversal topics: Security, Constrain-based Optimisation, eHealth, Green ICT & ICT for Green
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IT Projects FailureIT Projects Failure
• Geneca (2010 – 2011)• 75% of project participants don’t believe in project success• 78% of participants believe business is out of sync /w
requirements
• KPMG (2010 – 2011)• 70% of organisations suffered at least 1 project failure in last
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• 70% of organisations suffered at least 1 project failure in last 12 months
• 50% indicated projects consistently failed to achieve goals
• IBM (2008)• Projects that met schedule: only 40%• Underestimation of project complexity is a huge factor
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IT Projects FailureIT Projects Failure
There is a gap between IT and Business
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There is a gap between IT and Business
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RealityReality
• For business IT projects must be• On-time• Meet budget• Meet requirements
• But business is evolving and in reality there is:
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• But business is evolving and in reality there is:• Not enough time• Lack of budget• Ever-changing requirements
Trade-offs have to be made
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RealityReality
There is no long term vision: IT projects are consi dered tactical though they must support strategic business plannin g
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IT Risks are closely related to Business Risks
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IT Management QuestionsIT Management Questions
• How do I keep maintenance costs low?• What happens if one of my developers would leave the
company?• How to make sure the new version is released on time?• How to keep up with feature requests?
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• How can I do more with less?
Major element to answer the above that is mostly overlooked : Application Technical Quality
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Application Technical QualityApplication Technical Quality
• Application Technical Quality must be managed over time and as early as possible
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Application Technical QualityApplication Technical Quality
You cannot manage what you do not measure
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You cannot manage what you do not measure
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Technical Debt IntroductionTechnical Debt Introduction
• To sum up:• Gap between Business & IT• Trade-offs• Short term vs. long term• Risks to manage on daily basis
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• Technical Debt is the indicator that can be an answ er to above problems
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How managers can measure and manage risks
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How managers can measure and manage risks
Nicolas DEVOS
TechnicalTechnical DebtDebt
Ward Cunningham"The WyCash Portfolio Management System",
OOPSLA’92
metaphor referring to the eventual consequences of poor or evolving software architecture and software
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poor or evolving software architecture and software development within a codebase.
How to How to measuremeasure qualityquality??
SamplingSamplingExpensiveExpensive and and riskyrisky, , lessless precisionprecision
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Code auditCode auditFasterFaster, more , more reliablereliable and and preciseprecise
RegularRegular code auditcode auditAutomatedAutomated, , integratedintegrated, ,
lessless correction effortcorrection effort
Source code Source code analyzersanalyzers
Wide variety of source code analyzers
PrinciplePrincipleStandards and best practices Rules Violations
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ISO 9126 – 25000 (SQuaRE)Common language for software quality
Model for Application Quality
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best practices Rules Violations
Health factors
QualityQuality modelmodelApplication
Quality
Performance Robustness Security Maintainability Changeability Transferability
User Driven Business Driven
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Rules
Documentation
ErrorHandling
Complexity
NamingConvention
LoopManagement
How to How to computecompute technicaltechnical debtdebt??
DefineDefine a a qualityquality objectiveobjective
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Attention pointsAttention points
Company
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Depends on18
QualityTarget Business
Application type
Developmentphase
Managing the Technical DebtManaging the Technical Debt
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Managing the Technical DebtManaging the Technical Debt
TDMeasure
TDManaged
TDUnmanaged
Technical View
Business View
• Maintenance effort increase• Evolutivity decrease• Customer satisfaction decrease
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Time Dev. &MaintenanceCost
Time
If TDManaged
If TDUnmanaged
DirectRelationship
What should we do?What should we do?
If you see a software component is an asset for your company then you should assess it (or have it assessed)
• Software code developed by your staff for external or internal purpose• Software code developed by consultant that you paid for
• Even if software solution is for internal purpose
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• Mention Technical Debt threshold in call for tender or contract• To select Open Source Software
Code audits
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WhatWhat willwill wewe gain?gain?
Measuring enables managing
• Quality overview and development team improvment
At short term
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• Quality overview and development team improvment• Help in the decision making process• Interface between financial and technical teams
• Reduce the maintenance effort• Risk management
At long term
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Conclusion Conclusion -- Key takeawaysKey takeaways
Measure and manage technical quality of a software asset
Technical debt is the cost of lack or non-quality
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Support the decision process
Make it transparent
In the development cycle
Do more with less
Case Study
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Case Study WSL (Walloon tech start-ups incubator)
Charles Cuny
MERCIMERCI
CETICCETICCETICCETIC
Aéropôle de Charleroi-GosseliesRue des Frères Wright, 29/36041 [email protected]
www.cetic.bewww.cetic.be