4 Must do's for continuous business innovation: identify improvements, Implement change, Deliver results, Measure impact.

Diego Lo Giudice

The modern business world echoes with the sound of time-tested business models being shattered by digital upstarts, while the rate of disruption is accelerating. Organizations that will win in this world must hone their ability to deliver high-value experiences, based on high quality software with very short refresh cycles. Customers are driving this shift; every experience raises their expectations and their choices are no longer limited. Like trust, loyalty takes years to build and only a moment to lose. The threat is existential: Organizations need to drive innovation and disrupt their competitors or they will cease to exist.  

The Mordern Application Delivery (MAD) strategy document of the MAD playbook that my colleague Kurt Bitner and I are co-leading, has a wealth of research to help transform IT led organizations in Technology Management ones where BT leads over IT to achieve high levels of continuous business innovation to win, serve and retain customers.

In talking to hundreds of vendors, system integrators and end user clients that develop, test and deliver software and application every day we've come to realize that:

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4 Must do's for continuous business innovation: identify improvements, Implement change, Deliver Results, Measure Impact.

Diego Lo Giudice

The modern business world echoes with the sound of time-tested business models being shattered by digital upstarts, while the rate of disruption is accelerating. Organizations that will win in this world must hone their ability to deliver high-value experiences, based on high quality software with very short refresh cycles. Customers are driving this shift; every experience raises their expectations and their choices are no longer limited. Like trust, loyalty takes years to build and only a moment to lose. The threat is existential: Organizations need to drive innovation and disrupt their competitors or they will cease to exist.  

The Mordern Application Delivery (MAD) strategy document of the MAD playbook that my colleague Kurt Bitner and I are co-leading, has a wealth of research to help transform IT led organizations in Technology Management ones where BT leads over IT to achieve high levels of continuous business innovation to win, serve and retain customers.

In talking to hundreds of vendors, system integrators and end user clients that develop, test and deliver software and application every day we've come to realize that:

Read more

4 Must do's for continuous business innovation: identify improvements, Implement change, Deliver Results, Measure Impact.

Diego Lo Giudice

The modern business world echoes with the sound of time-tested business models being shattered by digital upstarts, while the rate of disruption is accelerating. Organizations that will win in this world must hone their ability to deliver high-value experiences, based on high quality software with very short refresh cycles. Customers are driving this shift; every experience raises their expectations and their choices are no longer limited. Like trust, loyalty takes years to build and only a moment to lose. The threat is existential: Organizations need to drive innovation and disrupt their competitors or they will cease to exist.  

The Mordern Application Delivery (MAD) strategy document of the MAD playbook that my colleague Kurt Bitner and I are co-leading, has a wealth of research to help transform IT led organizations in Technology Management ones where BT leads over IT to achieve high levels of continuous business innovation to win, serve and retain customers.

In talking to hundreds of vendors, system integrators and end user clients that develop, test and deliver software and application every day we've come to realize that:

Read more

4 Must do's for continuous business innovation: identify improvements, Implement change, Deliver Results, Measure Impact.

Diego Lo Giudice

The modern business world echoes with the sound of time-tested business models being shattered by digital upstarts, while the rate of disruption is accelerating. Organizations that will win in this world must hone their ability to deliver high-value experiences, based on high quality software with very short refresh cycles. Customers are driving this shift; every experience raises their expectations and their choices are no longer limited. Like trust, loyalty takes years to build and only a moment to lose. The threat is existential: Organizations need to drive innovation and disrupt their competitors or they will cease to exist.  

The Mordern Application Delivery (MAD) strategy document of the MAD playbook that my colleague Kurt Bitner and I are co-leading, has a wealth of research to help transform IT led organizations in Technology Management ones where BT leads over IT to achieve high levels of continuous business innovation to win, serve and retain customers.

In talking to hundreds of vendors, system integrators and end user clients that develop, test and deliver software and application every day we've come to realize that:

Read more

Your Input Required - Service Engineering Role!!

Eveline Oehrlich

Engaging All Service Engineering Folks: Help Forrester Define “Service Engineering” As A New Role Within Infrastructure & Operations (Or Beyond)! A variety of technology trends such as mobility and clouds are empowering consumers and connects employees who all are interacting and collaborating through apps and devices which are changing the way business is conducted. In response, organizations are forced to accelerate business changes which require the need for agility innovating new technology choices, implementation options, and delivery approaches. In this new pace of change the business demands more of IT to help deliver services which enable and support the age of the customer. Some Infrastructure & Operations teams have made the transformation to manage and support BT services which consist of technology, systems, and processes to win, serve and retain customers. Other organizations still manage and support components which range from operating systems, middleware, general purpose components, applications and custom components built all for specific purposes. I&O teams have become good at building components, but it often lacks the engineering discipline to assemble these components into services that meet specific business needs and are relevant in the age of the customer. To stay relevant and transform Infrastructure & Operations in the age of the customer, I&O needs a new role – service engineering. Service engineers mainly “do” three things:

1. Think and act from the outside-in – this means establishing, managing and continually improving services which are critical and essential for business enablement and business success.

2. Participate and support the DevOps journey – business agility in large parts depends on technology today. The DevOps team plays a large role in the quality and speed of technology delivery.

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Faster, Sooner, Better: What's Changing In Agile Development?

Diego Lo Giudice

I hear people talking about Agile 2.0 a lot. But when I look at what’s happening in the application development and delivery space, I see that many organizations are just now starting to experience Agile’s true benefits, and they’re not yet leveraging those benefits completely or consistently. So let’s stop talking about Agile 2.0 for a moment and instead digest and operationalize what’ve learned so far. There’s plenty to improve upon without getting into inventing new practices and acronyms to add to the Agile transformation backlog!

What I see is that app-dev leaders want to understand how they can optimize existing use of AD&D Agile practices like Scrum, XP, Kanban, improve the practices around the more advanced ones like TDD, continuous testing, CI and CD and leverage all with what they’ve learned over the years (including waterfall). Scaling the whole thing up in their organization in order to have a bigger and more consistent impact on the business is what their next key goal is. We fielded the 2013 version of our Global Agile Software Application Development Online Survey to find out how. I present and analyze this data in my latest report. The survey addressed common questions that clients ask me frequently get in inquiries and advisory, such as: 

  1. How can we test in a fast-paced environment while maintaining or improving quality?
  2. How can we improve our Agile sourcing patterns to work effectively with partners?
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Adobe proves that the cloud is good for IT Ops

James Staten

Adobe Systems is a pioneer and fast mover in the public cloud and in so doing is showing that there is nothing for infrastructure & operations professionals (IT Ops) to fear about this move. Instead, as they put it, the cloud gives their systems administrators (sysadmins) super powers ala RoboCop.

RoboCop 2014This insight was provided by Fergus Hammond, a senior manager in Adobe Cloud Services, in an analyst webinar conducted by Amazon Web Services (AWS) last month.  Hammond (no relation to Forrester VP and principal analyst Jeffrey Hammond) said that Adobe was live on AWS in October 2011, just 8 months after its formal internal decision to use the public cloud platform for its Adobe Creative Cloud. Prior to this there were pockets of AWS experience across various product teams but no coordinated, formal effort as large or strategic as this.

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With agile software development going mainstream, the cutting edge is DevOps

Agile software development practices have been transforming AD organizations for more than a decade.  With more rapid development cycles has come a bottleneck at the deployment boundary - at the frontier between Development and Operations. The DevOps movement is working to remove this bottleneck, and in the process is transforming both Dev and Ops for the better. In many respects it is a logical evolution of the agile movement, but practices like continuous deployment are deeply transformative of the way that organizations think about customer engagement, business engagement, testing, development and requirements - in fact, nearly every aspect of agile development is subtly but powerfully affected. The implication of a check-in resulting in code being deployed to production gives a whole new emphasis to the word "commit"!

A sign that DevOps is heating up to be the new ALM battleground was last week's announcement of IBM's acquisition of UrbanCode, which Glenn O'Donnell blogs about in his post IBM Escalates the DevOps War with UrbanCode Acquisition

Where are you on your agile journey, and is continuous deployment on your radar?  If not, it should be!

The Essence Of Agile Testing: Make Testing Part Of Your SDLC (And Much More)

Diego Lo Giudice

DevOps is a movement for developers and operations professionals that encourages more collaboration and release automation. Why? To keep up with the faster application delivery pace of Agile. In fact, with Agile, as development teams deliver faster and in shorter cycles, IT operations finds itself unprepared to keep up with the new pace. For operations teams, managing a continuous stream of software delivery with traditional manual-based processes is Mission Impossible. Vendors have responded to DevOps requirements with more automation in their release management, delivery, and deployment tools. However, there is a key process that sits between development and operations that seems to have been given little attention: testing.   

In fact, some key testing activities, like integration testing and end-to-end performance testing, are caught right in the middle of the handover process between development and operations. In the Agile and Lean playbook, I’ve dedicated my latest research precisely to Agile testing, because I’ve seen testing as the black beast in many transformations to Agile because it was initially ignored.

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The State Of ITSM In 2011 Report Is Now Available

Glenn O'Donnell

 

As many of you know, Forrester conducted a joint research study earlier this year, in conjunction with the US chapter of the IT Service Management Forum (itSMF-USA). The report is finally now available to the deserving. Forrester clients can download it using the normal access methods. Members of itSMF-USA will receive their copy from itSMF-USA. If you contributed, but do not fall into either category, Forrester will be sending you your copy.

You can read a few of the finding in my original post announcing the completion of the study. An example of the findings is the level of satisfaction with service desk solutions. While satisfaction in general is higher than one would think, a SaaS model has proven especially satisfactory:

Satisfaction With A SaaS Model For Service Desk Is Very High

Please let me know if you are having difficulty obtaining your report. Thank you again for all the participation that led us to these findings! We look forward to next year’s study!