I am just back from the CA World 2015 in Las Vegas, where everything was cool: from the weather, with unexpected but welcomed temperatures in the low 50s; to the event theme, with a strong focus on Agile, DevOps, APIs, and security; to Fall Out Boys and Sheryl Crow’s concerts.
As digital pervades all industries, and software becomes the brand, CA Technologies, which has traditionally had a stronger focus in the IT operations or “Ops” world, is making huge efforts to conquer the hearts and minds of the developers of large-scale development shops, or the “Dev”world. No doubt CA has been building a stronger DevOps in the last few years. Its goal is to partner in a larger industry ecosystem and be better positioned to serve the many organizations that are struggling to scale Agile and consistently build better applications faster. To make a stronger play in the Agile and Dev side of DevOps, CA made two brilliant acquisitions in 2015 which CEO Mike Gregoire highlighted in opening session of CA World: Rally Software, a leader in Agile project management at Scale, and Grid-Tools, a leader in Agile test data management and test optimization and automation.
With its revamped Dev strategy, CA aims to enter the Olympus of those large software and enterprise companies that have moved thousands of internal developers, testers, operations pros, and even managers to Agile and DevOps. With this transformation, CA will position itself to better serve current and future clients’ new needs to develop more software at speed. While CA started this transition much later than its competitors like IBM, Microsoft, HP, and other large software players (and even traditional end user enterprises), we recognize it’s still in time!
"The future is already here -- it's just not very evenly distributed" -- William Gibson
I recently drove a Tesla for the first time. As a kid that grew up in a car dealership (my father and grandfather both owned one) I grew up with a love of cars, speed, and pushing limits. Driving that Tesla changed everything; as a developer I'm starting to feel a experience a similar set of feelings. Developers love change -- and technology provides a constant stream of bright shiny objects for us to chase. Fortunately we're being blessed by many of these objects to chase lately -- to the point that the current velocity of change _around everything we do_ is starting to take my breath away! I equate it to driving a Tesla at the edge of ludicrous mode; incredibly exciting with the knowledge that one false step means sure peril. The areas that are currently exciting me are:
The Web plumbing is changing. Earlier this year the Internet Archive put out a call to help building the new distributed web. They point to a number of challenges around the current web -- it's fragile, not reliable, not private, and needs a way to keep track of changes over time. Fortunately some early options are appearing about that I'm digging into, particularly Ethereum, IPFS, Blockchain, and HTTP/2. Each of these brings significant change to how we build, deploy, and scale applications.
Front-end developers are getting the short end of the stick: they're either considered not technical enough to be a developer or too technical to be considered a designer/engineer. This conflict resonates further into the organization and stakeholders aren't in agreement on where front-end developers should sit---with the BT organization or within the business. Both sides make compelling arguments as to why front-end devs should sit within their respective parts of the organization. Our recent developer survey tells us that 47% of developers sit within a single centralized BT organization.
The main reasons BT organization argues three reasons front-end developers should sit within BT:
To make sure that development standards are consistent.
It ensures that they work in sync with the back-end team.
Front-end devs work with code and BT should have ownership of anything related to code.
On the other hand, marketing argues that front-end developers (also referred to as designers/web developers) are better suited for marketing since:
Front-end devs can create rapid prototypes for customers to see their ideas conceptualized, but it’s not intended to be production-ready at all.
BT organization moves too slowly and is unable to deliver the changes needed to enhance the customer journey at the speed it requires.
Writing software to make the world a better place -- that's a lofty goal, even for Gavin Belson on the HBO hit comedy, Silicon Valley. Yet why is it that we've spent years doing the exact opposite with software in enterprise IT? We've built applications to simply show data living in our data centers. Have a lot of products to sell? Put them all on a web page! Myriad of services you offer to your customers? Throw them all on that web page too! If they really want our help, they'll figure out what it all means, right?
Unfortunately this is a terrible way to create applications, regardless if it's on the web, mobile, or any other emerging digital channel. The data is good, but we cannot start with our data in mind -- instead we must start with our customers' needs in mind. But why this change and why now? Our customers (and increasingly our employees) are being presented with so many more options from your competitors, both those known today and tomorrow's digital startups. Simply put, the barrier to creating new software solutions is approaching zero. Making this transformation is central to the BT Agenda -- applying technology to win, serve, and retain customers.
One-Size Software Development Methodologies Do Not Fit All
Dozens of software development methodologies exist, from waterfall to Agile to pure anarchy (Agile has always rubbed me wrong). Mark Kennaley speaks the truth when he says that “there is no ‘best’; there’s only contextual fitness for purpose.” Mark is the founder of Software Development Experts, a software development methodology historian, a consultant, and the creator of an expert system that helps organizations determine the best software methodology to use based on 10 factors: development team size, domain complexity, technical complexity, the geographical dispersion of the development team, time-to-market pressure, enterprise specialization, contract relationships, compliance, criticality, and culture. This makes perfect sense, and so does Mark. Unfortunately, entrenched dogma and high ceremony can obscure what really matters.
Composite, Dynamic Software Development Methodologies Are Best
TechnoPolitics speaks with Mark about how firms can choose the best methodology based on the 10 factors that matter. One size does not fit all. Listen to find out why and how to move forward.
Podcast: One-Size Software Development Methodologies Do Not Fit All
That’s what one front office development leader who attended our Digital Disruption Summits and Forums in London and Orlando told us after hearing stories of how to survive and thrive in this age of constant consumer-led, software-fueled digital disruption.
And this front office development leader—whose scope ran the gamut from CRM and customer service to Web and mobile apps—wasn’t alone. In this age of digital disruption, where empowered customers and employees demand new levels of engagement with your firm, what mightyoube doing wrong?
If you’re not reaching out to stakeholders in your marketing and product development organizations, you’re doing it wrong.
There is no doubt that Agile growth in the market is significant, and the growing daily number of inquiries I’ve been getting on Agile from end user organizations in 2012 gives me the impression that many are moving from tactical to strategic adoption. Why’s that? Many reasons, and you can read about them in our focused research on Agile transformation on the Forrester website. But I’d like to summarize the top five reasons from my recent research “Determine The Business And IT Impact Of Agile Development” :
Quality was the top — quite astonishing, but both the survey we ran across 205 Agile “professional adopters” and the interviews across some 21 organizations confirmed this. My read is that this is about functional quality.
Change was second to quality. We live in an era where innovation strives and organizations are continuously developing new apps and projects. But your business does not necessarily know what it needs or wants upfront. The business really appreciates the due-course changes that Agile development allows, as they enable the business to experiment and try out various options so it can become more confident about what is really right for the organization. Cutting edge cutting edge systems-of-engagement (Mobile, Web-facing, Social-media, etc) require lots of Change in due course.
Just over 3 months ago, I made note of three things I'd tell your CIO, all of which focused on your need to build a software development competency to help your firm thrive in this age of software-fueled, consumer-led disruption. Since then, we've heard from a number of clients stating that they're having a tough time convincing their executives, from COOs and CFOs through to CIOs, that they need to stop looking at software and app development as a commodity.
Vendors you work with aren't helping. System integrators and consultancies continue to tell your CFO and CEO to outsource your software development work to them, that they can deliver more quickly, and more cheaply, than you can. Software application vendors build their marketing around needing no customization, even "no software." This helps fuel the perception and myths many executives hold that software development, especially app dev, is a commodity.
Recent research published by Phil Murphy and survey data we recently collected in our Forrsights Software Survey, Q4 2011 can help you bust those perceptions and myths and help you show your executives the importance of software development.
Back in August of this year, Marc Andreessen published an essay in the WSJ highlighting his thoughts on why software's eating the world. I encourage you to read it. It highlights something we firmly believe. We’ve entered the age of software, and you’re at its center. With December upon us and many of you engaged in finalizing 2012 plans and reviewing your 3 - 5 year strategies, I encourage you to look beyond tech developments like cloud, big data, and the App Internet. Focus instead on what you need to deliver good software, and keep three things I'd gladly tell you and your CIO top of mind.
Software IS your business. This age isn't just about Borders and Amazon, game developers, or online service delivery capabilities. No, look at how software's increasingly a part of everyday life. What about your TV, your car? Heck, my wife's new ovens have software embedded in the digital display that takes all the guesswork out of baking! Whatever business you're in, be it financial services, public sector, consumer products, insurance, healthcare, energy, or logistics, you name it, you can no longer simply look at software or application development as a support function. Software IS your business.
Never has a new trend annoyed me as much as Agile. Right from the get-go, the Agile Manifesto revealed the weaknesses and immaturity of the founding principles. The two most disturbing: “Working software is the primary measure of progress” and “Business people and developers must work together daily throughout the project.” These are