At a recent software summit for industry analysts in Stamford, CT, IBM made a big point of showing off some of its newest employees. They’re not computer scientists from top engineering schools like MIT or Carnegie Mellon, but visual designers, interaction pros and user experience experts from design schools like Rhode Island School of Design and Pratt -- urban hipsters in a sea of button-down IBM’ers.
This is part of IBM’s growing effort to embed “design thinking” into software development across its portfolio. Central to the effort is the new IBM Design Studio in Austin, TX, led by design general manager Phil Gilbert. The group is recruiting design-minded professionals by the hundreds to help inject human-centered design principles into next-generation business software. They work closely with software teams to rethink interaction models and influence what’s coming out next.
The facility has also hosted dozens of high ranking execs from across IBM in “design camp” events aimed at teaching the relevance and importance of design-centered thinking across the company.
“We are attacking this transformation from the bottom, top, and (everywhere) in between,” said Gilbert.
This isn’t just an effort to make software look good. Software vendors are realizing that to be competitive, software products must have powerful capabilities, function smoothly, streamline complexity and be usable across a spectrum of people, regardless of their technical skill.
Thirty software product members of NASSCOM, the industry association for the IT BPO sector in India, announced that they would form a group to expand the software ecosystem in India: the Indian Software Product Industry Round Table, or iSPIRT. The key driver behind this development appears to be NASSCOM’s limited focus on software product companies in India. iSPIRT plans to:
Convert ideas into policy proposals to take to government stakeholders
Enable product startups to discuss issues through a dedicated platform (productnation.in)
Create awareness for the adoption of software products within the Indian SMB sector
Work with NASSCOM and other industry associations to provide a platform for product start-ups
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
The past few years haven’t been kind to software developers. Having the equivalent of a US master’s in computer science and having spent the first 20+ years of my professional life developing mission-critical software products and applications, I have had a hard time adjusting to the idea that developing software applications is a cost to avoid or a waste of time for many CIOs and application development leaders. It seems to me that we have been giving more emphasis to contracts, legal issues, SLAs, and governance concerns but forgetting about how IT can really make a difference – through software development.
Nevertheless, outsourcing kept increasing, and packaged apps exploded onto the scene, and software developers “outplaced” from enterprises. People started to believe they could get more value and good-quality software cheaper…but could they really?
With BT, digitalization, and customer centricity exploding, today is the perfect moment for application development leaders to review their application development sourcing strategy and align it to their BT strategy.
Why? Many reasons, including:
Software is the most important enabling technology for business innovation.
Clients use software every day. It’s become part of their life, and they enjoy the experience. Better software makes a better experience.
Technology innovation and business disruption are changing the software market today. Cloud computing is blurring the line between applications and services, and smart solutions are combining hardware with software into new, purpose-engineered solutions. We are happy to announce that we have launched our Forrester Forrsights Software Survey, Q4 2010, to predict and quantify the future of the software market and help IT vendors to tap into the insights from approximately 2,500 IT decision-makers across North America and Western Europe.
The survey will provide insights on the strategic direction and spending plans of enterprises from very small businesses to global enterprises, segmented by industry and country. In comparison with last year’s survey, we significantly boosted the sample size this year for the energy (oil and gas, utilities, and mining) and healthcare industries; we’ll be able to provide an in-depth analysis for these industries along with retail, financial services, high tech, and other industries.
Key themes for this year’s software survey include the following topics:
Cloud computing. Besides a 360-degree overview on current and future adoption rates of software-as-a-service (SaaS) for different software applications, we are going much deeper this year and have asked IT decision-makers about their cloud strategy for application replacement as well as for different data and transaction types.
Integrated information technology. Purpose-engineered solutions combining hardware with software are promising higher performance and faster implementation times. But do IT users really buy into single-vendor strategies?