Our bi-yearly Forrester Agile survey suggests that Agile development (or simply "Agile") continues to see consistent, strong adoption. However, the same survey data shows that only a small percentage of firms are outsourcing Agile application development due to a lack of experience with the development sourcing approaches and governance models needed to make it work. Successfully outsourcing Agile development, either fully or partially, involves redefining roles and responsibilities, change management processes, metrics and SLAs, service descriptions, and other contractual elements. Merely using traditional outsourcing language and practices risks jeopardizing the benefits of Agile. There is no single way of doing this right.
Management consultants and business intelligence, analytics and big data system integrations often use the terms accelerators, blueprints, solutions, frameworks, and products to show off their industry and business domain (sales, marketing, finance, HR, etc) expertise, experience and specialization. Unfortunately, they often use these terms synonymously, while in pragmatic reality meanings vary quite widely. Here’s our pragmatic take on the tangible reality behind the terms (in the increasing order of comprehensiveness):
Fameworks. Often little more than a collection of best practices and lessons learned from multiple client engagements. These can sometimes shave off 5%-10% of a project time/effort mainly by enabling buyers to learn from the mistakes others already made and not repeating them.
Solution Accelerators. Aka Blueprints, these are usually a collection of deliverables, content and other artifacts from prior client engagements. Such artifacts could be in the form of data connectors, transformation logic, data models, metrics, reports and dashboards, but they are often little more than existing deliverables that can be cut/pasted or otherwise leveraged in a new client engagement. Similar to Frameworks, Solution Accelerators often come with a set of best practices. Solution Accelerators can help you hit the ground running and rather than starting from scratch, find yourself 10%-20% into a project.
Solutions. A step above Solution Accelerators, Solutions prepackage artifacts from prior client engagements, by cleansing and stripping them of proprietary content and/or irrelevant info. Count on shaving 20% to 30% off the effort.
The rapid rise of social media, cloud computing, and mobility in India has started to affect how organizations do business in the country. This is driving a fundamental shift in the CIO role as it moves from classic “plan, build, run” cycle management to a business-oriented, leadership-focused position. To gauge systems integrators’ (SIs’) readiness to support the changing CIO role, Forrester interviewed CIOs at 30 Indian companies and has just published a report on the same. For the purposes of this report, “Indian SIs” includes SIs headquartered in India and multinational SIs doing business in the country. We conducted interviews with CIOs in the form of open discussions; our aim was to determine CIOs’ opinions about their SIs, including how effectively those SIs are shifting to a more value-added, business-oriented engagement model. These interviews yielded some grim findings, as CIOs believe that SIs:
Don’t understand the business requirements of the CIO role. Only 28% of CIOs think that SIs understand their changing business requirements, while 70% of CIOs think that SIs focus too much on technology delivery.
Focus too much on upselling or cross-selling their products and solutions. SI teams, including account managers and consultants, usually focus more on promoting products and services; they have very little knowledge of what CIO and client organizations are looking for and don’t care to learn.
Lack the tools and templates to define the business value of emerging technologies. Most of the CIOs indicated that they believe that SIs are not able to define the business value of emerging technologies.
I have recently published a report on enterprise mobility in India. Improving mobility infrastructure, including networks and devices, and business and workforce demand are fueling the growth of mobility within organizations. Mobility is being used not only to connect with customers, but also to connect with suppliers, partners, and employees. A few key takeaways from the report are that:
Interest in advanced mobile-enabled applications is increasing. There is a great impetus among enterprises in India to move beyond only mobile-enabling basic applications such as email, IM, contacts, and calendar. Twenty percent of enterprises plan to mobile-enable advanced applications like location-based services in the coming 12 to 24 months, while 37% of enterprises want to mobile-enable customer relationship management.
Mobility is among the top enterprise priorities for 2012 and investment is set to rise. For business decision-makers at enterprises and SMBs in India, provisioning mobility is one of the top three priorities in 2012. As a result, investment in all aspects of mobility — such as mobile devices, applications, middleware, and services — will increase.
The workforce wants employers to support mobility at work. The consumerization of smart mobility devices like smartphones and tablets is beginning to have an impact on the enterprise front. More than 60% of employees want to use smartphones at work.