Software Quality Is More Than Just Lack Of Defects

Mike Gualtieri

My colleague Margo Visitacion and I are finishing up a new report, Seven Pragmatic Practices To Improve Software Quality, that will publish in a few weeks. We realized that not everyone has the same definition of quality. More often than not application development professionals define software quality as just meaning fewer bugs. But software quality means a whole lot more than just fewer bugs.

Forrester defines software quality as:

Software that meets business requirements, provides a satisfying user experience, and has fewer defects.


What It Means: Quality Is A Team Sport

Quality must move beyond the purview of just QA professionals and must become an integrated part of the entire software development life cycle (SDLC) to reduce schedule-killing rework when business requirements are misunderstood, improve user satisfaction, and reduce the risks of untested nonfunctional requirements such as security and performance.

Where Do You Draw The Lines Between Business And IT Ownership Of Data And Information?

Boris Evelson

I get many questions on this subject and it often turns into almost a religious debate. Let's throw some structure into it. Here's a decision-to-raw-data stack.

  1. Decisions
  2. Strategy
  3. Policies
  4. Objectives (e.g., clear understanding of what is driving revenue performance)
  5. Goals (e.g., achieve x% income growth)
  6. Calculated metrics (any combination, variation of the standard metrics or KPIs)
  7. KPIs (e.g., profitability, liquidity, shareholders value)
  8. KPMs (e.g., enterprise value, trailing/forward price/earnings)
  9. Metrics (e.g., fee income growth %, non-fee income growth %)
  10. Dimensions (part of MDM, e.g., customers, customer segments, products, time, region)
  11. Pre-calculated attributes (standard, cross-enterprise metrics, KPIs, and KPMs)
  12. Pre-built aggregates (used to speed up reports and queries)
  13. Analytical data (DW, DM)
  14. Operational data (ERP, CRM, financials, HR)

Obviously, it's never a clear-cut, binary decision, but in my humble opinion:

  • 1-6 should emphasize business ownership
  • 10-14 should emphasize IT ownership
  • 7-9 is where it gets murky, and ownership depends on whether metric/KPI/KPM is: 1) standard and fixed, 2) fluid and changes frequently, 3) different by product, line of business, or region.

What did I miss? Thoughts?

How Are You Using iPad For Business?

Ted Schadler

We are getting many requests for help on iPad strategies for the enterprise. It's clear why. iPads are a tremendously empowering technology that any employee can buy. My colleague Andy Jaquith has a report coming real soon now on the security aspects of iPhones and iPads, and I'm launching research on case studies of iPad in the enterprise.

I am currently hearing about three business scenarios for iPad and tablets, but I'd love hear of your experiences, plans, concerns, or frustrations. Ping me at tschadler(at)forrester(dot)com. Here are the three scenarios:

  1. Sales people out in the field. This is the "Hollywood pitch deck" scenario. The iPad, particularly with a cover that can prop it up a bit, is a great way to scroll through slides to show a customer or demonstrate a Web site. In one situation, I heard that there's a competition brewing for who can manipulate the Web site upside down (so the client across the table sees it right side up) without making any mistakes. Now there's a new skill for sales: upside down Web browsing.
  2. Executives on an overnight trip. No, iPad doesn't replace a laptop (at least not yet; more on this below). But it's great for email, calendar, reviewing documents, and presenting PDF or Keynote decks.
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Social technologies: Standalone Applications Or Features?

TJ Keitt

During CScape at Cisco Live, one of the more interesting conversations I had started with a simple question: Is social software (and collaboration software in general) a set of standalone applications or features of other business applications? This sprang from a discussion on the future of the collaboration technology business and really speaks to a couple of important developments in the market:


1) Collaboration platform vendors incorporating social features into their offerings. Anyone who's followed my research and my blog posts knows this story: Cisco, IBM, Microsoft and Novell (amongst others) have released collaboration tools that include robust Web 2.0 technologies such as social networks, tag clouds and blogs. This has led to a maturing of the messaging of pure-play vendors - going from "we have the best social software" to "this is how we solve a specific business problem."

2) Business applications that power business processes are becoming social. Another recurring theme in my research is corporate interest in (and fear of not having) enterprise 2.0 technology has led business application vendors to jump into the market. As these vendors do so, they are seeking out tools to help them make their applications social. The inclusion of business application vendors, though, has put more pressure on the pure-play vendors to find a niche that will allow them to compete with vendors that have sure footholds in businesses.


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Yes -- Some IT Projects Fail. But Don't Throw The Baby Out With The Bathwater

Tim Sheedy

There has been a lot of negative press and commentary regarding the recent Queensland Health Implementation of Continuity Project (SAP HR and Payroll), which recently experienced a very public failure as many employees were not paid due to multiple points of failure in the project. The recent Auditor-General's Report on the process is damning, spreading the blame across multiple agencies and the systems integration partner, IBM. I make no claims to be familiar with the intricate details of the process, but I have read the report and feel I have a clear understanding of the (many!)  points of failure. 

While this project did seem to be a monumental failure, I would suggest that we consider two important facts:

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How Do You Demonstrate The Real Value Of Collaboration (Software)?

TJ Keitt

As I cruised the pavilion at Cisco Live in Las Vegas last week, the display that held my attention the longest was the Collaboration ROI booth. There, the network infrastructure provider making waves in the collaboration software market was demonstrating calculations it had done on how its various solutions were improving efficiency and productivity for specific jobs in verticals like retail banking. In the example I reviewed, banks using virtual loan officers were able to obtain more small business customers because the bank was able to have someone "there" to answer the prospective customer's questions. Now, with all the activity going on around me, why was this so fascinating? Put simply, it relates to a fundamental issue for all vendors hoping to compete in the collaboration software space: How do you differentiate in this crowded market?

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Architects! Join Our Data Management Tweet Jam On MDM’s Next Evolution: Tuesday July 20 3-4 PM ET

Gene Leganza

A number of Forrester analysts have been collaborating on a series of Tweet Jams on topics related to data management. The last session was on BI, and the next one up is on MDM. These are very lively sessions involving many points of view on some quite provocative topics. I'm pasting in text from analyst Rob Karel's blog post on the upcoming MDM session on July 20 in case architects who read our EA blog don't read the business process blog where Rob posts. For most of the EA folks I have spoken with lately, information architecture and MDM are very relevant -- not to mention thorny -- topics. I hope you join us for a great discussion!

Rob's description of the session:

Many large organizations have finally “seen the light” and are trying to figure out the best way to treat their critical data as the trusted asset it should be.  As a result, master data management (MDM) strategies, and the enabling architectures, organizational and governance models, methodologies and technologies that support the delivery of MDM capabilities are…in a word…HOT! But the concept of MDM - and the homegrown or vendor-enabled technologies that attempt to deliver that elusive “single version of truth”, “golden record”, or “360-degree view” - has been around for decades in one form or another (e.g., data warehousing, BI, data quality, EII, CRM, ERP, etc. have all at one time or another promised to deliver that single version of truth in one form or another).

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Tips For Using Spreadsheets For Business Intelligence, Compliance, And Risk Management

Chris McClean

My colleague Boris Evelson, who covers business intelligence for Forrester and serves business process professionals, recently wrote a great post about the use of spreadsheets for business intelligence. He explains that while many BI vendors initially sought to replace spreadsheets in the corporate environment, it's now clear that they are not going anywhere any time soon.

Sound familiar? While many governance, risk, and compliance professionals and GRC vendors continue to work toward helping customers consolidate data and move away from spreadsheets, they are still basically ubiquitous. In fact, several of the top GRC vendors are now working to improve the way their tools interface with Excel... Not just for exporting reports, but for data input and analysis as well.

I recommend reading Boris' post, where he details three best practices regarding the use of spreadsheets for BI:

  1. Create spreadsheet governance policies.
  2. Monitor and enforce compliance with those policies.
  3. Give preference to vendors that work well with spreadsheets.

Creating clear policies for what information will and will not be managed on spreadsheets is critical here, and extremely important for the GRC universe. Unless you have specially-built controls, spreadsheets do not give you the level of security, access control, change control, or audit trail you should have for data related to compliance or risk management. Knowing Office tools are going to be handling substantial amounts of important information for the foreseeable future, so it's worthwhile to review and update your policies and make sure they are being appropriately enforced.

SAP’s European Leaders Describe Its More Customer-Centric Approach

Duncan Jones

I joined an impressively large crowd at SAP’s World Tour event in Birmingham,UK, last week and was able to spend an hour with Tim Noble, head of SAP’s UK and Ireland business unit, and Chris McLain, who leads SAP’s team focusing on its 150 largest accounts in EMEA. I'm writing an update of my 2007 report "Effective SAP Pricing And Licensing Negotiation" and wanted to know what they thought about the clash between traditional deal-based sales incentives and Forrester’s clients’ need for commercial flexibility and more recognition, by their key software providers, of the wider relationship. It’s a topic I’ve raised before (, and I was very pleased to hear some things that SAP is doing to reduce this conflict.

I explained why, from my research, software vendors’ insatiable craving for recognizable license revenue at the expense of creating shared incentives for success is damaging to customers and to the vendor. Both Tim and Chris clearly understand the problem. Tim keeps reps on the same accounts for several years and rewards them for metrics such as customer satisfaction to avoid the revolving door sell-and-run approach that characterized software selling before the advent of SaaS. Chris has a team of Global Account Directors that works with local sales, pre-sales, and delivery teams to provide the holistic view that Forrester clients want and struggle to get from SAP’s competitors.

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Open Cities, Smart Cities: Data Drives Smart City Initiatives

Jennifer Belissent, Ph.D.

[co-authored with Eddie Radcliffe]

Last year, Internet inventor Tim Berners-Lee called for access to raw data as the next step in the evolution of the Internet. Apparently Transport For London (TFL, UK) was listening and has recently opened its doors to the commercial use of large amounts of primary data sets and live feeds. The data newly available includes: tube and train traffic data, feeds from live traffic cameras, Oyster card top-up locations, pier and station locations, cycle hire locations, and riverboat timetables. Following this up, TFL has announced plans to release further information on bus stops, routes, timetables and schedules. Access to this data represents an opportunity for developers to create travel applications based on real-time information. In one such example a web-based mash-up plots the approximate position of every single underground train. While interesting to Londoners who may be able to navigate their morning commute a little better (there's still no escaping the inevitable squeeze on the Central Line), this is a compelling move by TFL to allow access to the same data it uses to power its own information boards. As we see it, such access:

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