Enabling Globally Distributed Development with IBM Rational Tools Julian Holmes, Capgemini John Evans, Lamri

Enabling Globally Distributed Development with IBM Rational Tools

Julian Holmes, CapgeminiJohn Evans, Lamri

2

In collaboration with IBM Rational User Group UK

Geographically Distributed Teams Drive Global Development

Global Development Strategy • Shifting from localized

development to one that is distributed – across town, across the border or overseas

• Executed through multiple sites or through outsource companies

• Model touches all development disciplines

Gartner predicts, IT outsourcing will reach $232.1B in 2007.

Gartner “Gartner Dataquest Alert – Forecast for IT Outsourcing Segments Shows Strong Growth” March 10, 2004

3


What Type of Content is Typically Distributed?

Outsourced/Offshore Projects: Legacy application support and maintenance Enhancements to existing systems Re-engineering/modernizing legacy applications and

systems Greenfield / new application development – this is done,

but not as common Outsourced project may be complete system or subset,

i.e., components of larger system Outsourced testing

4


Software Engineering Process

Outsourced/Offshore Development Project Models

Usually have a combination of on-site and off-shore development resources

On-site roles and tasks: High level of client-facing activities Business Modeling/Planning Requirements Definition Analysis and Design/Architecture Deployment

Offshore roles and tasks: Implementation Test Evaluation

At both sites: • Project Management• Testing/Integration• Configuration/Change Management

5


Distribution of effort

But is this RUP?

6


Poor Distributed Development – Root Causes

Communications issues – time lag, cultural, political, project visibility, work transfer mistakes, security, and ownership

Requirements not well defined up front Requirements management process does not provide

feedback loop, or method for communicating changing / evolving requirements

Requirements well defined, but not well communicated Organizational issues – lack of team motivation Process (handoff, delivery, change management) not well

understood – time spent trying to figure out who does what Additional project management overhead Mismatched and unsynchronized configuration

management processes and systems

7


Rework Increase - Root Causes:

End product not the right product (requirements mis-match) End product has high defect density Offshore testing process not aligned with onsite needs Requirements changes not reflected in product Enhancement requests not reflected in product Poorly defined deliverables Wrong versions delivered for integration and deployment

Typical localized project rework is 20%-30

Distributed development: 50%-100% rework in initial projects

8


Solution Approach

Formal Software Development Processes• Defines roles, responsibilities, activities and artifacts• Enable workflow

Toolset Automations using Rational Suites and Multisite products

• Enable process• Facilitate communication• Capture and manage important project information

Focus of today'sPresentation

9


Rational Tools Solution

Process/Tool Guidance

Configuration Management

Issue/Defect Tracking

ApplReqts

Model Code DiagnosticTesting

Test Plan

TestReqts

Test Scripts

Iteration Plan

ApplTesting

IterationBaselining

Rational Unified Process

ClearCase/MultiSite

ClearQuest

SoDA

RSA

Rose3rd Party

IDE

Performance Studio

ReqPro ReqPro

TeamTest TestFactoryPerf. Studio

TeamTestPerf. Studio

ClearCase

ReqPro

ClearQuest MultiSite

ClearCase/MultiSite

10


Objectives of the integrations (why integrate?)

Enable communication among the team Single repository for information Enforce process Enable metrics collection Traceability

Key integrations within Rational Suites• Change Requests (CR) tied to Requirements• CR tied to source code or other project artifacts• CR tied to Test Cases• Test Cases tied to Requirements

11


Rational Suites for Distributed Development

ClearCase Multisite and ClearQuest Multisite natively support distributed development

Toolset Integrations (ClearCase, ClearQuest, RequisitePro, TestManager) operate well at a common development site on a common LAN

• Full integration between all tools can only be accomplished on a common LAN.

• Web clients are good for accessing their respective point product, but they lack support to set integrations

12


The Ideal Rational Tools Integration Model?

ClearQuest MSSite A

ClearCase MSSite A

ClearQuest MSSite B

ClearCase MSSite B

ReplicationIntegration Site A Site B

RequisitePro

TestManager

RequisitePro

TestManager

This model is the ideal but is not practical to realize. • Test Manager and RequisitePro do not have native support for data

replication

Globally Distributed DevelopmentOur Experiences

Julian Holmes, CapgeminiJohn Evans, Lamri

14


Capgemini and Rightshore™

What is Rightshore™?

Distributing our clients' work globally and making the best use of our Delivery Centres and of our Distributed Delivery infastructure

A stage beyond the simple offshore idea. Having the right reason, the right place, the right language and the right price.

Rightshore™ is a key differentiator for Capgemini in the marketplace.

15


IBM Rational in Capgemini Globally

Over 1,600 IBM Rational Suite licenses in concurrent use

Many thousands of RUP users across 30 countries

Driven by a global network of 23 Accelerated Delivery Centres

Strong and active IBM Rational Software Alliance Global Team

16


Right-Shore™ Delivery with IBM Rational

Enabled by IBM Rational’s common language (RUP) and toolset

Delivered through a network of ADCs with specialist expertise

Only possible with a mature and consistent global approach

17


It’s working for us...

But it’s been a long hard road.

Getting the process right is one thing.

Having the tools in place to support the approach is even harder

But what are your experiences?

18


Case Study – 1 The Situation

Development distributed across 3 continents

Gained technology by acquisition• Rapid Expansion• Had a product (team/site centric approach)

They had always marketed a developed product not a complete solution

Investment in Clearcase only!

19


Case Study 1 – The change in direction

Got the first customer who wanted to define the requirements

• Customer defined a solution view of the world.

A new management team provided a new set of requirements to be able to inter work between the disparate teams.

• A desire to be able to re-allocate staff quickly to other parts of the solution

A desire to leverage the existing products and re-use parts of products.

20


The Challenges

How to manage a set of solution requirements?• How do these relate to products

How to manage change control at the solution level and the product level?

How could the solution be configured across all of the locations?

21


Product C

The current use of tools

ClearCaseSite A

ClearCaseSite B

Site A Site B

ClearCaseSite C

Copy

Site C

Product AProduct C Product BProduct AProduct B Product BProduct A Product C

22


The big picture how do the tools and RUP help?

Clearcase with UCM

Provides the repository and version management

Clearquest

Provides change control

Requisite Pro

Requirements Baselines

RUP

The “how to”

Solution

23


Proposed solution - 1

ClearQuest MSSite A

ClearCase MSSite A

ClearQuest MSSite B

ClearCase MSSite B

Integration

Site A Site B

ClearQuest MSSite C

ClearCase MSSite C

Replication

Site C

24


Proposed solution - 2.

ClearQuest MSSite A

ClearCase MSSite A

ClearQuest MSSite B

ClearCase MSSite B

ClearQuest MSSite C

ClearCase MSSite C

Replication

Solution Requirements

Requisite Pro

Product A Product CProduct B

www.capgemini.com

Thank you

[email protected]

Documents

Enabling Globally Distributed Development with IBM Rational Tools Julian Holmes, Capgemini John Evans, Lamri