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IBM Innovate 2010A Change ManagementRequest PortalRobert Ken[email protected] [email protected] premiere software and product delivery event.June 6–10 Orlando, Florida

AbstractA primary purpose of a change management repository is to allow stakeholdersto provide issues and change requests to the development teams, and for thedevelopment teams to provide feedback to the stakeholders on progress. It isnecessary to control the visibility of information, since some stakeholders mightnot want information they provide to be visible to other stakeholders, and somedevelopment information should not be visible to the stakeholders. In manycompanies, there are multiple change management repositories in use. Thismakes it difficult for stakeholders to interact with development because theydon't know to which repository to submit an issue, and each repository willcommonly have its own idiosyncratic GUI paradigms. Rational ChangeManagement, a subset of Rational Team Concert, can provide a commonchange management portal that provides a uniform experience for allstakeholders, while bi-directionally synchronizing information with the variousinternal change management repositories.2

While distributed teams were designed to enhance “business agility”,organizational, geographical, and technical silos can make things worseFew stakeholders are satisfied with the speed of internalapplication development.or satisfied with the qualitySilos of people,process, andprojectsGeographic Barriers Poor communication Language, culture and timedifferences Process gaps resulting in errorsand rework High degree of frictionacross teamsOrganizational Barriers Lack of meaningful stakeholderinput Poor LOB oversight Weak project governance Missed opportunities to leveragedomain expertiseInfrastructure Barriers Incompatible tools andrepositories Unreliable access tocommon artifacts Lengthy project and teammember on-boarding Brittle and inflexible toolingintegrations3

Given the rise of distributed teams and the pace of technology change,managing software development cycles has never been more difficultWhat we’re hearing What we’rehearing “I want to start with change management andadopt more capabilities over time”“My stakeholders don’t need agile planning.How can I give them change management at alow price point”“I already have an SCM”What we’reproviding Rational Change ManagementExpress allows incremental adoptionof IBM Jazz products at a low pricedentry point to satisfy varyingdeployment needs. Grow when you’re ready and yourbusiness needs change Open, customizable, frameworkenabling new business models4

Change management provides the glue that links the wide variety of softwaredevelopment artifactsPlanItemsGoalsTest CasesSource CodeRequirementsTasksDefectsEnhancements5

Change management provides the glue that links the wide variety of softwaredevelopment artifactsPlanItemsGoalsTest CasesSource CodeRequirementsTasksDefectsEnhancements6

The old wayTraceability linksModel iceserviceserviceserviceserviceserviceEnt ArchRequirementsBus ProcModelSoftware ssprocessprocessSimilar silos for repositories, including links to products7

Multiple repositories deployed There are many reasons for multiple repositories Different autonomous groups within the company happen to have selected differentrepositories Change management repositories built-in to existing tools Testing tools, source control tools, and requirements tools often have some level ofchange management built-in to the repository for that tool Different change management repositories have different strengths: simple and cheap to deploy easy to customize can define very complex semantics8

Costs of Multiple Repositories A user has to keep track of the location of all the change managementrepositories that they might be interested in. A user will often not know which change management repository should beused to submit a given issue/request The user interface to each repository will often be significantly different,resulting in confusion and mistakes when submitting or querying forinformation Access control is difficult to manage, since each change managementrepository will commonly have its own mechanisms for controlling access,and those mechanisms may not give the granularity of control needed for awide range of stakeholders.9

A Change Management Portal A change management portal is a single change management repository,that contains an entry for every public record in each of the changemanagement repositories in use by an organization If a given record has both public and private information, only the publicinformation is exposed in the change management portal A record can be created directly in the change management portal or as aside-effect of creating a record in a change management repository. If the change management portal record was created to correspond to arecord in a change management repository, or was subsequently associatedwith a record in a change management repository, a link is created betweenthe record in the change management portal to the corresponding record ina change management repository. This link can be traversed only bysomeone with access permission to that change management repository.10

IBM Rational Team Concert Change Management Improves Collaboration Integrated work items, chat and process guidance,reportingIBM Rational ChangeManagement Express Streamlines Change Management Out-of-the-Box, Customizable Workflows* Automates Project Governance Assess project status and trends in real-time with webbased dashboards, metrics and reporting Scales to the Enterprise Supports teams ranging from a few to thousands ofcontributors and stakeholders Unifies Diverse Teams Supports Visual Studio, Eclipse, Web, and open sourcetransparentdefect trackingTeam Provides a Foundation for Collaborative ALMConcert real-time reportingchat Easily meet your growing software delivery needs withseamless integration of Jazz based lifecycle productsdocumentsOpen and extensible onWeb 2.0customdashboards EXTENSIBILITYopenservices work item managementFREEDOM TO CREATE Collaborate Automate Report11

Implementing a Change Management Portalwith Rational Change Management and OSLC Bridges12

Implementing a Change Management Portal with RationalChange Management and Item Synchronizers13

What is Product Lifecycle Management ? PLM can be summarised as the ability to manage all types of products overall aspects of their life to meet business goals, including responsibility for revenue, profit, quality innovation, definition (content), realisation and support defining and configuring the path from source to customer and back again organisational and technical capability including compliance The client has a mature and extensive view of PLM which covers thecompete end to end responsibilities for product planning, definition andtransition into the supply chain, sales and service14

A typical scenario – agile product management coupled with agileproduct developmentAssessProductcompetitiveness urevalueUpdatecontent &offerRequestre-pricingfor ntFinalise price& valuepropositionValidatetargetsmetValidatemarket stsignoffProductlaunchon-timeGroupapproveProduct ManagerRe-pricefor marketvalueUnderstandfeaturevalueUpdate& verifyPrice & CostGroupapprovePricing ose vt release MgrMakeFeatureavailableDriving growth and margin by drivingcross-functional PLM best practices .The goal is to maximise market valueby postponing the final release contentbased upon actual availability,initiatives, quality assessment,progressive prioritisation & iterativeintegration and testHere the Product Manager collaborateswith the Development owner onassessing readiness of high valueproduct features and then triggers repricing based upon that and new marketvalue assessment, prior to requestingcross functional sign offGroupapproveGroupapprove15

Our demo will highlight how a cross functional team can keepfocused, multitask, collaborate and add-valueAssessProductcompetitiveness evalueUpdatecontent &offerRequestre-pricingfor ntFinalise price& valuepropositionValidatetargetsmetValidatemarket stsignoffProductlaunchon-timeGroupapproveProduct ManagerRe-pricefor marketvalueUpdate& verifyPrice & CostGroupapprovePricing ose vt release MgrMakeFeatureavailable1.Understand product status2.Understand goal, objectives and gaps3.Understand responsibilities4.Simplified what-if analysis5.Commit based upon responsibilities6.Promote for sign off Common view always available Faster to evaluate options Faster to deliver and executeresponsibilities More time to innovate, save cost orraise qualityGroupapproveGroupapprove16

Key concepts of the Product Collaboration Portal Provides clear and consistent ways of working acrossdisciplines and functions Supports common way of engaging process participantsand contributors Allows decision support and activity focused mash up andcombinations Allows progressive simplification of the business process,its management and supporting IT Combines predefined, user defined and ad-hoc activitiesand workflows Provides Web 2.0 collaboration in the context of processformality17

The architectureServiceCatalogProduct CollaborationPortalServiceInterfacesIdentify & AuthoriseServiceInterfacesProduct ManagerConsistent/ Common viewsEnterprise resourcesESBStandardconnectorsSimplifiedR/W GUIsPricing ManagerProcess transitionsProduct-CoordinatorDesign ManagerCollaboratein contextAdditional LMPDM, CatalogERPSAPRequirementsFocal PointDevelopmentRational tContent ManagerIdentity &AuthorisationUsers,Orgn., RolesSametimeWebSphere portal WebSphere Process Server18

Our approach provides the best of today’s capability combined todrive cross functional collaborationRole based portalCommon viewsRole and personal filtersand mashupsKeycollaborativeactivity supportDesign ManagerProduct ManagerActivitytriggersEnterpriseviewsRational Focal PointProduct release planningRational Team ConcertDevelopment activity managementInformationmash upDetailed dailyworkings byorganisationSimplifiedupdatesDetailed dailyworkings bydisciplines19

IBM Integrated Product Management capabilitiesProduct Collaboration PortalBUSINESS PLANNING& TRANSFORMATIONPRODUCT & SYSTEMSDEVELOPMENTDESIGN CHAINCOLLABORATION Business transformationand strategy Requirements management Product portfoliomanagement System and software lifecycle Business processmanagement Quality, security and compliancemanagement Partner ecosystemmanagement Enterprise architecture Model-driven developmentCOLLABORATAchieve commonE goals byoptimizing how peoplework Enterprise applicationintegrationASSET MANAGEMENT& OPERATIONS Enterprise asset management Product InformationManagement & Re-use Application managementAUTOMATEREPORTIncrease efficiencyand predictability byintegrating workflowsContinuously improveby measuring and reportingprogress in real time20

Product Collaboration Portal21

When you can achieve this level of performance what will yougain ? Faster delivery Better schedule conformance Lower operating cost Cost savings implemented faster Problems closed out faster Fewer errors and less rework Quality improved faster Leading to more time to add value And more time to innovate22

Additional Resources Participate in Open Services for Lifecycle Collaboration atwww.open-services.net Participate in the transparent commercial developmentproject at jazz.net Learn about IBM change management solutions hange.html23

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www.ibm/software/rational Copyright IBM Corporation 2010. All rights re s e rve d. The information contained in these materials is provided f or inf ormational purposes only, and is provided AS IS w ithout w arranty ofany kind, express or implied. IBM shall not be responsible for any damages arising out of the use of , or otherw ise related to, these materials. Nothing contained in these materials is intended to, norshall have the eff ect of , creating any w arranties or representations f rom IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the useof IBM sof tw are. Ref erences in these materials to IBM products, programs, or services do not imply that they w ill be available in all countries in w hich IBM operates. Product release dates and/orcapabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other f actors, and are not intended to be a commitment to f utureproduct or f eature availability in any w ay. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and servicesare trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product,or service names may be trademarks or service marks of others.26

IBM Innovate 2010 A Change Management Request Portal Robert Kennedy [email protected] Geoffrey Clemm [email protected] CCM-1133B. 2 . Weak project governance Missed opportunities to leverage domain expertise