Entrega Contínua - 2º Encontro Rational de Desenvolvimento de Software

Notas do Editor

• #2: Author Notes: This is the IBM Rational standard template for internal and external Rational presentations. It was created in Microsoft PowerPoint Standard Edition 2003. This template is also converted and provided in Lotus Symphony v3.0. Additional IBM Rational presentation assets and resources can be found on Rational’s Managing the Brand W3 Intranet site : https://w3-03.ibm.com/software/marketing/marksite.nsf/AllMarketingPages/Brand-Rational-rt_rtb?opendocument?opendocument IBM Rational Brand Overview slides, as well as other important brand messaging assets, can be found on the Rational Brand Content Page : http://w3-103.ibm.com/software/xl/portal/content?synKey=R789607U42052O71 If internal presentations are confidential, please add: “IBM Confidential” to the slide masters Select: View / Master / Slide Master and add “IBM Confidential” to both the title master and slide master Use sentence case capitalization for presentation titles, slide titles, category labels and bullets: Format / Change Case / Sentence Case. Initial capitalization is limited to our products and offerings. Applying this template to your existing presentation Task Pane needs to be viewable: Select View / Task Pane Select Slide Design - Design Templates from the Task Pane pull-down menu Select “Browse” at the bottom, and find “Rational_Standard_Template.pot” on your hardrive and click Apply Please note that not all slides will reformat appropriately once template is applied. Some reformatting will be necessary Printing your presentation on a black and white printer Prior to printing your presentation, view the slides in grayscale mode: Select View / Color/Grayscale / Grayscale Select problem graphics or text and right-click and select Grayscale Setting Select the grayscale setting that displays the problem graphic/text the best Note: Changing the greyscale setting does not affect the color view Return to Normal View by selecting View / Color/Grayscale / Color
• #3: Author notes: Note that the contents/agenda items are written in sentence case. Initial caps are reserved for IBM-branded solution names. When referring to IBM products, use the correct full name, (e.g., IBM Rational ClearCase). Title the page “Table of contents” if the document is meant to be read or is a “leave behind.” Use “Agenda” if the document will be presented formally This page should appear at the beginning of each section, with the highlighted section appearing in blue and bold
• #4: Main Point: We know organizations have a gap between the software delivery capabilities they need to succeed and the ones they have in house currently. Successful organizations know that when they improve their abilities in this area, they increase their success. In fact a recent IBV study where organizations self-reported that... Insights from 435 executives in 58 countries, spanning 18 industries 85% realize and reported it is important to critical Only 25% say they are able to fully leverage software delivery effectively So there is a gap -- but when companies that can close the resulting execution gap stand to benefit. Almost 70 percent of the companies currently leveraging software development for competitive advantage outperform their peers from a profitability standpoint TRANSITION – so there is a huge opportunity for our clients to close that gap…let ’s move to the next slide and talk about how -------------------------------------------------------------------------------------------------- Note: Outperformers were determined by a self-assessment of profitability against peers in the industry, ranging from 1 (Significant underperformers) to 5 (Significant outperformers) Significant outperformers were ranked as a 5, Average performers a 3-4 and Underperformers 1-2 new Rational/WebSphere IBV Study "The Software Edge - How effective software development drives competitive advantage" This study examined the correlation between software delivery competency and industry competitive advantage Insights from 435 executives in 58 countries, spanning 18 industries Roles included executives at director level and above in IT and other software organizations Software delivery refers to all areas of development, operations, and support within IT and other development / engineering organizations “ There was 54% of the companies who said they believe software is critical and 32 percent who called it moderately important – so that’s 86 percent of the respondents say software is either critical or moderately important and that points to the need for better tooling for software development and delivery.” said Randy Newell, director of capabilities marketing for IBM Software Group with a focus on the Rational brand.
• #5: http://gizmodo.com/5931284/software-glitch-costs-trading-firm-440-million-in-45-minutes http://www.theregister.co.uk/2012/06/25/rbs_natwest_what_went_wrong/ http://business.scoop.co.nz/2011/10/19/telecom-makes-2-7m-settlement-for-incorrect-meter-readings/
• #8: Main Point: So the idea is to build a continuous delivery pipeline , from ideas through to delivery. Products, services, apps, and infrastructure flow through the pipeline as software and related artifacts, This way, you can get to the speed needed to meet those ever-increasing rates of market shifts and customer demand. You need to consider and leverage to your best use – Mobile, Cloud, Big Data, Social, etc… And there are key intermediate stages of specialized tasks in the delivery pipeline workflow which you can associate as discrete sources of customer pain that can be entry points for targeted solution capabilities – Develop and Test, Release and Deploy, Monitor and Optimize. How do they address the challenges of today’s complexities and get to market faster with a quality product, service or application? The most forward thinking companies will establish an enterprise capability for accelerated delivery of software that enables them to seize market opportunities and reduce time to customer feedback, improve governance while balancing quality and cost. They can do this by taking a lean and agile approach but expanded AND fully automated across an expanded lifecycle that includes customers, LOB / business owners, development / test and operations / production and really focus on achieving: Accelerate Software Delivery Expanding collaboration to include customers, LOB and others to eliminate organization silos Balance speed, cost, quality and risk Automating manual processes across delivery lifecycle to eliminate waste/delays and compliance tracking Reduce time to customer feedback Enabling a customer feedback loop for continuous improvement So let’s look at an IT team that is leveraging a DevOps approach: Customers using new apps pass requirements to the business, which clarifies customer need Business constantly passes requirements to development team, which builds, tests, and demos code Development continuously releases new apps to operations, which continuously monitors them for effectiveness TRANSITION… So this approach to DevOps is ideal but how does an organization get from where they are today to this “new normal,”
• #12: 2001 we delivered the first Build Management Server, in 2006 we extended build and delivered AHP, the first Continuous Delivery Server Many of our customers look to us for services around best practices in deployment, CI, CD, and release orchestration – we have the most experienced services and support team in the business We have been profitable for the last 10 year Good opportunity to tell one “story” about the value a customer gets from our products
• #19: Author Note: Optional Rational slide. Graphic is available in English only.
• #20: Author Note: Optional Rational slide. Graphic is available in English only.
• #21: Author Note: Mandatory Rational closing slide (includes appropriate legal disclaimer). Graphic is available in English only.