StickyMinds.com and Better Software magazine presents...

StickyMinds.com and Better Software magazine presents…

Creating an Effective Quality Management Strategy for Web 2.0

and SOA Presented by Hewlett-Packard and Capgemini

Non-streaming participants should call 1-866-421-6339International Non-streaming participants should call 1-904-596-2360

Together. Free your energies

Welcome to the End of Business as Usual!Changing the Game Enterprise 2.0; A new generation of Business Solutions & MashUps

Sam Ceccola NA CTO, VP of Technology Transformation

- Capgemini

Together. Free your energies3

Enterprise 2.0 and SOA

Current State of SOA• Solution Providers have ridden the hype curve

• Solution Providers have done nothing disruptive

Current State of SOA Customers• SOA has not realized its promise

• Value is minimal (IT Only)

SOA Opportunity• The Promise of SOA has left a gap

• We need to be disruptive

• Make SOA the enablement platform of the future

• More business context and lead-ins will be our

differentiator in the SOA dialogue

The #1 Challenge with the adoption of these technologies is not the technology, however it is the organizational, social and cultural barriers that exist that are

preventing SOA and Enterprise 2.0 from realizing the promise

0

10

20

30

40

50

2005 2006 2007 2008

SOA Technology SOA Hype


The new generation of technology and business solutions is…

Tec

hnol

ogy

Sta

ck

Numbers Involved – Systems and Users

The CalculatingComputer

The Programmable

Mainframe

The Application

Mini Computer

The InformationPC Network

The People

Web

Word ProcessingBy Mini Computer

Market LeaderWANG

Collaborationin PC NetworksMarket Leader

Microsoft

Word ProcessingIn PC NetworksMarket Leader

Microsoft

CollaborationOn the Web

Market LeaderFacebook

Word ProcessingOn the Web

Market LeaderGoogle

and … ?


Who is the decision maker and what is the basis of the decision?

Cost

Con

tain

men

tCo

mpe

titive

Adv

anta

ge

CEO

Business Service FocusTechnology Focus

Applying Technology

to reduce IT operating costs

Upgrading Applications

to reduce Business administration costs

Innovative Technology

Understanding the value to the business

Changing the Game

by Business Model Innovation

IT department decides &

approved on costs metrics

Business Manager decides &

approved on costs metrics

Who is empowered and

And knowledgeable?

Strategic Operating decision

Who decides and why?

COST

VALUE

TECHNOLOGY BUSINESS


And the methods to implement are different too

Cost

Con

tain

men

tCo

mpe

titive

Adv

anta

ge


Applying Technology


Upgrading Applications

to reduce Business administration costs

Innovative Technology

creating the value to the business

Changing the Game


Cost driven through IT departmental functions

Value Driven by Enterprise business objectivesBusiness and IT ‘Converged’ into a single entity

Business and IT ‘Aligned’ but different entities

‘Transactions’

‘Interactions’RAIN

ASE


We can locate the change force for your Industry and Business

Cos

t Con

tain

men

tC

ompe

titiv

e A

dvan

tage


Improving Business Processes to reduce Business administration costs

Discovering Innovative Technology

to bring value to the business

Changing the Game


Applying Technology


Typical IT function

profile

Changes in industry or market structure - The opportunity for an innovative product, service or business approach occurs

when the underlying foundation of the industry or market shifts.4

The Incongruity - A discrepancy between reality and what everyone assumes it to

be, or between what is and what ought to be, can create an innovative opportunity.

2

Innovation based on process need - When a weak link is evident in a

particular process, but people work around it instead of doing something

about it, an opportunity is present to the person or company willing to supply the

“missing link”.

3 3

New Knowledge - Advances in scientific and non scientific knowledge can create new products and new markets.

7

7

Changes in perception, mood and meaning - Innovative opportunities can develop when a society’s general assumptions, attitudes and beliefs change.

6

The Unexpected - An unexpected success, an unexpected failure or an unexpected outside event can be a symptom of a unique opportunity.

1

Demographics - Changes in the population’s size, age structure, composition, employment, level of education and income can create innovative opportunities. 5

Drucker’s seven sources of innovation


Governance and Management of the ‘Diamond’ by the ‘Crown’

Who Needs What? And Why?

Pressure for

Business Change

Pressure for

IT Stability

ComplyThe Enterprise Transactions and Data; ERP and Legacy Applications

OrganizeThe use of SOA to achieve cohesive executions

DifferentiateA Business Manager’s Customizable Solution

PersonalizeAn Individual’s use of the capabilities of Web 2.0


From Unique Value from Expertise to repetitive Reuse to control Cost …

Mesh of People

and expertise

discussing views

at the first stages

of the topic when

it lacks definition

Individuals

Deploying Expertise

BlogsSocial

Networks

Communities

Focussed on Topics

A mixture of people, tools,

and the development of

content to broaden the use

WiKis WiKipedia KM

Corporate Rules

One known version of

The truth to be used always

Numbers

Involved

are high

but reuse

is low

Numbers

Involved

are low

but reuse

is high

Unique & Value Commodity & Cost


What are the Barriers that need to be considered

Site Centric (Web 1.0) Customer Centric (Web 2.0)

Transactions Interactions

Security Trust

Information Overload The Creation of Knowledge (Thriving on Data)

Structured Organization Process on the Fly

One Size Fits All Your Experience

A Successful Strategy

The #1 Challenge with the adoption of these technologies is not the technology, however it is the organizational, social and cultural barriers that exist that are

preventing SOA and Enterprise 2.0 from realizing the promise


What if you could:

Apply Enterprise 2.0 principles to define areas of action within your organization to enable collaboration:

• Help people understand “what could be”

• Identify and charter potential initiatives – short & long term – to move forward

• Align and mobilize a team of program advocates

• Define a value statement for the enterprise

• Work with a set of Web 2.0 SME’s from Capgemini and New Paradigms (authors of the best-selling business book “Wikinomics)

Choose the right scope for the program:• Business to Consumer (B2C)

• Business to Business (B2B)

• Business to Employee/Enterprise (B2E)“We are at the cusp of where mainstream enterprises need to figure out how to use these tools to their advantage.” --Fortune 100 client in session introduction


The ASE is a Web 2.0-ready facility for this key gathering:

Large Screen capable of data

display or videoconferencing

Breakout Screens capable of data

display, capture or videoconferencing

Rich content-specific information

for session

Varied facilitation methodologies

Electronic session deliverables being

created in the open, by participants or

ASE team

Video capture of reports,

ready for client playback


Enterprise 2.0 ASE - Business Idea Identification

What could the organization potentially do?• “Mashing” ideas together to improve them• Ideation – listing out ideas• Mapping ideas across a portfolio continuum from near-term & easy to

difficult game-changers• Use competitions to raise the quality of ideas

How do we know if we have a promising idea? A good idea will have these qualities:

• A community that demands it• “What if we could . . .” statement• Identified senior sponsor• How does this idea help people do what they want or solve problems they

have today?• Functionality defined• Articulation of the value that will be delivered, goals and metrics• Behaviors that change as a result


Enterprise 2.0 – Business Value Creation

What will the organization carry forward:• Flesh out and charter the portfolio of ideas • Plan activities of a Web 2.0 go-forward team• How to overcome cultural issues• Mine/capture “overlooked gem” ideas• Define architecture enabling strategy

What are the deliverables the client walks away with?• Google Sites “living” documentation (or a similar tool) for ongoing

client use• Executive summary for communication within the organization• Huge mobilization and alignment for the program


Where has this worked?

Major Automobile Manufacturer:• Focus area was Business to Extended Enterprise • Program included client executives, partner executives including Capgemini and IBM, New

Paradigms thought leaders and speakers from Google and Gartner• The group generated six major initiatives in the areas of:

Mashups & Widgets “Idea Storm” Web 2.0 Service Desk Immediate Wiki application Globalizing emerging markets Internal Facebook-like tool

• In addition, the group addressed: Web 2.0 Team Planning & Value Statement Specific ideas to overcome cultural issues Mining all the other ideas to identify any “overlooked gems” Architecture enablement strategy

Client Executive Comments:• “You look at all of the stuff that came together, my only concern is that we can’t hold ourselves

accountable for all this material. There are some very exciting things we can do with this.”• “The timing couldn’t be better in terms of our portfolio planning, especially having it in the form

of actionable ideas.”• “This was huge and it has huge value for us! The key thing is that we now have a community

of people who now believe in this.”

www.capgemini.com

Together. Free your energies

[email protected].: +1 610 952 1668

© 2007 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

Technology for better business outcomes

Optimizing Quality Management for Web 2.0

Jeffrey A. MeyersSenior Product Manager

18 April 7, 2023

Impact on Applications Teams

Impact on Service Provider Teams

Agenda

Background

The Quality Management Process

Identify / manage

requirements Establish

risk based test plan

Manage execute and

reportGo /

No-go

• Process is inherently still the same• Web 2.0:

− Introduces new technologies

− Impacts activities and workflows

• Web 2.0 provides new challenges and opportunities

A High Level Picture of Web 2.0

• Typically web front-end using RIA− Though not required

• Typically calling services on backend− Though not required

• Typically built by highly distributed organizations

• Typically very fluid with frequent change

Impact on Risk Based Testing

21 04/07/23

Impact on Risk Based TestingBusiness

Process #1

Impact on Risk Based Testing

Business Process

#2

Business Process #1

Impact on Risk Based TestingBusiness

Process #1

Business Process

#2

• Risk profile for these two business processes are not the same!• Degree of control must be taken into account:

− For risk management purposes

− For accountability and reporting purposes

A Working Example

• Commerce site−Business process 1: find products

−Business process 2: apply for credit

A Working Example

• Commerce site−Business process 1: find products

−Business process 2: apply for credit

For the Application Owner• Requirements and tests associated with

Credit Verification Service are impacted by a service which is outside of your control

• Behavior (functionality, performance, security) is distributed across tiers, services and even organizations

• The QA team must be prepared to manage, execute and report accordingly

Impact on the Service Provider

28 04/07/23

• Web 2.0 is built on top of services

• Service providers may easily experience explosion in usage

• Need to be able to meet SLAs in face of rapid change

Impact on the Service Provider

29 04/07/23

• Web 2.0 also brings a web of dependencies

• Providers need to be aware of these dependencies

• Providers need to be able to isolate themselves from dependencies

For the Account Service Provider• Commerce application is just one of your

consumers• Consumers can potentially impact each other• SLAs are potentially impacted by another

service−Team must ensure that functionality and behavior

are not impacted by “somebody else’s service”

• Additional consumers will likely be added over time−Team must ensure that SLAs for existing consumers

are not impacted by adding the next consumer

Summary• Web 2.0 brings:

−New technologies for the front end: AJAX, RIA, Flex

−New styles in “mash-ups” and services

• Teams must be prepared for the technology update:−Learn to test dynamic web applications

• Teams must be prepared for the impact on methodology−Develop new risk based testing profiles

• Teams can take advantage of new opportunities

31 04/07/23

32 April 7, 2023

Shared SOA infrastructure

Web 2.0 Solution Set

Legacy ERP CRM Finance

SOA-based application

Webservices

component

UI

Web services API

Finance application

Quality of Rich Internet Applications (Web 2.0

front end)

Quality of SOA services (Web 2.0 back

end)

Quality of overall infrastructure

Across all aspects of Functional, Performance, Security and Compliance

Quality Center with Service Test Management

33 April 7, 2023

Shared SOA infrastructure

Web 2.0 Solution Set

Legacy ERP CRM Finance

SOA-based application

Webservices

component

UI

Web services API

Finance application

QuickTest Professional

LoadRunner

Service Test &

LoadRunner

Service Test & LoadRunner

Across all aspects of Functional, Performance, Security and Compliance

Where to go for more information• HP Software for SOA:

−www.hp.com/go/SOA

• HP SOA Assessment (are you ready for Web 2.0 / SOA?):

−www.hp.com/go/SOAAssessment

• General email for more information:−[email protected]

34 04/07/23

http://www.hp.com/go/SOA

http://www.hp.com/go/SOAAssessment

mailto:[email protected]

Have a question for the speakers? Ask now.

Q & A

StickyMinds.com and Better Software magazine presents...

Documents

including

effectively

pc network

testing completed

service oriented

expected business

operating

hp service