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Maximizar el ROI y el IT Governance con el ALM de Microsoft El valor de la solución ALM integrada Julio Fernández Gayoso Director Europeo Herramientas.

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Presentation on theme: "Maximizar el ROI y el IT Governance con el ALM de Microsoft El valor de la solución ALM integrada Julio Fernández Gayoso Director Europeo Herramientas."— Presentation transcript:

1 Maximizar el ROI y el IT Governance con el ALM de Microsoft El valor de la solución ALM integrada Julio Fernández Gayoso Director Europeo Herramientas Desarrollo Western Europe HQ Madrid, 24 Noviembre 2009

2 Agenda Mercado y tendencias ALM Mercado y tendencias ALM Retos y Oportunidades Retos y Oportunidades TCA, TCO, ROI, Payback ¿de qué hablamos? TCA, TCO, ROI, Payback ¿de qué hablamos? La propuesta de valor de Visual Studio La propuesta de valor de Visual Studio From Developer to Development to R eal-time Reporting & Project Management to IT Governance Maximizar ROI con Visual Studio Maximizar ROI con Visual Studio

3 3 Entire contents © 2008 Forrester Research, Inc. All rights reserved. Microsoft and Eclipse in Forresters ALM Survey Base: 703 North American and European application development professionals Who do you consider to be your primary IDE provider today?

4 4 Entire contents © 2008 Forrester Research, Inc. All rights reserved..NET and Java are used in tandem For custom-developed applications, which development platforms does your company use? (multiple responses accepted) Base: 917 platform software decision-makers at North American and European enterprises and SMBs.NET and Java.NET OnlyJava Only (51%)14 (11%)31(25%) ,99966 (40%)34 (20%)41 (25%) (34%)43 (28%)31 (20%) (29%)31 (30%)12 (12%) (30%)62 (35%)18 (10%) (22%)41 (32)%)20 (15%) (16%)16 (25%)9 (15%)

5 5 Entire contents © 2008 Forrester Research, Inc. All rights reserved. Microsoft is already well positioned in ALM Base: 211 European application development professionals, Q Base: 474 US application development professionals, Q Who do you consider to be your primary ALM provider today?

6 6 Entire contents © 2008 Forrester Research, Inc. All rights reserved. In 2009, costs, integration and innovation are all top of mind for execs Thinking of your firms current planning cycle, how important are each of the following goals? Base: 1114 custom software decision-makers at North American and European enterprises and SMBs

7 Manage complexity - remote dev locations - Windows mobile - SOA, Cloud -Outsourcing, Off-shoring Optimización ROI & Gobierno TI Execute operational changes rapidly and flexibly Optimización TCO Increase Productivity - Role productivity - Learning Curve -Team Productivity and efficiency Application Quality & Functionality - SLA, 24x7 - Code Quality - Time to Market 30% IT 70% People cost Retos de TI de los clientes

8 Reducción de Costes y Eficiencia ROITCOTCA Total Cost of Acquisition - Compra Licencias - Compra Hardware - Contratación Profesionales - … Total Cost of Acquisition - Compra Licencias - Compra Hardware - Contratación Profesionales - … Total Cost of Ownership End-user computer Hardware purchase costs Software license purchase costs Hardware and Software Implementation / deployment costs Hardware warranties and maintenance costs Software license tracking costs Operations Infrastructure Costs Infrastructure (floor space) costs Cost for electricity and cooling. Network hardware and software costs Server hardware and software costs Testing costs Cost to upgrade or scalability IT Personnel costs "C" Level Management Time costs Backup and Recovery Process costs Costs associated with failure or outage Diminished performance incidents (i.e. users having to wait) Costs of security breaches (in loss of reputation, recovery costs) Technology training costs of users and IT staff. Audit costs Insurance costs Replacement costs Migration costs Decommissioning costs Total Cost of Ownership End-user computer Hardware purchase costs Software license purchase costs Hardware and Software Implementation / deployment costs Hardware warranties and maintenance costs Software license tracking costs Operations Infrastructure Costs Infrastructure (floor space) costs Cost for electricity and cooling. Network hardware and software costs Server hardware and software costs Testing costs Cost to upgrade or scalability IT Personnel costs "C" Level Management Time costs Backup and Recovery Process costs Costs associated with failure or outage Diminished performance incidents (i.e. users having to wait) Costs of security breaches (in loss of reputation, recovery costs) Technology training costs of users and IT staff. Audit costs Insurance costs Replacement costs Migration costs Decommissioning costs Return On Investment Net Present Value

9 Herramientas y Aplicaciones Tools Applications

10 Buy vs. Build

11 Éxito Fracaso Presupuesto Calidad Funcionalidad Tiempo Gestión del Riesgo Gestión de Proyectos Mejora de Procesos Factores de Éxito

12 La realidad en muchos proyectos

13 13 Entire contents © 2008 Forrester Research, Inc. All rights reserved. 13 In reality tool silos create ALM waste For most IT shops ALM today is inefficient; each process step has its own tool, its own repository

14 Future is here… TesterDeveloper Testing Realities – Bug Ping Pong

15 Breaking the Silos Rich Bug Automated steps to reproduce Video Recording of Bug Discovery System information IntelliTrace information Loadable Snapshot of Entire Test Environment

16 Sincronización & Coordinación de Actividades, Herramientas y Roles Equipos Remotos, Offshoring Business Owner CIO Tester Developer Operations Project- management Architect Application Support Data Center Deployment Business Analyst PMO Database Development Application Lifecycle Management (ALM)

17 The State Of Development Today Based on time, budget, and delivering specified functionality 68% of projects never made it into production or were cancelled 1 – 32% of software projects are successful – 44% are challenged – 24% outright fail Source: 1. Dave West, Forrester Research An Acceptable Rate of Failure? Average Cost overrun: 45% Average Time overrun: 63% Functionality delivered on average: 67% Extreme Chaos, The Standish Group International, Inc. – 2009 Can we continue to support this level of Success? 2 2. Extreme Chaos, The Standish Group International, Inc

18 Evolución de nuestra solución From Developer to Development to Real-time Reporting & Project Management to IT Governance

19 Gobierno de TI IT Governance Information Technology Governance, IT Governance or ICT Governance, is a subset discipline of Corporate Governance focused on information technology (IT) systems and their performance and risk management. The rising interest in IT governance is partly due to compliance initiatives (e.g. Sarbanes-Oxley (USA) and Basel II (Europe), as well as the acknowledgement that IT projects can easily get out of control and profoundly affect the performance of an organization. Some Key Drivers Regulatory Compliance Sarbanes-Oxley, Basel II & Other Industry Regulations such as healthcare, defense etc.. Project Governance Real Time reporting, Project transparency & Visibility, predictability.. Intellectual Property Management Scenarios such as outsourcing, Off-shoring, Near-shoring, Value-Shoring. Data Privacy, Applications.. Running IT as a Business – the IT value chain – Business-Develop&Test-Run-Business Aligning IT with the Business requirements Link development with production via requirements process & Helpdesk to testing/dev integration

20 Our Framework Project Server IT Governance CIO: Aligning IT with Business Priorities Connected IT Data Metrics, Change Management, Workflow, Issue Tracking, Policies, Resource Pools and Schedules Business Process Management Enterprise Architecture Team Foundation Server Service Desk KPIs Availability Quality Capacity Portfolio Management Project Management Office (PMO): Maximize IT execution and compliance Development & Test Lifecycle Operations Lifecycle

21 Métricas e Informes en tiempo real

22 Compliance and Auditing

23 Real-time Reports

24 Visual Studio 2010

25 25 Entire contents © 2008 Forrester Research, Inc. All rights reserved..NET and Java are used in tandem For custom-developed applications, which development platforms does your company use? (multiple responses accepted) Base: 917 platform software decision-makers at North American and European enterprises and SMBs.NET and Java.NET OnlyJava Only (51%)14 (11%)31(25%) ,99966 (40%)34 (20%)41 (25%) (34%)43 (28%)31 (20%) (29%)31 (30%)12 (12%) (30%)62 (35%)18 (10%) (22%)41 (32)%)20 (15%) (16%)16 (25%)9 (15%)

26 Architectura Teamprise Teamprise Client Suite Eclipse Plug-in Teamprise Explorer Command Line Teamprise Java API for TFS Team Foundation Server Project Management Project Management Work Item Tracking Version Control Reporting Team Build Team Build

27 27 Valor de Project Fuze Los desarrolladores Oracle pueden participar en el ciclo de vida de la aplicación empleando la metodología de Visual Studio Project Fuze permite: Work item tracking Version control Despliegues incrementales con integración con MS Build Refactoring de esquemas Comparación de esquemas Generación de datos Testing de unidades … en plataforma Oracle!!!

28 Probador Desarrollador Arquitecto Jefe de Proyectos Analista de Negocio Profesional de Base de Datos Diseñador Mejorar la Calidad del Software Facilitar la Colaboración y Productividad del Equipo Incrementar la Transparecia en Proyectos Solución ALM de Microsoft Roles, Actividades, Metodologías, Equipos Remotos, Off-shoring Multiplataforma:.Net, Java-eclipse, Cobol.. SQL, Oracle, DB2 Innovación, Nuevas Aplicaciones Palanca del Negocio

29 © 2009 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.


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