An introduction to collaborative lifecycle management with Rational Team Concert

1. IBM Rational solution for
Collaborative Lifecycle Management

2. Agenda
1 Current market situation
2 IBM Rational Collaboration Lifecycle Management
3 Delivering the 5 ALM imperatives
4 Proven results
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3. Executive Summary
Software is integral to business success
– Software is woven through systems, products and services, helping companies bring new – smarter –
innovations to market.
Market realities are pushing organizations to innovate with less
– The ability to innovate is impacted by market realities such as increasing complexity, tighter budgets and
a more demanding competitive landscape
Integrated Application Lifecycle Management (ALM) provides the ability to innovate while
reducing overhead costs
– Improve time to delivery, quality, value, and predictability with integrated Application Lifecycle
Management combined with best practices for scaling agility.
The IBM Rational Collaborative Lifecycle Management Solution provides capabilities that
fully support an integrated ALM approach
– Allows organizations to coordinate people, processes, and tools for requirements management,
development and quality management by providing traceability across lifecycle artifacts, process
definition and enactment, and reporting.
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4. Software drives today’s innovation for a smarter planet
Transforming the way we live, work, and play
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5. The defining challenge: Managing “systems of systems”
From back-end software to customer facing portals, systems of systems
drive your relationships with customers, suppliers and business partners
In-house
Development
Outsourced
Third-party
and Globally
IP
Distributed
Mobile Device Service-oriented
Access Architecture (SOA)
Software-driven
Innovation
COMPLEXITY
Partner Commercial
Code Off-the-shelf
End-user Legacy
Open Cloud / SaaS
Web Application and
Source
Re-use
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6. The convergence of physical assets and IT applications requires a new
approach for integrating products and services
Unique Value is unleashed through an
Ecosystem of Intelligent “Systems of Systems”
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7. Business and IT Agility: Balancing Resources to Support Business Innovation
Balance IT investments to focus on new solutions.
34%
66%
 Forrester estimates that ongoing operations and maintenance consume 66% of IT budgets
 While new projects and software initiatives represent only 34%
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8. 8
Key Software development lifecycles
3 inter-related lifecycles of
activity involving different
Decide goals, timelines, roles,
Help me make strategic decisions processes and tools
Develop
Help me develop what I decide
Deploy
Help me deploy what I develop
Integrate, Instrument & Improve
Help me oversee this entire value chain and incrementally improve
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9. 9
Key Software development lifecycles
Enterprise Architecture and
Portfolio Planning
Application Lifecycle
Management
Deployment Planning &
Automation
Measured Improvement
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10. ALM is about connecting the disciplines
Project/Planning Requirements Development Testing
• Business • Use Cases • TDD • Scenario-
Drivers • Nonfunctional • Build Driven
• Iterations Automation
• Sign-off Management
• Exploratory
• Sign-off • Contract • Static
Test
• Contract Analysis
• Risk Assess • User
• Risk Assess • BVT
• Threat Model Involvement
• Source
• User • Contract
• Test Management
Involvement Validation
Requirements
• Pair
Programming/
Code Review
Continuous Learning and Feedback
Source: Gartner Application Architecture, Development & Integration Summit Presentation, The Future and Present of AD, Thomas E. Murphy, December 2008
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11. Rational Application Lifecycle Management (ALM)
Modular, open and extensible
Requirements
Management
Software, Change &
Quality Design
Configuration
Management Management
Management
Build & Deploy
Management
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12. Agenda
1 Current market situation
2 IBM Rational Collaboration Lifecycle
Management
3 Delivering the 5 ALM imperatives
4 Proven results
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13. An ALM solution powered by Jazz
Rational solution for Collaborative Lifecycle Management
CREATE SOFTWARE
Real-time Planning, Lifecycle Traceability, Team Collaboration,
Development Intelligence, Continuous Process Improvement
Rational
Rational Team Rational Quality
Requirements
Concert Manager
Composer
Requirements Planning, Change, Quality
Management Configuration & Build Management
Management
*extensions
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14. Jazz provides open collaboration across the software
and systems lifecycle
COMMUNITY
Transparent collaboration and exchange of ideas
PRODUCTS
Application lifecycle tools that leverage the Jazz platform
PLATFORM
Open Services for Lifecycle Collaboration
Integration services
Application frameworks and toolkits
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15. Open interfaces. Open possibilities.
Open Services An industry initiative
for Lifecycle for simplifying tool integration across the
Collaboration software lifecycle .
Barriers to sharing resources The Open Services initiative is
across the software lifecycle  Building a community of vendors, open source
projects, integrators and IT teams, at open-
 Multiple vendors, open source
services.net
projects, and in-house tools
 Creating public specifications of resources and
 Private vocabularies, formats services, like change requests, test cases, defects,
and stores requirements and user stories
 Entanglement of tools and data  Delivering loosely coupled resource formats and
services with “just enough” standardization
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16. Rational Team Concert: A Closer Look
Planning Project Transparency
Integrated release/iteration planning  Customizable web based dashboards
Effort estimation & progress tracking taskboards  Real time metrics and reports
Out of the box process templates: formal or agile  Project milestone tracking and status
SCM Work Items Build
 Component based SCM  Defects, enhancements  Automated Work item and
enables reuse across projects and conversations change set traceability
 Change set based for easy  View and share query results  Build definitions for team
addition or removal of features and personal builds
 Support for approvals and
 Local or remote build servers
 Server-based sandboxes discussions
 Multi-level continuous
 Query editor interface integration
 Can also work with SVN, Git,
ClearCase or Synergy  ClearQuest or Synergy Bridge  Integration with Build Forge
Jazz Team Server
 Single structure for project related artifacts  Team advisor for defining / refining “rules”
 World-class team on-boarding / offboarding and enabling continuous improvement
including team membership, sub-teams and  Process enactment and enforcement
project inheritance  In-context collaboration enables team members
 Role-based operational control for flexible to communicate in context of their work
definition of process and capabilities
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17. Advanced source code management
Easily suspend and
resume work
Work in parallel
without making
branch copies
Reproduce the exact
workspace of any build
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18. Work on multiple product versions and teams while maintaining order
Team of Team Stream
Team Streams
Developer Streams
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19. Simple, web-based, document versioning
 Have technical writers who need to version documentation (Word docs or
PDF files) using a web UI?
 Don’t want to know about streams or accept/deliver, just want to version and store documents?
 Easily manage locking to ensure exclusive write access
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20. RTC works with your existing tools
 Easily import Bugzilla, Jira*, or any
other change tracking system with CSV
file support into RTC Work Items
 Easily import Subversion and CVS
repositories into RTC SCM
 Importers also available for ClearCase /
ClearQuest for those moving to RTC
 Connectors available to provide
dynamic integrations with Subversion,
ClearCase, ClearQuest, Synergy,
Change
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21. Continuous integration/builds
Incremental and flexible integration with a great reduction in complexity
RC2 Stabilization Stream
RC2
Weekly Integration Stream
(Product Builds)
Continuous Integration Stream
(Product Builds)
deliver and accept
baselines
Team Stream
(Team Builds)
deliver and accept
change sets
good build
Repository Workspace failed build
(Private Builds) suspend/resume deliver/accept
 Developers deal mainly with accepting and delivering to their team stream. Flowing
changes to and from the product and weekly integration streams provides multi-level
staged continuous integration support across a complex system.
 Each build references a snapshot of the artifacts that were built. Reproducing a build
or patching a build is as simple as creating a new stream from the snapshot.
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22. Build auditing
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23. Build when you need to, from anywhere to anyone
 From Team Concert Web UI:
 Request new build
 Request rebuild of existing build
 Exposes build facilities to wider
community
 Provides access to build function
from any desktop
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24. Enterprise build support
…with flexible build engine types
There are now multiple types of build engines: Jazz Build Engine, Rational Build Forge, and
Rational Build Agent
This allows the engine and its configuration to be shared across multiple definitions, and for
definitions to support multiple engines. Different projects may now define their own engines.
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25. Agenda
1 Current market situation
2 IBM Rational Collaboration Lifecycle Management
3 Delivering the 5 ALM imperatives
4 Proven results
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26. What is required to deliver end-to-end visibility across teams,
tools and projects?
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27. Criteria for effective lifecycle management: ALM
imperatives
1. Real-time planning
2. Lifecycle traceability
3. In-Context collaboration
4. Development intelligence
5. Continuous process improvement
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28. Imperative 1: Real-time planning Tasks Tasks
Complete Planned
Don’t Do
Have plans that live outside of ALM environment Plan across the entire team, not silos, by linking and
where requirements, development and test plans are populating development and test plans from
disconnected and managed separately, or not at all. requirements.
Rely on manual, error-prone updates. Practice continuous planning using lifecycle queries
and project dashboards to respond to changing
events.
Have plans that are separate from team activities and Use plans that are fully integrated with execution
assignments. where updating time spent directly from the work item
makes easy to keep accurate plans.
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29. One plan - Multiple views facilitate detailed analysis
1
2
3
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30. Insure alignment across the business, development and test teams
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31. Align Plans to improve predictability, value, and quality
Developers
Developers
 No wasted effort – development understand the
understand the
is qualitative and aligned to the business needs
business needs
agreed upon requirements at and test effort
and test effort
the right time
 Quality Assured – test teams
know exactly what requirements
and functionality have and
haven’t been tested
 Whole team buy-in improves
team trust, efficiency and focus
Testers understand Sprint Plans
Testers understand Sprint Plans
and business expectations
and business expectations
Requirements owners clarify the
Requirements owners clarify the
business needs in aacollection
business needs in collection
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32. Test your real-time planning capabilities
Can your team…
 Plan across the entire team?
 Plan for waterfall, iterative
and agile environments?
 Integrate planning with execution?
 Instantly see the impact of a change
in project scope or resources?
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33. Imperative 2: Lifecycle traceability
Stories
Defects
Sprint Code
Test Scripts
Builds
Don’t Do
Create silos of information with disconnected and Link deliverables and connect the dots so every
incompatible tooling and terminology deliverable has the proper upstream and downstream
relationship
Email copies of deliverables to remote team members Share links to deliverables with related deliverables
and break linkages context including reviews and comments from other
team members
Integrate by replicating data Link critical project deliverable so that the entire team
have access to the latest version of the truth
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34. Team leads improve release quality & predictability
 Proactively respond to gaps as they surface through out the project
 Issues quickly highlighted and resolved
Issue
Incomplete
Complete
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35. Team leads can improves quality and predictability
Developers
Developers
 Creating a shared vision delivers understand the
understand the
what the stakeholders want requirements, test
requirements, test
criteria and test
criteria and test
 Whole team buy-in improves results
team trust, efficiency and focus results
 Everyone knows what work is
needed by whom and when.
 Traceability provides insight to
knowing when you are DONE!
Testers define and execute
Testers define and execute
tests cases with aaclear
tests cases with clear
Teams collaborate and clarify the
Teams collaborate and clarify the understanding of
understanding of
details of requirements
details of requirements requirements
requirements
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36. Linked data is visible on all artifacts
 All roles can view the links on their artifacts.
 Each user has their own perspective and
user interface for viewing links.
 Create, delete, navigate links on artifacts
 Example: Developer sees the relationships
on a defect
 Traceability links on defects are
automatically created
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37. Automated defect traceability reduces costs and improves quality
Testers execute tests and
Testers execute tests and
submit defects
submit defects
 4-clicks to submit a defect
automatically linked to
impacted artifacts
 Test results are recorded
and linked to test cases, and
associated requirements
 Test results can be linked to
software builds
 Everyone has visibility into
the defects, their impact, and
the action taken to resolve Developers can see
them Developers can see
the exact test failure
the exact test failure
without having to
without having to
ask and remediate it
ask and remediate it
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38. Test your lifecycle traceability capabilities
Can your team answer these questions…
Analyst Project Manager
Which requirements are
Can we pass
Are we ready
addressed in this iteration? to release?
Are all of the an audit?
requirements tested?
What defects were
What’s the quality of the resolved in this release?
high priority requirements?
What defects are reported What tradeoffs can we maketo
against which requirements? release on time?
Developer Release Engineer Quality Professional
What requirements How can I standardize when teams What is the quality
am I implementing? What test use different tools? of the build? What
uncovered this defect,
on which environment Where are the Are build times has changed
and what build? bottlenecks getting longer that I need to test?
How can I recreate the in our processes? or shorter?
last version to What defects have been
do a patch? What changes How can I speed up my builds? addressed since the last build?
occurred overnight?
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39. Imperative 3: In-Context collaboration
Don’t Do
Unified teams share linked data providing visibility into
Create an environment of silo’d teams and each others work.
disconnected data
Manually collect status reports or
wait for status meetings to take action Collaboration is also about knowing what is going on
without having to ask. Dashboards and traceability
views provide real-time status of the team’s progress.
All discussions in work items integrated on the plan.
Rely on email discussions. Use lifecycle queries to answer more meaningful
questions such as “Which requirements are affected
by defects? 39
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40. In-context Collaboration always shows the latest
Recent Threaded discussions highlighted on requirements
Threaded discussions
on requirements
Unread work Items bolded for developers
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41. Dashboards summarize for quick access to the latest
information
Requirements comment updates
Feeds focused on Requirement comments focus
stakeholders on changes and strip out the noise
of attributes changes etc..
Any changes to a Requirement
Feeds on all changes give project
leads visibility into all requirements
changes so that know exactly what is
changing by whom and can access
immediately assess the impact for the
team.
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42. Rich hovers automate information access without having to click
 Rich hovers provide quick
access to information to
determine if additional
details are required!
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43. Test your collaboration capabilities
Can your team…
 Easily access the “single source of the truth”
through linked artifacts?
 Quickly grasp the “who, what,
when and why” of team activities?
 Bring new team members
up-to-speed quickly?
 Overcome the barriers of multiple
time zones when working with
outsourced and distributed team
members?
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44. If Measurement is so important, we must be doing it a
lot, right?
Fortune 500 firms with:
Quality measures: 45%
Productivity measures 30%
Complete measures: 15%
Projects with strong
versus weak measurement practices
Strong
Impact Weak
of not measuring
44 Source: Capers Jones, Measurement, Metrics and Industry Leadership, 2009 and Software Engineering Best Practices, McGraw Hill, 2010.
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45. Imperative 4: Development Intelligence
Don’t Do
Manually collect data by hounding the team for status Use live dashboards that provide transparency of
reports. information and dashboard reports based on data
coming from the team’s activity.
Take a ‘big bang’ approach to instituting measures Identify a weak spot or a current pain point or
bottleneck.
Don’t expect to get it right the first time. Conduct retrospectives to discover what worked, what
didn’t work, and how you can improve.
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46. From In Process (Team) To Executive Value
Appropriate Metrics for Each Management level
Dimensions Team Middle Management Development Executive
(In Process) (Development Mgmt.) (VP Development)
Time-to-Value User Story Points / Use Case Points
(Schedule)
Iteration Burndown, Blocking Work Item
Release Burndown
Product Value Iteration Velocity
Stakeholder Feedback, # of Enhancement Request, Age of Enhancement Request
Tested and Delivered Requirements, Business Value Velocity,
Customer Satisfaction
Effort (Man-hours)
Cost / Unit of work
Development / Maintenance
Costs
Technical Debt (Defect trend, defect density)
Test Status, Test Coverage of Requirement, Test Execution Status
Quality at Ship
User Story Points / Use Case Points
Planned/Actual Cost and Velocity
Trend Variance. Likelihood of on-time delivery
Note: Bold indicates that there is Out-Of-The-Box report supported by Rational tools
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47. Measuring Time-to-Value (Schedule)
Iteration Burndown
Showing how much work is left to do in an
iteration. It enables the team to adjust scope or
resources to finish the iteration successfully.
Release Burndown
Shows the estimated
functionality remaining to
complete the current release.
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48. Measuring Product Value
Enhancement Request Trend
Shows the trend of enhancement requests received,
approved, and closed during the project lifecycle. A high
number of enhancement requests can indicate that the
system is not functioning as stakeholders expected.
Age of Enhancement Requests
Tracks the length of time stakeholder
enhancement requests remain open.
Unaddressed requests can impact the
stakeholders' perception of value.
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49. Measuring Product Cost
Cost per unit of work
Tracks the cost of delivering a single unit
of work (such as a user story point or
use case point) across iterations.
Monitoring this metric in each iteration
helps the team understand if they are
burning budget at a sustainable rate.
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50. Measuring Product Quality
Defect Trends
Shows defect arrival and closure rates,
determines the remaining defect backlog,
projects the future defect arrival/close rate up
to and post-ship
Test Execution Status
Monitors test completion and success
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51. Use dashboards to provide that 1 view of project health
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52. Test your development intelligence
Can your team…
 Time-to-Value
–Produce the right capabilities
according to the committed schedule?
 Product Value
–Deliver a valuable product?
 Product Cost
–Measure what we spending to deliver
the system?
 Product Quality
–Build a high quality system?
 Predictability
–Manage the risk and uncertainty?
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53. Imperative 5: Continuous process improvement
Step 1 Step 2
Adopt Enact
Step 4 Step 3
Improve Measure
Don’t Do
Define a process and place it on a shelf Use a tool that can ‘enact’ your process definition and
guide the team toward the desired result.
Ignore process altogether or treat it like an Learn from what other teams have done and leverage
unnecessary burden. their results across other teams when appropriate
Ignore process altogether or treat it like an
unnecessary burden.
Institute process police Let the tool govern behavior and refine it over time.
Add peer reviews to encourage knowledge sharing
and collaboration.
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54. Adopt - Process Sharing
Leverage the Best practices from Rational and other teams
Process Templates on Server: JKE.tools.com:9443/JTS
1 Import/export Templates Scrum Iterative Traditional
Provides the ability to
leverage best practices from
Rational and other teams
2 Servers support multiple templates Web Banking
Web Banking
Allowing administrators to support Team : Core
different processes. Project ::Savings
Project Savings
Teams improve their process Team : UI
independently.
Team : Benefits
Project ::Retail
Project Retail
3 Process updates can be shared
Allows teams to control when
they want to accept
improvements.
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55. Team Retrospectives help identify areas of improvement
 Tracking Retrospectives help
team members to collaborate
on improvements.
–Ranking of process
improvements help to focus on
where the team feels the
biggest pain.
–Metrics where available help
support process improvements
and show results.
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56. Test your process improvement capabilities
Can your team…
 Leverage out-of-the-box process templates
for traditional and agile workflows?
 Change process “on the fly”
as part of a continuous feedback loop?
 Allow team leads to determine how strict
or lax the “rules of the road” should be?
 Modify process enforcement over the life
of a project, to encourage early-stage
experimentation and end-game stability?
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57. Agenda
1 Current market situation
2 IBM Rational Collaboration Lifecycle Management
3 Delivering the 5 ALM imperatives
4 Proven results
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58. Business Results
Automated status reporting
derived from evolving engineering artifacts
can improve productivity by
Being able to collaborate on work items, 5-10% Best practices in scope management
defects and build errors can improve predictability
can reduce late rework by of project delivery by
25-50% 20-30%
COLLABORATE AUTOMATE REPORT
Source: IBM analysis based on services research.
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59. Gartner MarketScope for Application Life Cycle Management
IBM Rational earns “Strong Positive” – the highest possible rating
IBM earns
“Strong Positive”―the highest possible
rating
Efficient coordination and automation of the
delivery process requires new, collaborative
approaches to the planning, measurement,
execution, control and reporting of activities.
These new approaches are what differentiate
current application life cycle management (ALM)
tools, and what make ALM processes vital to
leading-edge development activities.
ALM is what enables sustainable agile practices.
ALM creates a management framework providing
consistent, auditable records of the decisions and
activities of agile teams.
The MarketScope is copyrighted November 11, 2010 by Gartner, Inc. and is reused with permission. The MarketScope is an evaluation of a marketplace at and for a specific time period. It depicts Gartner's analysis of how certain vendors measure
against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the MarketScope, and does not advise technology users to select only those vendors with the highest rating. Gartner
disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. The MarketScope graphic was published by Gartner, Inc. as part of a larger research note and should
be evaluated in the context of the entire report. The Gartner report is available upon request from IBM.
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60. What analysts are saying...
Liz Barnett, Ez-Insight
“With the Jazz project, Rational has developed breakthrough technology and is poised to set the standard
for collaborative ALM... Given the current business climate of ‘deliver more with less much sooner,’
organizations have no choice but to rethink the ways that they deliver software solutions. The Jazz project
will help teams achieve that goal.”
Paul Herzlich, Ovum
“IBM has taken the opportunity to exploit the Jazz platform’s power inventively. Its ‘living’ test plan is
a masterpiece of applying new technology to a familiar problem… What is being delivered will
demonstrate convincingly that IBM is raising the standard for a test management product.”
Julie Craig, EMA
“Rational’s differentiators are difficult for competitors to equal, and the new Jazz platform foundation
may well turn out to be one of the best investments the Rational team has made.”
Simon Jacobson, AMR
“Frankly I wish folks who sold quality management solutions took this approach. Most of the folks
I speak to talk about the lifecycle, but they are selling you a mass transit system, but only
really provide the train station.”
Dave West, Forrester
“What collaborative application lifecycle management is going to provide us with as an industry is the idea
that these people have to work together on a platform to support them…I think that’s really exciting.”
Bola Rotibi, Creative Intellect Consulting
“Jazz’s intuitiveness and simplicity – for configuration, management, and implementation – is allowing IBM
Rational to extend beyond its traditional enterprise audience and appeal to smaller and more agile teams and
organizations… IBM Rational has embarked on a grand vision for the Jazz platform that is starting to pay off.”
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61. Establish a modern development platform designed
to extend your investments
Rational solution for Enterprise Modernization
Requirements
Management
Rational Requirements
Composer
Quality Software Change & Development
Management Configuration Management
Rational Developer
Rational Quality Manager Rational Team Concert for System z
Rational Software Architect*
Build & Deploy
Management
Rational Team Concert
Rational Automation Framework
for WebSphere* *Optional add-on solutions
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62. On-target product and process management via integration
on an open platform
Rational solution for Systems and Software Engineering
Open Services for Lifecycle Collaboration
REQUIREMENTS MANAGEMENT QUALITY MANAGEMENT
Manage all system requirements Achieve “quality by design” with an
with full traceability across the lifecycle integrated, automated testing process
Rational DOORS Rational Quality Manager
DESIGN MANAGEMENT
Use modeling to validate requirements, architecture
and design throughout the development process
Rational Rhapsody
COLLABORATION, PLANNING & CHANGE MANAGEMENT
Collaborate across diverse engineering disciplines and development teams
Rational Team Concert
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63. jazz.net
Creating a higher-fidelity connection to our customers
Suppose we did our development
out on the Internet?
A transparent software delivery
laboratory where you can...
Get answers and insights
directly from engineering
Communicate with the
development team
Track the progress of
builds and milestones
Get the latest product
trials and betas
Join developers and
product managers in
discussion groups
Submit defect and
enhancement requests
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64. Summary: Rational Collaborative Lifecycle Management
Transforming software and systems delivery
 Collaborate
Bridge the gap between technical and business communities
through shared access to enterprise documents, workflows
and collaboration solutions.
 Automate
Make it easy for individuals and teams to "do the right thing" and "do
things right" by automating team process and workflow.
 Report
Track and measure progress across multiple teams, tools and
geographies by leveraging the real-time instrumentation of the software
lifecycle.
Helping customers improve the value and performance of their investments in software as
strategic business assets
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65. Next steps: Resources
 Collaborative Lifecycle Management on Jazz.net Learn about the latest releases and
features, participate in the forums, watch recorded videos of the solution in action. (link)
 Agility@Scale eKit Download the Forrester Agile Wave and get a wealth of resources
for improving team flexibility and responsiveness. (link)
 ALM Buyer’s Guide – Explore objective criteria you can use to evaluate ALM
solutions. (link)
 ALM Value Estimator – In just five minutes, determine how much money you can save
your organization with Rational ALM solutions. (link)
 ALM Everyware eKit Download the Gartner MarketScope on ALM and get a wealth of
resources for improving team productivity. (link)
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66. Coming in this series …..
A Single Source of Truth -- Aligning Business Priorities and IT
Project Deliverables
When: Wednesday, June 22, 2011 at 2:00 p.m. EDT
Software Quality Delivered -- From Concept to Launch to
Retirement
When: Wednesday, June 29, 2011 at 2:00 p.m. EDT
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67. © Copyright IBM Corporation 2011. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind,
express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have
the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM
software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities
referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature
availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are 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.
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68. BACKUP SLIDES

69. Case Study: MV Sistemas Ltd
Greater productivity, global collaboration, and lifecycle visibility Solution components:
Results
Requirements Management
MV was the first company in Brazil to become certified to use electronic health Rational Requirements
records, meeting the security standards issued by SBIS and CFM. Composer
Business challenge:
MV is a leading provider of healthcare systems in Brazil with three software Architecture &
development centers that needed to improve their development processes to rapidly Development
Rational Software Architect
respond and take advantage of market opportunities and regulations in the changing
Rational Software Modeler
healthcare industry.
Rational Application
Solution: Developer for Websphere
Collaborative Lifecycle Management solution and lifecycle offerings, with RUP
methodology and agile practices. MV first adopted and updated their change and Software Change &
configuration management processes with Rational Team Concert and then added Configuration Management
Requirements Composer for business process and rules modeling, requirements Rational Team Concert
collaboration and elicitation, and Quality Manager for test planning, test creation, Rational Method Composer
execution, and quality management.
Benefits: Build & Deploy Management
Rational Team Concert
MV accomplished the following:
- Greater integration of and collaboration among three development locations
- Improved developer and tester productivity Quality Management
- Decreased the learning curve when employees switch from one location to Rational Quality Manager
another Rational Functional Tester
- Gained greater visibility into requirements Rational Performance Tester
- Achieved greater reuse of requirements.
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70. Build Health
 Build completion over
time shows if the team is
impacted by build
 Other Metrics
–# of daily builds
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71. Customize your vantage point to keep what's important to you in focus
Team Central
 Shows what is happening on project:
• News & events
• What’s being worked on
• Changes
 Configurable (RSS feeds) - New kinds
of information easily added
 Personalized, Persistent - Each team
member can tailor to their needs
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72. Multi-level continuous integration
Individually - with your team - with your project
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73. Symbolic link support
 Are you using ClearCase or another scm that supports symbolic links?
Rational Team Concert supports symbolic links as first class objects
Symbolic link changes are tracked – just like directory or file name changes
ln -s ./v2.0.0.2/readme.txt readme.txt
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74. Formal Reviews drive agreement and prevent re-work
 Reviews & approvals Requirements
insures artifacts are
reviewed and/or approved
by key team members and
captures compliance
requirements.
Work
Test Artifacts Items
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75. Distributed source control
Deliver and accept across repositories
 Share, compare, manage the flow of
changes between developers, teams, and
projects across different repositories
 Provides organizations with flexibility
while governing source control across
distributed locations
 Improves collaboration with other lines of
business, and outside suppliers, who need
to share component code changes across
repositories
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