The strategic value of software to companies continues to grow and businesses are increasingly seeking to software as the technology empowering and differentiating their businesses and products. Software is driving many of today’s key technology trends, such as cloud computing, freedom and social networking. Software embedded in goods can also be currently transforming numerous commercial businesses, such as the manufacturing, healthcare and communications industries. Organizations are challenged to create their business applications and software-driven merchandise faster. Compete, to successfully innovate and grow, organizations require experience and solutions to accommodate to competitive dynamics and customer needs.
Businesses utilize manual procedures and unsophisticated tools, including paper-based tactics and spreadsheets, to manage workflow throughout the software development lifecycle. These techniques are generally more suitable for smaller development projects handled by a team and cannot scale to meet the requirements of businesses and multi-team projects. The waterfall method gained prominence as the way to manage large software development projects. This strategy, which may take many months or years to complete, relies on rigid sequential execution of the many phases of the software development lifecycle, including analysis, design, coding, integration and testing that is final. Enterprises employing the waterfall method frequently structure internal branches around every development stage and utilize distinct legacy software tools for every phase and department, leading to siloed and disparate information, limited transparency and collaboration between teams, and increased risk of misalignment between software development and company initiatives. The next diagram illustrates the waterfall procedure:
Agile was introduced by a group of software visionaries in 2001 via a open letter. It represented a methodology for software creation and delivery designed to decrease costs and significantly improve quality, time-to-market and client satisfaction. Agile projects build software
Incrementally, in tiny batches, using iterations of one to four weeks which help keep development aligned with changing business needs. Agile is increasingly replacing waterfall processes across several industries because of the results it can provide. According to the Standish Group, software applications developed with Agile techniques have three times the success rate of applications developed using the waterfall process. The Standish Group defines an effective project as you delivered with functions and all the features, on budget, and on time. The following diagram illustrates the Agile methodology:
Agile techniques are being adopted by enterprises, replacing and disrupting the legacy software development methods that have comprised the market for application lifecycle software. According to IDC, the application lifecycle marketplace is comprised of this software configuration management, IT project and portfolio management, and automated software quality markets. In aggregate, IDC estimated these markets would reach $5.2 billion in 2012. Though these markets have been addressed by solutions supporting waterfall and other legacy methods of software development, we think that a transition to alternatives behind software development methodologies like Agile is ongoing. Our cloud-based platform of management alternatives is designed to address these markets and facilitate the adoption of Agile practices by businesses.
Furthermore, cloud-based alternatives have a small, but fast growing share of the total application development and installation market, which includes Agile management alternatives.
Organizations that develop business applications and software-related products face a range of business challenges. These are usually directly attributable to legacy software development methods. These challenges include:
- Shortening time-to-market and increasing customer expectations. Competition for customers’ attention continues to intensify and, as a result, the importance of being first to market has significantly improved. With the proliferation of always-connected clients and mobile devices, Additionally, product reviews may be continuous and instantaneous. It becomes paramount that characteristics a product’s quality and consumer experience match or exceed customer expectations at launch, as poor client experiences can be readily shared. Customers’ demand for the speed and quality has set increased focus and pressure on how organizations handle the software development lifecycle.
- Limited transparency into big development projects. Comprehensively monitoring the improvement of multi-team development projects and actively monitoring their priorities are challenges. These challenges are exacerbated when projects are big and teams are globally distributed. For projects with priorities and continuously-evolving demands, the ability to keep visibility into quality and progress is more challenging. Organizations who utilize legacy software management offerings may have separate applications for each role and phase of the development lifecycle. These organizations struggle with , out-of-date status info that is siloed and have limited into the work in advance. The ability to effectively adapt, optimize decisions and allocate resources necessitates a view of their software development process together with all teams.
- For large-scale development projects, feedback and collaboration among developers, industry leaders and clients can be hard to coordinate. Collaboration must be continuous and the software development strategy has to allow for adaptation, since the comprehension of customer needs or business needs evolve.
- Difficult transition to alternative development approaches and solutions. Approaches and tools used for managing the software development lifecycle frequently reflect. Because of this, there is a resistance to change, even if change can be demonstrated to boost time-to-market, productivity or software quality. Generally, legacy software management tools do not support the cycles utilised in Agile development. These applications are non-intuitive usually stiff, costly and, requiring implementations, increasing the challenge to some development business or attempting adjustments to its own processes.
- Inflexible offerings. Conventional offerings for and approaches to managing the software development lifecycle can be hard to use or may lack the flexibility required to accommodate changing or varying goals and organizational needs. In addition to this downside, legacy offerings might require substantial resources and time to execute and can often be expensive. Further, after these offerings have been installed, updating, extending or adding new performance often necessitates bespoke development efforts which are time consuming and costly.