1. © 2011 IBM Corporation Working Smarter Not Harder: Tips and Tricks for Strategic Asset Reuse Andy Gurd, Go to Market Manager IBM Software, Rational

2. © 2011 IBM Corporation Software and Systems Engineering | Rational 2

3. © 2011 IBM Corporation Software and Systems Engineering | Rational 3 http://www.thedaily.com/page/2011/11/07/110711-news-navy-ship-1-4/

4. © 2011 IBM Corporation Software and Systems Engineering | Rational 4 Benefits of a strategic approach to reuse  Economy of Scale  Cost Savings from Efficiency and Productivity  Faster Profits from Faster Time to Market  Better Products from Better Quality 4

5. © 2011 IBM Corporation Software and Systems Engineering | Rational 5 IBM is helping to address the complexity challenge with two approaches Variant Management Through Domain Specific Reuse: Variant management approach that enables companies to strategically reuse systems and software assets within a development domain – starting with an “entry point”. Product Line Engineering: New generation lifecycle approach that enables the shift from asset reuse to asset sharing – across an entire product line portfolio and throughout each stage of the lifecycle. Enables feature-based product line engineering and automated production for delivering a complex portfolio of products, with less time and cost

6. © 2011 IBM Corporation Software and Systems Engineering | Rational 6

7. © 2011 IBM Corporation Software and Systems Engineering | Rational 7 Converge Business and Engineering Innovative Ways to Solicit Ideas Evaluate Features & Functions Define Consistent Criteria Understand Decision Process Manage Innovation & Change Align engineering capability with biz objectives – vice/versa Minimize missed market opportunity Leverage social media Engineering capability and feedback Supply chain feedback Customer feedbacks Target investment levels IT Goals Strategy/business Financial/enterprise ROI/portfolio Coordination/initiative Project/product/team Allows for accountability and transparency Trade-analysis and weighting process Expose “how” the decision process to the organization Develop method to balance subjective and objective value Manage change/defect/ improvement/ innovation Re-evaluate value Understand financial impact Don't develop what not wanted – do right thing right Product and Portfolio Management Approach

8. © 2011 IBM Corporation Software and Systems Engineering | Rational 8 Requirements Engineering Approach Structural and Behavior Analysis Lifecycle Traceability Communicate Understand and define Change and impact analysis Validate and Analyze Tracelinks, trace- modules Data to support compliance Understand trace from variation to requirements Translate business to product requirements Translate product to feature/function requirements Identify variation points Define common assets Manage change of feature or function Identify origin and impact of defect Trace variation to test plan and back to products impacted Understand impact across lifecycle Visualize system and variation points Design reusable models/assets Simplify complexity – variation Specify business rules Define feature profiles Manage change in product line

9. © 2011 IBM Corporation Software and Systems Engineering | Rational 9 Model-Based Systems Engineering Approach Software Re-use Graphical Design Collaboration Componentization Behavioral Simulation Systems Modeling Architecture discovery Common Services Code visualization SW Frameworks Inheritance clone and own software libraries Provides visual representation of product (s) Design patterns Standard languages to get multiple product teams on same page Transition from architecture to product components Product specific Makefile and test generation Traceability Code mining  Develop product line what/if scenarios  Understand & document product line decisions for n th product cross domain

10. © 2011 IBM Corporation Software and Systems Engineering | Rational 10 Change and Configuration Management Approach Introducing Collaboration, Workflows and Reporting Defects Diff and Merge Project Management Build Management Componentization Tasks and Views Allows team growth Needed to keep large teams in synch Increase in number of product variations Need to deliver differentiating apps on the devices Speeds build process Allows product specific builds Ability to add functionality to specific products Reuse is enabled by knowing your components Grouping of work items as needed Focus on delivery of artifacts in cross product fashion Apply same defect fix to multiple streams Diff streams for mining purposes Same issue can affect multiple products

11. © 2011 IBM Corporation Software and Systems Engineering | Rational 11 Quality Management Approach Defect Identification Reporting Quality Metrics Collaborative Test Planning Each feature (with all of its variants) Each product (with unique variants) Core features of product line Quality progress per product line, product and feature Consolidated reports Define product line test strategy and planning Identify unique features, test configurations, I/O’s, entry/exit criteria Identify common and unique test steps Product requirements to test coverage Product line metrics Product specific metrics

12. © 2011 IBM Corporation Software and Systems Engineering | Rational 12 IBM Rational Systems & Software Engineering Solution extended with product & portfolio management Product and Portfolio Management Focal Point

13. © 2011 IBM Corporation Software and Systems Engineering | Rational 13

14. © 2011 IBM Corporation Software and Systems Engineering | Rational 14 Lifecycle Approach to Product Line Engineering 14 Product line Features and functions Requirements Design models Development assets Test cases Product generator Requirements engineers Architects Development engineers Quality engineers

15. © 2011 IBM Corporation Software and Systems Engineering | Rational 15 BigLever Software  BigLever Software™ is the leading provider of systems and software product line engineering framework, tools and services. BigLever's patented Gears™ solution dramatically simplifies the creation, evolution and maintenance of systems and software for a product line – a portfolio of similar products or systems with variations in features and functions.  With Gears, development organizations can reduce costs and bring new product line features and products to market faster, enabling businesses to more reliably target and hit strategic market windows.  BigLever Bridge solutions for the IBM Rational toolset include DOORS, Rhapsody, Rational Quality Manager, Synergy and ClearCase. BigLever and IBM also offer methodology integrations for Rational Publishing Engine, Focal Point and Rational Team Concert.  www.biglever.com www.biglever.com

16. © 2011 IBM Corporation Software and Systems Engineering | Rational 16 Simplify soft asset management and delivery: IBM Rational - Team Concert, Synergy, ClearCase, and BuildForge Feature-based variation management and automated production BigLever Gears SPL Framework Manage requirements diversity IBM Rational DOORS Implement variants with MDD IBM Rational Rhapsody Increase product quality IBM Rational Quality Manager Collaborative development IBM Rational Team Concert Improve product line management IBM Rational Focal Point IBM & BigLever PLE solution: BigLever Gears Software Product Line (SPL) Lifecycle Framework integrations for the IBM Rational Solution for Systems and Software Engineering

17. © 2011 IBM Corporation Software and Systems Engineering | Rational 17 Enables Feature-based Consolidation of ALM, PLM & PLE

18. © 2011 IBM Corporation Software and Systems Engineering | Rational 18 Delivering Measurable Benefits  Provide an innovative and pragmatic solution for systems and software product line engineering, design and delivery.  Increase the scope of product diversity and scale of different products that can be effectively delivered in a product line.  Boost productivity and efficiency.  Decrease per-product development cost, potentially resulting in higher profit margins.  Reduce time to market for new and updated products.  Increase agility to react to new opportunities and changing marketplace conditions.  Improve product quality by reducing defect density and improving risk management.

19. © 2011 IBM Corporation Software and Systems Engineering | Rational 19 Strategic Asset Reuse Solutions Alignment of Business Objectives and Engineering Capabilities Approaches: Variant Management via Domain Specific reuse  Define entry points  Build strategy to leverage existing artifacts within and across domains  Product and Portfolio Management  Requirements Engineering  Model-Driven Approach  Change and Configuration Management  Quality Management Lifecycle PLE  Define product line features, profiles and variation points  Establish automated feature-based production line Solutions: IBM Rational Solution for System and Software Engineering  OSLC and Jazz based  Technology  Best practices  Industry expertise  Services  Collaborative cross-domain integrations IBM and BigLever PLE Solution  PLE Engineering Lifecycle Framework  Automated feature-based production system  Pragmatic 3-Tiered Methodology  Industry-leading PLE technology, expertise & services Strategic reuse to new generation lifecycle approach

20. © 2011 IBM Corporation Software and Systems Engineering | Rational 20 Summary  Complexity can rapidly increase as you develop variations of your products and systems  Maintaining the various systems relationships manually is very difficult – maybe impossible  IBM’s Solution for Systems and Software Engineering helps you manage elements of reuse across the systems engineering lifecycle  The IBM Rational and BigLever Software PLE Solution provides leading technology, best practices and the BigLever Gears SPL Lifecycle Framework  Strategic reuse enables flexibility, economies of scale & diversification

21. © 2011 IBM Corporation Software and Systems Engineering | Rational 21 © 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. www.ibm.com/software/rational

22. © 2011 IBM Corporation Software and Systems Engineering | Rational 22 www.ibm.com/software/rational