The document discusses how software drives innovation through systems of systems and the challenges of managing complexity in software delivery. It describes how IBM Rational helps balance investments between new projects and ongoing operations through improved efficiency, such as achieving 95% on-time delivery and fixing 95% of defects before release. The document also outlines how IBM Rational provides application lifecycle management across the software development process through integration, collaboration, and optimization to improve quality, reduce risk and cost, and better align with business priorities.

1. Jason Leonard & Kurt Solarte
March 2012
© 2011 IBM Corporation

2. Software drives today’s innovation for a smarter planet
Transforming the way we live, work, and play
2 © 2011 IBM Corporation

3. 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
3 © 2011 IBM Corporation

4. 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%
4 © 2011 IBM Corporation

5. Realities can stall software-driven innovation
Complexities in software delivery compounded by market pressures
Complex, Multi-platform Increasing
Systems and Applications Mandates
62% of companies have agile projects 2010 Spending in U.S. on governance,
requiring integration with legacy systems risk and compliance was $29.8 billion
Globally Distributed Software Cost
and Product Supply Chains Reduction
50% of outsourced projects 70% budget locked in maintenance and
are expected to under perform 37% of projects go over budget
Unpredictability Changing Requirements
in Software Delivery and Time to Market
62% of projects fail to meet 30% of project costs are due to rework
intended schedule and poor execution of requirements
5 © 2011 IBM Corporation

6. Core Business Process
Software Delivery is now a key business process & not getting any easier!
Business Supporting
Activities Process System
Design, Project Software ALM
Requirements Construction, Testing
& Analysis
& Change Delivery Platform
Integration Mgmt
Inventory Vendor Resource Supply Chain SCM
Mgmt Relations Planning Management
Customer Customer Customer Sales Customer
Acquisition Support Retention Forecasting Relationship CRM
Management
Human
Hiring Benefits Payroll Resources HR
Admin Admin Management
6 © 2011 IBM Corporation

7. IBM Rational software delivery and development transformation:
Improved Efficiency Means More Innovation
Investments
80%
Efficiency Measures 2006 2011
Maintenance
Innovation On time delivery 47% 95%
69%
Defect backlog in months >9 2.7
40%
58%
Beta defects fixed before GA 3% 95%
42%
31% Agile / iterative projects 5% 85%
0%
2006 2011
7 © 2011 IBM Corporation

8. Application Lifecycle Management @ IBM
Pittsburg
57,000+ total resources
Andover
Poughkeepsie Bedford, MA
London/Staines
Milton Keynes
worldwide
Princeton Bedford, NH Hursley
Somers Lexington
Cork Warwick
Southbury Westborough
Dublin York
NY, NY Westford Cambridge
Galway
Canada Stockholm
Toronto,Ottawa Helsinki
 Over
,Montreal, Victoria 200 Rational development projects
Krakow
(~3000 users) using Rational Team Concert Delft
Rational Development
Warsaw
 More than 250 other projects around IBM  Rational Customer Support
Boeblingen China
 For example – GBS Application Paris
Factory (AF)  WebSphere Development Beijing
Pornichet Shang Hai Yamato
team currently hosting 5000+ users  Lotus Development
Haifa
 Boarding time for new projects -  Tivoli Development
Cairo Taipei
less than one day Fairfax  IBM Research Division
Beaverton  Applicable to agile/iterative andRaleigh
Charlotte
Rome
 IBM Global Business Services
India
Kirkland waterfall projects Bangalore Malaysia
Lexington, KY
Seattle Atlanta Pune
Foster City Boca Raton Hyderabad Singapore
San Francisco Rochester Tampa Gurgaon
SVL/San Jose Boulder
Almaden Denver Gold Coast
Agoura Hills Lenexa,KA Perth Sydney
El Segundo Tucson Canberra
Costa Mesa Pheonix
Las Vegas Austin Sao Paulo
Dallas
El Salto
8 © 2011 IBM Corporation

9. Application Lifecycle Management drives the IBM transformation
Application Lifecycle Management coordinates the flow of
people, processes and information in an iterative cycle of
software delivery activities
-Custom developed projects
-Off the shelf packaged applications
-Enterprise applications
-Mobile applications
9 © 2011 IBM Corporation

10. Application Lifecycle Management in context
3 inter-related lifecycles of
Decide activity involving different
Enterprise Architecture and goals, timelines, roles,
processes and tools
Portfolio Planning
Develop
Application Lifecycle
Management
Deploy
Deployment Planning &
Automation
Integrate, Instrument & Improve
Help me oversee this entire value chain and incrementally improve
© 2011 IBM Corporation

11. Three key actions of transforming software and systems delivery
Integrate Collaborate Optimize
Connecting process Unifying teams Simplifying governance
and information Projects, and Plans, scope,
Software, data, and tools organizational cultures and measures
Realized benefits:
• Improved quality and time to market
• Reduced risk and cost
• Tighter alignment to business priorities
11 © 2011 IBM Corporation

12. ALM is about connecting the disciplines
PM / Planning Requirements Development Testing
 Business  Use Cases  TDD  Scenario-
Drivers  Nonfunctional  Build Driven
 Iterations Management Automation
 Sign-off
 Sign-off  Static  Exploratory
 Contract Test
 Contract Analysis
 Risk Assess  User
 Risk Assess  BVT
 Threat Model Involvement
 User  Source
 Test Management  Contract
Involvement Requirements Validation
 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
12 © 2011 IBM Corporation

13. Agenda
1 Introduction and current market situation
2 Delivering the 5 ALM imperatives
3 IBM Rational Application Lifecycle Management
4 Proven results
13 © 2011 IBM Corporation

14. What is required to deliver end-to-end visibility across teams,
tools and projects?
14 © 2011 IBM Corporation

15. Criteria for effective lifecycle management: 5 ALM imperatives
1. Real-time planning
2. Lifecycle traceability
3. In-Context collaboration
4. Development intelligence
5. Continuous improvement
15 © 2011 IBM Corporation

16. Criteria for effective lifecycle management: 5 ALM imperatives
• Real-time planning
• Lifecycle traceability
• In-Context collaboration
• Development intelligence
• Continuous improvement
16 © 2011 IBM Corporation

17. What is Real-time Planning?
Real-time Planning improves time to delivery by:
 Providing a single plan that spans requirements, development, and test, ensuring a
team understanding of the overall scope of a project
 Allowing everyone to participate in keeping the plan current and accurate
 Integrating planning with execution, ensuring the entire team understands the true
project status
 Helping teams respond to the unexpected in a timely manner ensuring the team
stays on schedule
Project Lead
Developer
Analyst
Quality
Architect Professional
Deployment
Engineer
17 © 2011 IBM Corporation

18. Imperative 1: Real-time Planning Tasks Tasks
Complete Planned
Don’t Do
Have plans that live outside of ALM environment where Plan across the entire team, not silos, by linking and populating
requirements, development and test plans are disconnected development and test plans from requirements.
and managed separately, or not at all.
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 where
assignments. updating time spent directly from the work item makes easy to
keep accurate plans.
18 © 2011 IBM Corporation

19. 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?
19 © 2011 IBM Corporation

20. Criteria for effective lifecycle management: 5 ALM imperatives
• Real-time planning
• Lifecycle traceability
• In-Context collaboration
• Development intelligence
• Continuous improvement
20 © 2011 IBM Corporation

21. What is Lifecycle Traceability?
Lifecycle Traceability improves quality by:
 Establishing relationships between software artifacts
 Helping you identify and close artifact gaps, ensuring coverage across disciplines
 Provides visibility into the completeness of planned items by inspecting all related artifacts
 Provides easy access to related artifacts ensuring everyone shares the same view
 Delivers transparency which enables everyone to make fully informed decisions
based business priorities
Instant access to details from any point in the development process
Customer Final Build Environment Supporting Requirements Initial Idea
Product Artifacts Systems Management
21 © 2011 IBM Corporation

22. Imperative 2: Lifecycle Traceability
Spreadsheets Glossaries
Folders
Stories
Defects
Models
Hyperlinks
Emails
Data Sprint Code
DB DB
Documents Test Scripts
Images
Builds
Don’t Do
Create silos of information with disconnected and incompatible Link deliverables and connect the dots so every deliverable has
tooling and terminology the proper upstream and downstream relationship
Email copies of deliverables to remote team members and Share links to deliverables with related deliverables context
break linkages 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
22 © 2011 IBM Corporation

23. 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
high priority requirements? resolved in this release?
What defects are reported What tradeoffs can we make
against which requirements? to 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, has changed
Where are the Are build times
on which environment
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 changes What defects have been
do a patch? occurred overnight? How can I speed up my builds? addressed since the last build?
23 © 2011 IBM Corporation

24. Criteria for effective lifecycle management: 5 ALM imperatives
• Real-time planning
• Lifecycle traceability
• In-Context collaboration
• Development intelligence
• Continuous improvement
24 © 2011 IBM Corporation

25. What is In-Context Collaboration?
In-Context Collaboration improves product
value by:
Making information immediately accessible
to all team members in the context of their
work
Empowering teams to collaborate on and
review software development artifacts so they
can incorporate feedback early and often
Providing single source of truth hosted in a
shared repository so that team members can
collaborate effectively around the globe
25 © 2011 IBM Corporation

26. Imperative 3: In-Context Collaboration
Don’t Do
Unified teams share linked data providing visibility into each
Create an environment of silo’d teams and disconnected data
others work.
Manually collect status reports or Collaboration is also about knowing what is going on without
wait for status meetings to take action 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. Use
Rely on email discussions.
lifecycle queries to answer more meaningful questions such as
“Which requirements are affected by defects?
26
26 © 2011 IBM Corporation

27. Test your In-Context 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?
27 © 2011 IBM Corporation

28. Criteria for effective lifecycle management: 5 ALM imperatives
• Real-time planning
• Lifecycle traceability
• In-Context collaboration
• Development intelligence
• Continuous improvement
28 © 2011 IBM Corporation

29. What is Development Intelligence?
Development Intelligence improves predictability by:
 Applying Business Intelligence techniques to software and systems development
 Enabling fact-based decision making (to communicate status, monitor progress,
diagnose problems, identify corrective actions)
 Steering projects and programs to deliver on-time
Measurement practices impact project success
Strong measurement practice
Weak measurement practice
Source: Capers Jones, Measurement, Metrics and Industry Leadership, 2009 and Software Engineering Best Practices, McGraw Hill, 2010.
29 © 2011 IBM Corporation

30. Imperative 4: Development Intelligence
Don’t Do
Manually collect data by hounding the team for status reports. Use live dashboards that provide transparency of 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.
Expect to get it right the first time. Develop measures you use, eliminate ones you don’t
30 © 2011 IBM Corporation

31. From In Process (Team) To Executive Value
Appropriate Metrics for Each Management level
Team Middle Management Development Executive
Dimensions
(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
Product Cost Effort (Man-hours)
Cost / Unit of work
Development / Maintenance
Costs
Product Quality Technical Debt (Defect trend, defect density)
Test Status, Test Coverage of Requirement, Test Execution Status
Quality at Ship
Predictability 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
31 © 2011 IBM Corporation

32. 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.
32 © 2011 IBM Corporation

33. 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
33 © 2011 IBM Corporation

34. Use dashboards to provide that 1 view of project health
34 © 2011 IBM Corporation

35. Test your lifecycle 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?
35 © 2011 IBM Corporation

36. Criteria for effective lifecycle management: 5 ALM imperatives
• Real-time planning
• Lifecycle traceability
• In-Context collaboration
• Development intelligence
• Continuous improvement
36 © 2011 IBM Corporation

37. What is Continuous Improvement?
Continuous Improvement reduces cost by:
 Improving software delivery through the ongoing adoption of best practices and
automation to reduce manual, non-creative and error prone tasks
 Promoting incremental improvement of a project when needed
 Enabling breakthrough improvement by capturing best practices and reusing across
teams
 Allowing everyone to participate with easy to adopt best practices at your fingertips.
“Successful analytics requires taking it beyond
software and reporting, and into the realm of
management practices and operations improvement”
Information Management Online, February 23, 2011
37 © 2011 IBM Corporation

38. Imperative 5: Continuous 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 unnecessary burden. Learn from what other teams have done and leverage 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.
38 © 2011 IBM Corporation

39. Test your Continuous 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?
39 © 2011 IBM Corporation

40. Criteria for effective lifecycle management: ALM imperatives
• Accelerate time to delivery with Real-time Planning
• Improve quality with Lifecycle Traceability
• Maximise product value with In-Context Collaboration
• Refine predictability with Development Intelligence
• Reduce costs with Continuous Improvement
Learn more at: https://jazz.net/library/article/637
40 © 2011 IBM Corporation

41. Agenda
1 Introduction and current market situation
2 Delivering the 5 ALM imperatives
3 IBM Rational Application Lifecycle Management
4 Proven results
41 © 2011 IBM Corporation

42. Reminder: 3 key actions of transforming software and systems delivery
Integrate Collaborate Optimize
Connecting process Unifying teams Simplifying governance
and information Projects, and Plans, scope,
Software, data, and tools organizational cultures and measures
Realized benefits:
• Improved quality and time to market
• Reduced risk and cost
• Tighter alignment to business priorities
42 © 2011 IBM Corporation

43. Traditional Approaches To ALM Integration Have Fallen Short
Limited choice and coverage
Single repository Point-to-point integrations
- Hard to add existing (legacy) - Limited coverage: there are too
tools many tools to cover more than a
small fraction of possibilities
- Difficult to evolve tools
individually
Monolithic - Tight dependencies between
- Limited to a single vendor’s Repository tools require lockstep upgrades
tools or affiliates - Proprietary APIs create vendor
lock-in
Universal metadata standard Standard implementations
- Too slow to complete to keep pace - Requires “forklift” rip and
with the market replace of existing tools
- Hostage to vendor in-fighting - Hard to get widespread vendor
- Difficult to migrate existing project support
data and assets - Insufficiently flexible to address
different user approaches
Slow to emerge and disruptive to adopt
43 © 2011 IBM Corporation

44. Jazz is a platform for transforming software delivery
Jazz is…
Rational Third party Business Partner
c
Offerings Offerings Offerings
 Our vision of the future of
systems and software delivery
 A scalable, extensible team
Business Product Collaborative
collaboration platform
Planning & & Project Lifecycle Compliance
Your Alignment Management & Security Engineering
Management
Future
IBM
existing
capabilities
& Software
Tools
3rd-Party
Jazz  An integration architecture
Capabilities
Capabilities
Best Practice Processes enabling mashups and non-
Jazz products to participate
Administration:
Collaboration Users, projects,
 A community at Jazz.net where
Presentation: Storage process
Mashups Discovery Query
Jazz products are built
 An evolution of our portfolio
over time
homegrown
Hudson
44 © 2011 IBM Corporation

45. Rational Next Generation Application Lifecycle Management
Jazz is…
Rational Third party Business Partner
c
Offerings Offerings Offerings
 Our vision of the future of
systems and software delivery
 A scalable, extensible team
collaboration platform
 An integration architecture
enabling mashups and non-
Jazz products to participate
 A community at Jazz.net where
Jazz products are built
 An evolution of our portfolio
over time
homegrown
Hudson
45 © 2011 IBM Corporation

46. Open Services for Lifecycle Collaboration (OSLC)
An initiative aimed at simplifying data linking and tool integration
across the lifecycle
Open Services for
Lifecycle Collaboration
Barriers to sharing resources  Community Driven – specified at open-
and assets among tools services.net
Multiple vendors, open
source projects, and in-house  Specifications for ALM, PLM and DevOps
tools Interoperability
Private vocabularies, formats
and stores  Inspired by Internet architecture
 Loosely coupled integration with “just enough”
Entanglement of tools with standardization
their data  Common resource formats and services
 A different approach to industry-wide
proliferation
Learn more at: http://open-services.net/
46 © 2011 IBM Corporation

47. Achieve break through benefits with IBM’s ALM platform
Advantages over other approaches
OpenSource and point IBM provides an integrated lifecycle solution that
vendors enables cross-vendor integration unlike the vendors in
this category
Vendors that integrate IBM enables the integration and transparency needed
aspects of design, across the full lifecycle unlike other vendors in this
development & category
deployment, but not the
whole lifecycle
Vendors promoting IBM offers an open, standards-based platform unlike
comprehensive vendors in this category. IBM also enables business
application and systems planning and alignment
lifecycle solutions
47 © 2011 IBM Corporation

48. Agenda
1 Introduction and current market situation
2 Delivering the 5 ALM imperatives
3 IBM Rational Application Lifecycle Management
4 Proven results
48 © 2011 IBM Corporation

49. Application Lifecycle Management @ IBM
Pittsburg
57,000+ total resources
Andover
Poughkeepsie Bedford, MA
London/Staines
Milton Keynes
worldwide
Princeton Bedford, NH Hursley
Somers Lexington
Cork Warwick
Southbury Westborough
Dublin York
NY, NY Westford Cambridge
Galway
Canada Stockholm
Toronto,Ottawa Helsinki
 Over
,Montreal, Victoria 200 Rational development projects
Krakow
(~3000 users) using Rational Team Concert Delft
Rational Development
Warsaw
 More than 250 other projects around IBM  Rational Customer Support
Boeblingen China
 For example – GBS Application Paris
Factory (AF)  WebSphere Development Beijing
Pornichet Shang Hai Yamato
team currently hosting 5000+ users  Lotus Development
Haifa
 Boarding time for new projects -  Tivoli Development
Cairo Taipei
less than one day Fairfax  IBM Research Division
Beaverton  Applicable to agile/iterative andRaleigh
Charlotte
Rome
 IBM Global Business Services
India
Kirkland waterfall projects Bangalore Malaysia
Lexington, KY
Seattle Atlanta Pune
Foster City Boca Raton Hyderabad Singapore
San Francisco Rochester Tampa Gurgaon
SVL/San Jose Boulder
Almaden Denver Gold Coast
Agoura Hills Lenexa,KA Perth Sydney
El Segundo Tucson Canberra
Costa Mesa Pheonix
Las Vegas Austin Sao Paulo
Dallas
El Salto
49 © 2011 IBM Corporation

50. 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.
50 © 2011 IBM Corporation

51. Realised Customer results – 5 ALM imperatives
From our region and across the globe
1. Accelerate time to delivery with Real-time
Planning
- GM reduced time to market, delivering new
model cars to market in only 29 months
51 © 2011 IBM Corporation

52. Realised Customer results – 5 ALM imperatives
From our region and across the globe
2. Improve quality with Lifecycle
Traceability
- Nationwide is delivering innovative
services in 1/3 the time and cost
52 © 2011 IBM Corporation

53. Realised Customer results – 5 ALM imperatives
From our region and across the globe
3. Maximise product value with In-Context
Collaboration
- A medium sized insurance company in Australia
reduced headcount while tripling complexity and
doubling productivity
53 © 2011 IBM Corporation

54. Realised Customer results – 5 ALM imperatives continued..
From our region and across the globe
4. Refine predictability with Development
Intelligence
- Danske Bank cuts time to market by 50%
“Rational Team Concert software is the backbone of Danske Bank’s agile
development process and is adjusted to the special needs of the bank. Besides,
we expect that Rational Team Concert will also support the waterfall methods in
the longer term,” Peter Rasmussen, senior vice president, IT development
processes and tools, Danske Bank Group
54 © 2011 IBM Corporation

55. Realised Customer results – 5 ALM imperatives continued..
From our region and across the globe
5. Reduce costs with Continuous Improvement
- ANZ Bank is reducing test cycles by 30% and
deployment cycles by 50%
- Saving millions each year
55 © 2011 IBM Corporation

56. Gartner MarketScope for Application Life Cycle Management
IBM Rational 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.
56 © 2011 IBM Corporation

57. Ensure Success with IBM Rational Application Lifecycle
Management
Measured Instructor-led Agile
improvement workshops
Deployment services Online training courses
Product Adoption Rational Training and
Quick starts Certification courses
Process tailoring Software support
Agile practices Accelerated Value Program
Best Practices Technical Training and World-class
and methodology Services Mentoring Support
57 © 2011 IBM Corporation

60. www.ibm.com/software/rational
© 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.
60 © 2011 IBM Corporation