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Frequently performed procedures triggered by software development and changes are optimised and, where possible and appropriate, automated.

Candidates for further elaboration:

Configurations of all relevant environments and deployments are adequately managed.
Delivery may be combined with deployment?
Deployment and management of instances are closely related

  • Building packaging for all target platforms and environments.
  • Incorporation of quality standards, with possible automation.
  • Incorporation of testing, with possible automation. (Quality checks and tests are performed and automated where and when appropriate.)
  • Automation configuration management system to ease deployments in line with deployment policies.

Implementation hints

Details on what is available in term of tools, guidance or practices. One tool can support several target areas and specific goals.

Paweł Sierota Please add some related notes on Bamboo here and elsewhere where appropriate, without specifically referring to Bamboo.

Management of implementation and development issues

Management of implementation and development issues

Issues reported by stakeholders, developers or testers are documented, Issues reported by stakeholders, developers or testers are documented, stored and managed in a controlled way using tools such as request and issue trackers. Possible characteristics include:

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Review the achieved results and related QA activities with the customer and other stakeholders, on the specific parameters of interest to them and whether the system is in line with their expectations or, even better, needs.

NOTE: There are very useful illustrations at https://www.easterbrook.ca/steve/2010/11/the-difference-between-verification-and-validation/

Retrospection in quality assurance processes

Retrospection in quality assurance processes

Based on the QA Based on the QA activities (reviews and tests), retrospection sessions are conducted with a focus on improvement and optimisation of the development process and overcoming or avoidance of identified issues.

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Technical debt is often handled separately from standard changes or emergency changes, as the related modifications may require changes at a number of places and may impose greater risks and have a larger impact on the operation of the system. Such changes are therefore often separately planned within the roadmap, handled in separate branches, and may even include an operating environment, piloting period or early life support of their own, and include dealing early adopters and gradual migration of users. All this may result in additional requirements and concerns for software teams.

Software product management (DRAFT - only partially in WP9T2 scope)

A number of aspects of software product management involve the software development team. This TA is traditionally not a part of the software governance responsibilities of software development teams, but as they are getting a more pronounced role in maximising the revenue or value of the software-driven product throughout its lifecycle by working together or interfacing with the product management business function. In the GN context, the role of the software project team is in this area is determined by the level of the involvement of the dedicated project and product management personnel, which may be limited for smaller software projects, but also the capacities of the software leadership in this field. Furthermore, here described subtopics may be strongly linked to the more traditional duties of software teams described in the preceding target areas.

See for inspiration:

Topics that could be placed into SGs:

  • 6.2 Market research
  • 6.2 Concept or vision development
  • 6.2 Participation in idea creation and generation
  • 6.3 Collection and prioritisation of business requirements
  • 6.2 Gathering and analysis of other offerings, user needs and market gaps and niches in order to develop and prioritise business or product requirements
  • 6.3 Aligning the product with the market
  • 6.3 Constructing and optimising the value chain
  • 6.1 Interacting with or participating in or acting as marketing, sales, logistics, finance, procurement, customer service/service desk, installation, distribution...
  • 6.3 Translation of business and marketing requirements to product and software requirements
  • 6.3 (Participation in) management of business cases
  • 6.3 (Participation in) management of product roadmap (related but different from software roadmap)
  • 6.5 Soliciting/elicitating and analysing customer feedback and suggestions
  • 6.5 Comparative analysis of the performance of the product on the market against competitive products
  • 6.1 Contribution to product/service portfolio management

Liaison with product owner, sponsor or governing body (name this entity for GN?)

How to keep the product and team aligned with programme/organisational management. High-level planning, reporting and monitoring.

Market research, analysis and positioning

Strategic management

See above. Could limit to initial strategy and positioning, adjustments, opportunity discovery, product/market segmentation, roadmap management.

Dissemination and promotion

Including marketing strategy

Collecting customer feedback and product tuning

To maximise impact and value

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