Application Lifecycle Management

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Application Lifecycle Management
Market Report, September 2005, 1495 €

Description

Many businesses find that commercial software fails to meet their exact needs, and that they have to either develop their own software in-house, or pay experts to do this task for them – and in either case, software development has to be done.
However, software development projects have a very poor track record, and tend to be delivered late and/or fail to meet the expectations of the business and its management.
The larger the project, the greater the difficulties that are reported after it fails – good examples of this include most Government software projects, which tend to run millions over budget and then underperform spectacularly.
This Report looks at the reasons why application development projects often go so badly wrong, and why so many efforts to correct predictable problems also fail.
One of the most important reasons is that there is an enormous gap between the developers who work on application projects, and the managers who set the goals of the projects.
Regardless of how good the technology may be that is being used, if these two groups do not talk to each other, the project is at risk of failure – and most project managers seem to be at a loss how to deal with this problem.
Best practices designed to manage the above issue, along with other related problems along the whole application development lifecycle, are provided throughout this Report.
The emphasis in application development today is very much on management: the need to manage the end-to-end application lifecycle process, including management of applications once they are released into production, the need to manage feedback between different lifecycle phases, and the need to manage project resources and costs.
There is increasing recognition that IT needs to be made transparent to the business and fit within mainstream business management.
For that to happen the cultural divide between IT and the business will need to be bridged: there are new tools and methods that can facilitate that process when management is willing to take a more active role in aligning IT with the business.
One of the drivers that is making that happen is compliance and IT governance.
The pressures stemming from compliance and internal governance are considerable today, leading to the need to manage the whole application development lifecycle.
The code that is developed and deployed within enterprise applications is not only subject to increased control and scrutiny, but must also be aligned to the objectives and constraints of the business as a whole.
In short, the application development process has become of strategic importance within the organisation.

Sommaire

Many businesses find that commercial software fails to meet their exact needs, and that they have to either develop their own software in-house, or pay experts to do this task for them – and in either case, software development has to be done. However, software development projects have a very poor track record, and tend to be delivered late and/or fail to meet the expectations of the business and its management. The larger the project, the greater the difficulties that are reported after it fails – good examples of this include most Government software projects, which tend to run millions over budget and then underperform spectacularly.

This Report looks at the reasons why application development projects often go so badly wrong, and why so many efforts to correct predictable problems also fail. One of the most important reasons is that there is an enormous gap between the developers who work on application projects, and the managers who set the goals of the projects. Regardless of how good the technology may be that is being used, if these two groups do not talk to each other, the project is at risk of failure – and most project managers seem to be at a loss how to deal with this problem. Best practices designed to manage the above issue, along with other related problems along the whole application development lifecycle, are provided throughout this Report.

The emphasis in application development today is very much on management: the need to manage the end-to-end application lifecycle process, including management of applications once they are released into production, the need to manage feedback between different lifecycle phases, and the need to manage project resources and costs. There is increasing recognition that IT needs to be made transparent to the business and fit within mainstream business management. For that to happen the cultural divide between IT and the business will need to be bridged: there are new tools and methods that can facilitate that process when management is willing to take a more active role in aligning IT with the business. One of the drivers that is making that happen is compliance and IT governance.

The pressures stemming from compliance and internal governance are considerable today, leading to the need to manage the whole application development lifecycle. The code that is developed and deployed within enterprise applications is not only subject to increased control and scrutiny, but must also be aligned to the objectives and constraints of the business as a whole. In short, the application development process has become of strategic importance within the organisation.