ACOSM2010: Measuring the Deployment of IBM Rational Unified Process Key Principles in Your Organization with a Balanced Scorecard Looking at People, Process and Technology

Measuring the Deployment of IBM Rational Unified Process Key Principles in Your Organization with a Balanced Scorecard Looking at People, Process and Technology

André Joubert, Independent Consultant, UML Solutions, South Africa

Abstract

Improving an organization's software development process capabilities helps the organization to gain competency in the key principles for software development impacting business outcomes most. Delegates will be shown how to develop and use a balanced scorecard in order to implement a structured approach helping software and systems delivery teams to drive business innovation through measured and continuous process improvement. The balanced scorecard (which takes into account People, Process and Technology) will help attendees to understand how they can accurately measure, manage, and incrementally improve their software delivery capability through:

• Adopting an incremental, measured approach to transformation with regards to People, Process and Technology
• Focussing on the core practices and key principles that matter most and that can materialize into business value the quickest
• How Australia compares to the rest of the world in governance of IT
• Accelerating software development process improvement through ready to use assets, including training modules, process frameworks, and tools.

Key Points

• A clear understanding of the importance of and inter-relationships between the 3 major components constituting any IT organization, namely People, Process and Technology
• An understanding of what the key principles for successful software development are, as prescribed by the IBM Rational Unified Process, and how these key principles inter-relate to each other
• An understanding of to derive and use a balanced scorecard in order to implement a structured approach helping software and systems delivery teams in their organization with continuous IT process improvement efforts
• Guidance (through demonstration) on how to put together a balanced scorecard (considering People, Process and Technology), which can help them to accurately measure, manage, and incrementally improve their organization's software delivery capability
• The ability to accelerate software development process improvement in their organization through ready to use assets, including training modules, process frameworks, and tools.

Biography

André Joubert had been involved at large organisations in South Africa for the past 13 years as independent consultant in the Software Process Improvement domain.  These organizations included TolLink, ABSA Bank, Standard Bank, Nedcor Bank, Telkom, FACE Technlogies, ESKOM, South African Revenue Services, Mobile Telephone Networks, and IBM(SA).