Having personally done extensive work with many Organisations over the years to help them create, adapt and implement various types of SDLCs for specific transformational needs, I found the recent article by Mark Kennaley very insightful as a categorised summary of the types of Methods that exist.
Mark describes how the various Software Development Methods (used during an SDLC) often reflect the culture, structure and processes of the Organisation and promotes either positive or negative characteristics when it comes to Delivery of Solutions that meet Business needs.
He states that the typical negative impact on an organisation manifests itself in various costly ways:
…Each time an organization embraces a new methodology, it triggers a large change management exercise. Within IT, this change typically involves a three-to-five year process that results in the following direct costs for a 1,000-person IT organization:
Consulting, training, and mentoring costs to go from novice to competent, and even expert, using Stuart and Hubert Dreyfus’ skill acquisition model. For 1,000 people, this can cost $1 million to $2 million.
Knowledge management, to avoid the risk of relying on tacit knowledge in the heads of coaches and consultants. If performed, the capture of standard work, or “our way of working,” results in more than $1 million in costs related to process-related software.
Changes in approach can also trigger the need for new process management tools. Cost can range from free to $1 million or more.
Costs related to putting a new software delivery infrastructure in place. Hitting the reset button can cost upward of $5 million.
Between now and year-end 2014 an intensifying focus on process-related skills, competencies and competitive differentiators will increasingly separate process excellence leaders from the laggards among the Global 2000, according to Gartner, Inc. Gartner has identified some of its key predictions for business process management (BPM) in 2011 and beyond.
“A key theme in our BPM predictions for 2011 is the rising focus on making business process improvement (BPI) a core competency of the organization — and on the capabilities and tools required to gain that competency,” said John Dixon, research director at Gartner. “Increasing process skills in the Global 2000 will further separate the companies with enlightened process experts from those that are simply competent in the basics — and will intensify the negative repercussions and devastating consequences from public exposure of process weakness.”
It goes on to state that:
Between now and year-end 2014, overlooked but easily detectable business process defects will topple 10 Global 2000 companies.
By 2015, context-aware computing will be used to rejuvenate at least 25 percent of “commodity” enterprise processes that are currently perceived as “low value.”
By 2014, process templates from “nontraditional application vendors” will be included in the shortlisted options for 70 percent of application purchases.
General BPM certification will grow in value but will not be materially relevant to BPM hiring decisions before 2015.
Would love to hear your thoughts on how well prepared your organisation is.