Employees are bringing more and more mobile devices to the enterprise, requiring companies to determine how they can best satisfy employees’ business needs while encountering varying operating systems.
Marcio Cyrillo, head of mobile strategy at Ci&T, explains that companies view the influx of mobile devices in the workplace as an opportunity to increase productivity and also to communicate to employees that the company is on the cutting edge of technology, encouraging employees to work remotely as well as on site. They want to embrace mobile because they know it is here to stay.
While we will still need a desktop for certain tasks, mobile increasingly provides businesses with useful tools and enhances productivity. “This is where we are headed: integration with legacy systems and corporate systems providing me the right information wherever I am, in the right context. This is how mobility can really transform the industry, making companies more competitive and very targeted. Our teams are more efficient because they have the right information in the right context,” says Cyrillo.
Clients started approaching Ci&T saying they no longer wanted to develop for iOS only; they wanted something that could be deployed to both iOS and Android. While it was sometimes challenging at first to develop on non-native platforms— they used PhoneGap and Titanium, which they were already familiar with—they were able to overcome them and carry out successful hybrid development.
Hybrid development is a useful approach for companies wanting to streamline their mobile development practices, though it doesn’t allow for applications to perform exactly the same way as when they are developed on native platforms. “But for companies, it’s a fantastic thing because now you have one source code and then two tweaks, or two implementations, just a small part of it, to make the source code deployable on different platforms. For companies, it’s the best approach right now because you don’t need two teams working on the same application.”
Now HTML5 is the standard for hybrid development, according to Cyrillo. It does have some limitations, but some of those will change with iOS 6. Still, Cyrillo sees HTML5 as being more important for mobile Web applications in the future, “millions of people will be coding with it and not even realize what is behind it.”
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Pre-deployment testing has always been important, but now we are much more aware of it, as many high-profile failures are related to performance, according to Theresa Lanowitz, founder of voke, inc. She discussed the importance of performance testing, the distinction between “apps” and “applications” and mobile testing trends.
Careful testing of software is critical because “the software that runs your company is now inextricably linked to your brand. So your brand is reflected through the software you are putting out there; your brand is reflected through the software that your customers are using,” said Lanowitz.
Testing tools and approaches must meet numerous performance testing standards in both pre-deployment testing as well as infrastructure testing. In a recent voke press release announcing the voke Market Mover Array™ Report: Testing Platforms, Lanowitz stated, “Organizations can no longer dictate where, when, or how software is used. Workers are mobile, customers are global and every individual has a preference as to how they want to consume software. As a result, the testing market of the future will not have one dominant vendor; rather the market will be defined by software from testing vendors that is open and integrated with a wide variety of tooling options.” In response to this need, voke offers analysis of a number of vendor tools.
Companies must thoroughly test both apps and applications, as both are critical to business functions and company branding. Lanowitz explained the differences between these two categories: “The term app has evolved into our daily lexicon to mean something that is really small, consumable, easy to use, lives on our smartphone—and you’re certainly not going to run your entire company from a mobile app, whereas you’re going to have everything you need on these applications that are inside your organization.” Yet, businesses are using apps to become more competitive and appeal to their customers in new and varied ways.
Testing across various devices, operating systems and networks presents complex challenges for testers. And the market is responding. “We’re seeing this proliferation of mobile test vendors come about, and it’s great to see that. These mobile testing vendors are doing a really great job of building out that incredibly complex matrix and helping people figure out: when you’re doing your development, which devices do you test on? Which operating systems are you going to test on? What do you build for? Once you start to expand your testing, you go a little bit further. And then once you put it into production, here are the devices and operating systems we’re going to support. And that’s something enterprises really need to have a strategy for.”
“Performance is really central to the success of every app and application—performance and security.” Lanowitz concluded. “A lot of these newer types of technologies, these newer platforms that we have to be concerned about that are adding another layer of complexity, bring about the need for performance and security in a bigger way.”
The old adage, “An ounce of prevention is worth a pound of cure” applies to application development, particularly now, when applications are going mobile and social at unprecedented rates, according to Shunra Chairman and CEO Gary Jackson. He and Senior Director of Product Management, Dave Berg, spoke about Shunra’s latest pre-deployment application performance testing services and recent partnerships with application testing providers HP, SOASTA, Jamo and Keynote DeviceAnywhere.
Pre-deployment testing is perhaps more critical now than in the past due to “mobile and the speed at which enterprises are now releasing mobile applications. Whereas a few years ago you might have a month, six months or even a year between release cycles, now you sometimes have to get a new product or upgrade out in a matter of weeks or days. Agile has also contributed to this increased speed in lifecycle development,” Jackson explained.
There is increased pressure to rapidly and accurately distribute applications across various devices, networks and operating systems. Even so, “You don’t want your end users to be your testers,” says Dave Berg. Now more than ever it is important that end users receive the best possible product, as failures are costly and go public quickly.
One of the challenges with mobile app performance testing has been that while one user can conduct performance testing on their phone, using a particular carrier, in a particular geographical location, and other users can test on their respective devices and networks, it was difficult to re-create the same testing conditions again and again. Shunra now makes it possible to test and retest under the exact same conditions to fix performance issues, according to Berg. Shunra maintains a database of conditions from multiple sources, allowing you to incorporate them with load testing and functional testing as well.
Just as preventive healthcare reduces the costs associated with treatment of illnesses, addressing performance issues prior to deployment can produce tremendous cost savings. Several studies have pointed to the fact that “60% of the total cost in an application’s lifecycle comes from remediating performance related issues after the app has been deployed,” according to Jackson. He continued, “If you cut that number down just a few points, you will see astronomical savings and ROI on the pre-deployment testing you performed. It is often close to 100 to one in cost savings.”
Mik Kersten, CEO of Tasktop Technologies, is presenting a session titled, “ALM in the Cloud: Bringing Code to the Cloud and Back Again” on June 13 at the Better Software West conference in Las Vegas. He discussed some of the topics he will cover in a pre-conference interview.
What happens to the lifecycle of an application when it is in the cloud? According to Kersten, “That application is not only consuming libraries, but now it’s consuming cloud-based services. And those cloud-based services have their own lifecycle as well. They have defects in them. They have parts that evolve, they have additional features. And the applications are deployed to the cloud, make use of them, and as such, their lifecycles get intertwined and we get this much more complex ecosystem that evolves in the cloud. Our ALM tools and the way we look at ALM need to evolve to support that.”
He discussed how PaaS is just now emerging as a popular service, and it creates new issues that organizations need to address. Many of the ALM tools created to manage these issues are not yet mature.
Kersten explained, “In the world of PaaS, you’re consuming services that are outside of the application, and the defects for that service and the new features being added for that service are completely outside of your software supply chain.” Because of this complexity, our view of the application lifecycle needs to evolve to address the new needs, according to Kersten.
One of the challenges of this complex environment is that there are siloes to contend with between the stakeholders and the planning tools. “So we have to create this flow of lifecycle artifacts between those siloes. I think that is key part of scaling the way we manage application lifecycles from this very homogeneous thing that we’re used to where everything’s in one tool, to this very heterogeneous thing where the lifecycle spans the organizational boundaries and spans those siloes within the organization.”
Participants can expect some Q&A and discussion around this topic.
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Companies face growing pressure to deliver applications quickly and continuously. “We’re living in a time where everything is a service, and as a result, the speed and innovation is accelerating. In fact, we see it as an exponential curve,” said Matthew Morgan, vice president of Project Marketing, Applications, Software, HP. He discussed HP’s new product offerings, explaining how they support DevOps and cloud innovation in a recent interview.
HP announced enhanced versions of HP Application Lifecycle Management (ALM) and HP Performance Center (PC) that facilitate continuous delivery of applications. As more and more organizations adopt DevOps, products that enable visibility, collaboration and quality are essential.
“Application innovation is hindered by the silos that exist between development, testing and operations teams, leading to delays, missed opportunities and potential application defects,” said Subbu Iyer, vice president, Product and Strategy, Applications, Software, HP. “By integrating information and processes from IT operations into application lifecycle management, HP provides a critical foundation for DevOps, enabling organizations to drive business results through the continuous delivery of innovative applications.”
In addition to updated ALM tools, they also announced new testing capabilities with HP LoadRunner 11.5, which simplifies the scripting process, and HP Sprinter, which offers new scanning capabilities and automates recurring test scripts to ease the manual testing process.
“We take a heterogeneous approach from a technology and infrastructure perspective, meaning that our technology works and adds value if you’re using traditional deployments, private cloud, hybrid cloud – we are not tied to one or the other,” explained Morgan. He continued, “Our capabilities are incredibly diverse, not just from an infrastructure perspective, but from a technology perspective. We don’t care if you’re building a mobile app, Web app, HTML5 game app or a client-server packaged application…We can monitor them all, we can test them all, we can validate for performance every last one.”
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CollabNet recently announced the release of a video scribe that highlights five principles for adopting and scaling cloud development practices. I spoke with Jim Ensell, Chief Marketing and strategy officer, and Guy Marion, VP and GM of Cloud Division from CollabNet about this announcement and how their CloudForge offering evolved.
Ensell highlighted the three major trends that they are seeing in the IT industry right now, first identifying Agile adoption in the enterprise, and then noting, “Another big megatrend we see is the convergence of the development and operations world into what today is called DevOps. And then thirdly is really the cloud, which has become a big accelerator toward this movement toward DevOps.” In response to these trends, CollabNet has been moving to Enterprise Cloud Development services.
CollabNet is responding to the need for hybrid cloud services by offering their private cloud service TeamForge, and their public cloud service CloudForge. Customers can take advantage of aspects of both of these platforms.
Customers can create an account in minutes and start to use the service. It’s open to what platform you work in, what framework you’re developing in. Our number two most common use case is actually developing for mobile platforms like iOS or Android. We also, number one, support development for Web development, Web properties, Internet applications, whether it’s a website or Facebook app or whatever. There’s also a lot of enterprise development to be done in primarily Java and increasingly in languages like PHP. So we provide a set of open services, allow people to plug in with their own development environments and hook into the code repository that we host for them.
CollabNet is refocusing around enterprise cloud with CloudForge, a development platform as a service (dPaaS) that supports cloud development teams.
According to the video scribe, “Enterprise Cloud Development is a powerful new trend that enables development teams to leverage the power of Agile processes and integrate development and operations teams, all while harnessing the benefits of hybrid cloud computing to provide the enterprise with a centralized view of productivity, cost management and compliance. Think of it as the orchestration of application lifecycle management and DevOps across any platform, framework or cloud.”
Click here to view CollabNet’s video scribe, “Five Steps to Software Development and DevOps in the Hybrid Cloud.”
At Scrum Gathering Atlanta, Julia Dillon, application services manager at Capital Group Companies, delivered an informative session titled, “Do Agile Teams Need Managers? A Series of Fortunate Events,” in which she first described what happened when the coach left her team and then opened the discussion for suggestions on how to handle management of an Agile team.
Dillon explained the various points of view involved; managers consider themselves necessary and great “doers,” yet they are confused about their role and can be disorganized. Team members view management as confused about Agile and sometimes out of touch. When the Agile coach is gone, the team may find itself lacking the personality, experience, confidence or some combination of these traits that the coach brought to the team.
In response, the team Dillon worked on created an action plan that entailed collaboration and attendance of some members at an Agile leadership workshop to get some clarity about roles, strategies and accountability.
Among other topics, her team learned about the differences between organizational design and command and control, learned some tools and practices and learned how to bridge the gap between disparate visions on the team. They discovered that the role of management encompasses engaging actively with the business side, being “people” people, handling portfolio management and creating the right environment.
In the new world view, management team roles break down into a senior manager in charge of budgeting, strategy and investment planning; a manager serving as an “Uber” Product Owner, who is the portfolio manager, aligning investment strategy and business value; and a manager serving as an “Uber” Scrum Master, who delivers large-scale program planning and execution as well as removes organizational impediments, according to Dillon. Furthermore, the performance objectives are different for each level of management.
She highlighted the most prescient needs of an Agile organization from its management team, including setting a the bar high for goals, developing the talents of individual team members, delegating someone whose task it is to “keep it fresh” and creating an environment in which team members can take risks and ask questions.
Participants in the session offered additional suggestions, explaining that since Scrum teams are self-organizing, managers play a key role in developing personnel, training, quality initiatives and communities of practice. Others mentioned that excessive management is not needed as Scrum Masters act in a leadership role.
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Performance testing is a difficult and complicated skill to learn. Not only do you need to understand how to performance test applications, you need to know how to make sense of the vast amount of data you gather, and then present that to engineers, managers and customers in a way that makes most sense to them so that they’re able to make informed decisions.
On May 8th, Mais Tawfik presented “Performance Data Analysis” at Denver’s SQuAD (Software Quality Association of Denver) meeting. In her session, she showed ways of presenting data in visual formats so that they would highlight anomalies and help present a full picture when analyzing the results of a performance test effort.
Attributes for effective analysis and visualization of data discussed included:
- Tells a story
- Offers faster interpretation
- Highlights what’s pertinent
- Highlights trends and patterns
- Designed for the target audience
- Reflects the big picture
- Suggests conclusions
- Provides context
- Maintains data integrity
- Accounts for gaps in data
Though Tawfik highlighted how this is done with performance test data by using a real-life case study, these techniques are useful whenever analyzing and presenting large amounts of data.
Listen in to the video clip below to hear from Mais Tawfic about her presentation and the benefits of visualization of performance test data.
The connection between improv games and the daily standup may seem like a stretch at first, but as presenters Arlen Bankston and Jessie Shternshus demonstrated at their Scrum Gathering Atlanta session, “Standout Standups with Preparation, Practice and Applied Improv,” the same improvisational games used by improv actors can facilitate communication between project team members in a non-threatening way.
After briefly summarizing the Daily Scrum process, they led session participants in creating a list of impediments through a game where each group member begins by saying, “And to make matters worse…” Within a few moments, one problem had grown into a string of several problems. Participants came up with impediments including technical difficulties, lack of team cohesion, issues with tools, lack of preparation and team communication issues such as rambling team members and people distracted due to multi-tasking.
Bankston and Shternshus then led a number of activities, some that participants paired up for and others that worked well for several group members. One partner activity required that while one person is speaking, the partner had to listen to the very end of the sentence, so they could begin their response with the final letter of their partner’s sentence. This challenged partners to listen without interrupting, or assuming what the other would say.
It also stopped the natural process of preparing what to say next and shifted the focus onto the speaker. “Every person comes to a conversation with an agenda,” Jessie Shternshus pointed out.
Another game was “Color/Advance,” which helps alleviate rambling. One partner told a story, and the other could encourage more detailed information by saying, “Color,” or could prompt the speaker to move on by saying, “Advance.” This game provided feedback in a harmless and fun way. Participants suggested that this could be useful in a standup or in a retrospective.
Presenters elicited further feedback from participants about what helps improve communication during standups, and session attendees discussed ideas such as using a progress board with sticky notes for at-a-glance updates and passing around a physical object to indicate whose turn it is to speak.
Improvisational games promote active participation, build team engagement and generate positivity and laughter, according to the presenters. “We’re trying to make active listening possible,” summarized Arlen Bankston.
In his presentation at Scrum Gathering Atlanta, “Creating a Shared Vision: From Compliance to Commitment,” Senior Coach and Vice President of agile42 Brad Swanson discussed the importance of having a vision and offered five strategies for building a shared vision.
In defining the word “vision,” Swanson gave some inspiring examples, such as Kennedy’s vision of landing a man on the moon by the end of the 60’s and the vision of creating a portable digital music player—the iPod. Inspiring visions include concrete, measurable details, he explained.
This interactive session gave participants opportunities to explore different strategies for building a shared vision. Groups prepared posters and gave presentations based on the five strategies for building a shared vision, from the book The Fifth Discipline Fieldbook by Peter Senge, et al: Telling, Selling, Testing, Consulting and Co-Creating. Groups practiced Innovation Games techniques such as “Remember the Future” and “Product Box.”
Team members had just minutes to apply techniques and produce analyses and product brochures. “The process you went through as a team is more important than what you ended up with on paper,” Swanson pointed out during the wrap-up.
Participants highlighted key takeaways from the presentation, including “applying the co-creation techniques generated passion and purpose.” One of the participants said that he liked how the product brochure activity, one that required the creation of a physical item, spurred participation from everyone in the group. Another participant commented on how these techniques helped sharpen focus, when so often people can get caught up in the details of a project.
How effective is your organization at implementing a shared vision?