StickyMinds and Better Software magazine presents…

1. StickyMinds.com and Better Software magazine presents… Creating an Effective Quality Management Strategy for Web 2.0 and SOA Presented by Hewlett-Packard and Capgemini Non-streaming participants should call 1-866-421-6339 International Non-streaming participants should call 1-904-596-2360

2. Welcome to the End of Business as Usual!Changing the Game Enterprise 2.0; A new generation of Business Solutions & MashUps Sam Ceccola NA CTO, VP of Technology Transformation - Capgemini

3. Enterprise 2.0 and SOA • Current State of SOA • Solution Providers have ridden the hype curve • Solution Providers have done nothing disruptive • Current State of SOA Customers • SOA has not realized its promise • Value is minimal (IT Only) • SOA Opportunity • The Promise of SOA has left a gap • We need to be disruptive • Make SOA the enablement platform of the future • More business context and lead-ins will be our differentiator in the SOA dialogue The #1 Challenge with the adoption of these technologies is not the technology, however it is the organizational, social and cultural barriers that exist that are preventing SOA and Enterprise 2.0 from realizing the promise

4. The new generation of technology and business solutions is… and … ? Collaboration in PC Networks Market Leader Microsoft Collaboration On the Web Market Leader Facebook Word Processing In PC Networks Market Leader Microsoft Word Processing By Mini Computer Market Leader WANG Word Processing On the Web Market Leader Google The People Web The Information PC Network The Application Mini Computer The Programmable Mainframe Technology Stack The Calculating Computer Numbers Involved – Systems and Users

5. Who is the decision maker and what is the basis of the decision? VALUE Innovative Technology Understanding the value to the business Changing the Game by Business Model Innovation Competitive Advantage Who is empowered and And knowledgeable? Strategic Operating decision Who decides and why? CEO TECHNOLOGY BUSINESS Applying Technology to reduce IT operating costs Upgrading Applications to reduce Business administration costs Cost Containment IT department decides & approved on costs metrics Business Manager decides & approved on costs metrics COST Technology Focus Business Service Focus

6. And the methods to implement are different too ValueDriven by Enterprise business objectives Business and IT‘Converged’into a single entity ‘Interactions’ Competitive Advantage RAIN Innovative Technology creating the value to the business Changing the Game by Business Model Innovation Applying Technology to reduce IT operating costs Upgrading Applications to reduce Business administration costs ‘Transactions’ ASE Cost Containment Cost driven through IT departmental functions Business and IT‘Aligned’ but different entities Technology Focus Business Service Focus

7. We can locate the change force for your Industry and Business 7 7 3 3 Discovering Innovative Technology to bring value to the business Changing the Game by Business Model Innovation Demographics - Changes in the population’s size, age structure, composition, employment, level of education and income can create innovative opportunities. Changes in industry or market structure - The opportunity for an innovative product, service or business approach occurs when the underlying foundation of the industry or market shifts. 5 New Knowledge - Advances in scientific and non scientific knowledge can create new products and new markets. Competitive Advantage 4 Changes in perception, mood and meaning - Innovative opportunities can develop when a society’s general assumptions, attitudes and beliefs change. 6 2 1 The Incongruity - A discrepancy between reality and what everyone assumes it to be, or between what is and what ought to be, can create an innovative opportunity. The Unexpected - An unexpected success, an unexpected failure or an unexpected outside event can be a symptom of a unique opportunity. Innovation based on process need - When a weak link is evident in a particular process, but people work around it instead of doing something about it, an opportunity is present to the person or company willing to supply the “missing link”. Cost Containment Typical IT function profile Applying Technology to reduce IT operating costs Improving Business Processes to reduce Business administration costs Technology Focus Business Service Focus Drucker’s seven sources of innovation

8. Governance and Management of the ‘Diamond’ by the ‘Crown’ Pressure for Business Change Pressure for IT Stability Who Needs What? And Why? Personalize An Individual’s use of the capabilities of Web 2.0 Differentiate A Business Manager’s Customizable Solution Organize The use of SOA to achieve cohesive executions Comply The Enterprise Transactions and Data; ERP and Legacy Applications

9. From Unique Value from Expertise to repetitive Reuse to control Cost … Individuals Deploying Expertise Communities Focussed on Topics Corporate Rules Social Networks Blogs WiKis WiKipedia KM One known version of The truth to be used always Mesh of People and expertise discussing views at the first stages of the topic when it lacks definition A mixture of people, tools, and the development of content to broaden the use Numbers Involved are high but reuse is low Numbers Involved are low but reuse is high Commodity & Cost Unique & Value

10. What are the Barriers that need to be considered Customer Centric (Web 2.0) Site Centric (Web 1.0) Interactions Transactions Trust Security The Creation of Knowledge (Thriving on Data) Information Overload Process on the Fly Structured Organization Your Experience One Size Fits All A Successful Strategy The #1 Challenge with the adoption of these technologies is not the technology, however it is the organizational, social and cultural barriers that exist that are preventing SOA and Enterprise 2.0 from realizing the promise

11. What if you could: Apply Enterprise 2.0 principles to define areas of action within your organization to enable collaboration: • Help people understand “what could be” • Identify and charter potential initiatives – short & long term – to move forward • Align and mobilize a team of program advocates • Define a value statement for the enterprise • Work with a set of Web 2.0 SME’s from Capgemini and New Paradigms (authors of the best-selling business book “Wikinomics) Choose the right scope for the program: • Business to Consumer (B2C) • Business to Business (B2B) • Business to Employee/Enterprise (B2E) “We are at the cusp of where mainstream enterprises need to figure out how to use these tools to their advantage.” --Fortune 100 client in session introduction

12. The ASE is a Web 2.0-ready facility for this key gathering: Varied facilitation methodologies Large Screen capable of data display or videoconferencing Electronic session deliverables being created in the open, by participants or ASE team Breakout Screens capable of data display, capture or videoconferencing Video capture of reports, ready for client playback Rich content-specific information for session

13. Enterprise 2.0 ASE - Business Idea Identification What could the organization potentially do? • “Mashing” ideas together to improve them • Ideation – listing out ideas • Mapping ideas across a portfolio continuum from near-term & easy to difficult game-changers • Use competitions to raise the quality of ideas How do we know if we have a promising idea? A good idea will have these qualities: • A community that demands it • “What if we could . . .” statement • Identified senior sponsor • How does this idea help people do what they want or solve problems they have today? • Functionality defined • Articulation of the value that will be delivered, goals and metrics • Behaviors that change as a result

14. Enterprise 2.0 – Business Value Creation What will the organization carry forward: • Flesh out and charter the portfolio of ideas • Plan activities of a Web 2.0 go-forward team • How to overcome cultural issues • Mine/capture “overlooked gem” ideas • Define architecture enabling strategy What are the deliverables the client walks away with? • Google Sites “living” documentation (or a similar tool) for ongoing client use • Executive summary for communication within the organization • Huge mobilization and alignment for the program

15. Where has this worked? Major Automobile Manufacturer: • Focus area was Business to Extended Enterprise • Program included client executives, partner executives including Capgemini and IBM, New Paradigms thought leaders and speakers from Google and Gartner • The group generated six major initiatives in the areas of: • Mashups & Widgets • “Idea Storm” • Web 2.0 Service Desk • Immediate Wiki application • Globalizing emerging markets • Internal Facebook-like tool • In addition, the group addressed: • Web 2.0 Team Planning & Value Statement • Specific ideas to overcome cultural issues • Mining all the other ideas to identify any “overlooked gems” • Architecture enablement strategy Client Executive Comments: • “You look at all of the stuff that came together, my only concern is that we can’t hold ourselves accountable for all this material. There are some very exciting things we can do with this.” • “The timing couldn’t be better in terms of our portfolio planning, especially having it in the form of actionable ideas.” • “This was huge and it has huge value for us! The key thing is that we now have a community of people who now believe in this.”

16. Sam.Ceccola@Capgemini.comTel.: +1 610 952 1668

17. Optimizing Quality Management for Web 2.0 Jeffrey A. Meyers Senior Product Manager

18. Agenda Background Impact on Applications Teams Impact on Service Provider Teams

19. The Quality Management Process Identify / manage requirements Establish risk based test plan Manage execute and report Go / No-go • Process is inherently still the same • Web 2.0: • Introduces new technologies • Impacts activities and workflows • Web 2.0 provides new challenges and opportunities

20. A High Level Picture of Web 2.0 • Typically web front-end using RIA • Though not required • Typically calling services on backend • Though not required • Typically built by highly distributed organizations • Typically very fluid with frequent change

21. Impact on Risk Based Testing

22. Impact on Risk Based Testing Business Process #1

23. Impact on Risk Based Testing Business Process #1 Business Process #2

24. Impact on Risk Based Testing Business Process #1 Business Process #2 • Risk profile for these two business processes are not the same! • Degree of control must be taken into account: • For risk management purposes • For accountability and reporting purposes

25. A Working Example • Commerce site • Business process 1: find products • Business process 2: apply for credit

26. A Working Example • Commerce site • Business process 1: find products • Business process 2: apply for credit

27. For the Application Owner Requirements and tests associated with Credit Verification Service are impacted by a service which is outside of your control Behavior (functionality, performance, security) is distributed across tiers, services and even organizations The QA team must be prepared to manage, execute and report accordingly

28. Impact on the Service Provider Web 2.0 is built on top of services Service providers may easily experience explosion in usage Need to be able to meet SLAs in face of rapid change

29. Impact on the Service Provider Web 2.0 also brings a web of dependencies Providers need to be aware of these dependencies Providers need to be able to isolate themselves from dependencies

30. For the Account Service Provider • Commerce application is just one of your consumers • Consumers can potentially impact each other • SLAs are potentially impacted by another service • Team must ensure that functionality and behavior are not impacted by “somebody else’s service” • Additional consumers will likely be added over time • Team must ensure that SLAs for existing consumers are not impacted by adding the next consumer

31. Summary • Web 2.0 brings: • New technologies for the front end: AJAX, RIA, Flex • New styles in “mash-ups” and services • Teams must be prepared for the technology update: • Learn to test dynamic web applications • Teams must be prepared for the impact on methodology • Develop new risk based testing profiles • Teams can take advantage of new opportunities

32. Web 2.0 Solution Set SOA-based application Finance application Web services API Quality of Rich Internet Applications (Web 2.0 front end) UI Webservicescomponent Quality of SOA services (Web 2.0 back end) Shared SOA infrastructure Quality of overall infrastructure Legacy ERP CRM Finance Across all aspects of Functional, Performance, Security and Compliance 31 13 March 2014

33. Web 2.0 Solution Set SOA-based application Finance application Quality Center with Service Test Management Web services API QuickTest Professional LoadRunner UI Webservicescomponent Service Test & LoadRunner Shared SOA infrastructure Service Test & LoadRunner Legacy ERP CRM Finance Across all aspects of Functional, Performance, Security and Compliance 32 13 March 2014

34. Where to go for more information • HP Software for SOA: • www.hp.com/go/SOA • HP SOA Assessment (are you ready for Web 2.0 / SOA?): • www.hp.com/go/SOAAssessment • General email for more information: • SOA@hp.com

35. Have a question for the speakers? Ask now. Q & A