Marketing Library

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Engineering Business Solutions with OO Disciplines
Repositioning Macroscope
November 2001
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Agenda
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An OO Adaptation
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The Need for Process
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Our Approach
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Demonstration
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An OO Adaptation
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The Promise of OO

• As the strategic value of software increases for
  many companies, the industry looks for techniques
  to automate the production of software and to
  improve quality and reduce cost and
  time-to-market.
• Businesses also seek techniques to manage the
  complexity of systems as they increase in scope
  and scale.
• The Unified Modeling Language (UML) is a language
  for specifying, visualizing, constructing, and
  document the artifacts of software systems, as
  well as for business modeling and other
  non-software.

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Making OO Work - Perspectives

• In UML Distilled, author Fowler mentions
• there are three perspectives you can use in
  drawing class diagrams (or indeed any model.
• He goes on to describe the conceptual,
  specification and implementation perspectives,
  stating
• Perspective is not part of formal UML, but I
  have found it extremely valuable when modeling
  and when reviewing models.
• Over the course of thousands of projects, DMR
  arrived at the same conclusion.

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Making OO Work - Perspectives

• Proper system architecture requires multiple
  viewpoints
• Tradeoffs between viewpoints are essential

Owner Viewpoint
Enterprise Vocabulary (an enterprise solution)
Guides
Constrains
User Vocabulary (a usable solution)
User Viewpoint
Guides
Constrains
Technical Vocabulary (a well-crafted solution)
Developer Viewpoint
Time
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Making OO Work - Stereotypes

• Useful UML feature allows modeling language to be
  extended.
• DMR ProductivityCentre uses this feature to
  create basic classification types.
• Analogous to Ivar Jacobsons control, entity and
  interface objects.

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The Need for Process
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Techniques Not Sufficient

• In UML Distilled, author Martin Fowler states
• The UML is a modeling language, not a method.
  The UML has no notion of process, which is an
  important part of a method.
• DMR ProductivityCentre combines its
  industry-leading process framework with the
  industry-standard modeling notations of UML.
• DMR Macroscope provides additional processes
• Project and Program Management
• Strategic Planning
• Business and IT Architectures

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The DMR Approach

• Every individual plays a role on an assignment.
• The process coordinates the work of several
  individuals (roles).
• Techniques describe how an individual (role)
  accomplishes work.
• Deliverables are the tangible results of the work.

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Our Approach DMR Macroscope
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It is common sense to take a method and try it.
If it fails, admit it frankly and try another.
But above all, try something. Franklin D.
Roosevelt
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DMR Product Suite
DMR MacroscopeTM
Taken together, this is one of the most
extensive sets of methods and tools produced by
any vendor. V. Frick, Gartner Group
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Seven Basic Processes
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DMR ProductivityCentre
What
Who
When
Why
Implement Solution
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Managing Risk through Phases
Reducing uncertainty
OE
PA
Uncertainty Level
A
RDC
RI
Time

• Target
• OE /- 50
• PA /- 30
• A /- 15

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An Incremental Release Strategy
Release 1
Release 2
Release 3

• Each release delivers additional items and
  functionality
• Timed with business need

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An Incremental Release Strategy
Release 1
Release 2
Release 3

• Each release delivers revised items and
  functionality
• Accommodates evolving business needs

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Key Differentiators

• Business Solution
• wide ranging work processes, user interface
  design, technology infrastructure, information,
  application software, benefits, transition, etc.
• beyond end user participation business system
  management and ownership
• visible progress through tangible deliverables,
  evolutionary through prototyping and effective
  through concurrent engineering
• Complexity Management
• proven on small and large projects (hundreds of
  use cases and classes)

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The RealityProjects

• KPMG (Canada, 1997)
• Failure defined as at least 30 percent overrun on
  budget or schedule, or failure to produce
  benefits
• 87 of failed projects over-ran schedule
• 56 over-ran budget
• 45 did not produce planned benefits
• Major reasons for failure
• project management
• weak business case
• lack of management support

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The RealityProjects
The Standish Group, a market-research and
advisory firm, published a report in 1996, based
on 8,380 IT projects analyzed in the private and
public sectors in the United States. Findings

• 9 completed on time and budget
• 189 actual cost vs. cost estimates
• 42 features / functions delivered
• 31 cancelled before they are completed
• Lost opportunities estimated in trillions

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Reasons for Failure

• Lack of User Input
• Incomplete Requirements Specifications
• Changing Requirements Specifications
• Lack of Executive Support
• Technology Incompetence
• Lack of Resources
• Unrealistic Expectations
• Unclear Objectives
• Unrealistic Time Frames
• New Technology
• Other

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Demonstration
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Im not working on an architecture, I am working
on an architecture as a language, and I think
that you have to have a grammar in order to have
a language. If you are really good at that, you
can be a poet. Ludwig Mies Van der Rohe
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www.dmr.com
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Modular Modeling

• Covering
• all viewpoints (owner, user, developer)
• dynamic aspects (use cases and interactions)
• structural aspects (object modeling)
• complexity management (harmonization)
• Using prototyping
• Common framework supporting Object-Oriented and
  Use Case Analysis

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Enabling Services
Manage Program

• By exposing a simpler, interconnected set of
  processes, applicability to services is more
  evident.
• Services are easily developed and adapted to
  match evolving business needs.
• Services rest upon solid practices and core
  competencies.

Confirm Direction
opportunity
Structure Business
Define (IT) Architecture
program development
Implement Solution
commissioning
monitoring
Operate Business
institutionalizing
Manage Project
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DMR Macroscope as Nucleus

• DMR Macroscope
• DMRs core body of corporate knowledge.

DMRMacroscope