Solution Implementation Project:
SSC is most effective and valuable when deployed at an enterprise level integrating all disciplines with the value chain and extending the reach and impact of shared processes and methods.
In the beginning of your SSC journey, you use SSC at a tactical or departmental level to solve specific contemporary IT development problems. This way, SSC are funded and evaluated. The challenge comes in using a departmental success in SSC to scale your SSC initiatives to an enterprise-wide program. This transformational journey for your enterprise is most likely to succeed if you form a SSC transformation program. However you have to remember that this is a cultural change. Only if you move the existing culture do you succeed at scaling SSC from a few projects to a comprehensive SSC program.
Failure to establish a SSC program results in tribal use of SSC, leaving significant value on the table. You do not realize the economies of scale that a SSC program promises. Without a program, your distributed SSC teams do not follow consistent delivery methods. Teams do not take advantage of shared resources, and you do not realize faster development, more frequent deployments, or a growing team of experts. Establishing a SSC program is an important milestone on your SSC journey.
Below you find the SSC Project life-cycle:
- Discover & Document:The four stages of SSC discovery are:
- Conduct first interview with SSC process and tool owner
- Conduct Process Improvement and Discovery Workshop
- Prepare solution proposal for stakeholder review
- More workshops modeling the SSC process and methods
- Validate tool requirements and integrations
- More workshops analyzing the tool and process need.
- More workshops modeling the new tool, process and method setup.
- Prepare and present SSC implementation model and lifecycle
After discovery of a SSC process and method reaches a reasonable level of maturity, the process and methodology is ready for you to start planning for implementation. Prioritization, scope, scheduling, and team structure discussions begin and a project is formally started.
Planning starts toward the end of Discovery after deciding to proceed with initial implementation. Project planning takes place over a period of weeks during Iteration 0 and typically culminates with Iteration 1. Planning activities continue throughout the iterative implementation.
The main activities during the Planning phase is:
- Achieving SSC maturity through skills development
- Agile planning and management for SSC projects
- Estimating the SSC project scope
SSC Process and Tool implementation is a critical step in the lifecycle of Software Supply Chain (SSC). In this phase, SSC processes and Tools are implemented iteratively, from an IT idea to a practical and executable methodology.
Many of the benefits associated with successful SSC projects, such as reduced development time, realized asset value, and shortened test cycles, rely on an iterative development lifecycle to achieve them. For the implementation phase to fulfill the iterative methodology, we use a model called iterations.
Iteration is a focused demonstration of a partially implemented feature/requirement, delivered to the business and IT stakeholders for discussion, consensus building, and approval. Iterations give stakeholders the opportunities to provide feedback that drives the next iterations of process development.
Each iteration should be presented with clearly stated goals and expectations, and an outline of where the iteration boundaries fit within the overall solution. The audience needs to be aware of what portion of the feature/requirement they are focusing on.
At a high level, a iteration strategy consists of:
- A published schedule of iterations that defines significant project milestones
- A comprehensive plan that covers all required elements of the solution
- Sign off after each milestone iteration
Anatomy of a iteration
- Requirement gathering
Focus on high-level SSC process and tool understanding and building consensus. This playback is done at least once at the beginning of a project as part of the discovery phase.
Focus on user interface design and implementation. This iteration is typically done at least once, and in concept it can be done as many times as is necessary to realize the theme of user interfaces.
Focus on tool integrations. This iteration is typically done at least once, and in concept it can be done as many times as is necessary to realize the theme of integrations.
Focus on consolidation of the previous activities and producing an end-to-end solution. This iteration is typically done at least once, and in concept it can be done as many times as is necessary to accomplish the end-to-end solution.
After modeling, designing, and implementing a SSC solution, the next step in the SSC process and tool lifecycle is the deployment of the methodology.
Apart from a development environment, a typical SSC setup contains one or more environments. It should at least contain a production environment, but usually contains additional environments for special purposes.
Optimization is about achieving results though SSC process and tool management. The goal of optimization is to enable continuous delivery improvement through key SSC continuous delivery principles. Improvement means change.
Governance / CoE:
Establishing SSC process and method governance should be a foundational part of an organization’s Software Supply Chain (SSC) planning beginning with the first SSC project. Putting in place the building blocks for a SSC process governance model helps an organization establish a vision for the overall SSC effort. Governance also avoids difficulties when the organization seeks to scale from the original SSC projects to a more transformational SSC program.
The following activities introduce the concepts that comprise the suggested SSC process governance model, including:
- Establishing strong executive sponsorship
Executive sponsorship should be obtained before the first SSC project is even started and be clear and publicized
- Establishing SSC guiding principles as a foundation for a SSC operating model
Guiding principles are statements for the SSC transformation that guide the execution of the projects, irrespective of which processes are currently being designed, developed, or deployed.
- Establishing a SSC Center of Excellence
The SSC CoE forms part of the operating model
- Establishing and filling the SSC key roles in the SSC operating model
The first step is to set up a SSC operating model that supports SSC process governance throughout the SSC journey. Next step is to establish the key roles in the operating model.
- Establishing the SSC process and tool governance framework
SSC process governance contributes to corporate governance. Corporate governance is a framework for determining corporate direction and performance, how the corporation uses its resources, and what accountability exists for the stewardship of those resources.
Center of Excellence:
The mission and goals of the SSC CoE are to ensure the success of the organization’s SSC approach and initiatives by providing business solutions that support the organization’s strategy and goals. The goals of the SSC CoE are:
- To provide a single entity for using standardized methods, tools, assets, skills, and resources for the organization
- To foster clear communication and coordination between business and IT along the SSC journey
- To ensure alignment with architecture and the overall enterprise
- To provide and manage SSC policies and procedures
- To identify SSC roles and map them within the organization
At the setup of the SSC CoE, the success criteria and the metrics to measure success should be included in the SSC CoE charter. This action ensures the focus and direction needed to maintain executive support. The SSC CoE metrics should be directly related to its responsibilities and characterize the value of the CoE.