Application Services the way we see it

From Train to Five Application Lifecycles That Address Differing IT Dynamics Within Your Organization

Many organizations struggle to To facilitate the dialogue, we use this introduce a new generation of whitepaper to introduce the concept technology solutions that are created of five different “Application and used in the nearest proximity to Lifecycles.” Building on a simple the business side. The cloud, Web 2.0 metaphor of modes of transport, we and the mobile revolution offer direct show how insight into differing value to the business with relatively application dynamics can help to plan low initial costs and short time to a renewed generation of IT activities market. Often, however, the way these across the entire organization. solutions are delivered and applied differs dramatically from what the IT Bleeding-Edge IT: Avoiding the department is used to. It once again Valley of Delivery Disillusion opens the debate around ownership With the increasing availability of and governance of IT, around cloud-based applications, Web 2.0, centralization versus decentralization web services, business process and and contractual models, as well as rules management suites, real-time around timing and priorities. Without business intelligence and enterprise mutual understanding, the result may mobile platforms, a new generation be a lack of alignment, growing of bleeding-edge IT solutions is on frustration or – even worse – the rise that: fragmented solution deployment and I Are created in – or very near – scattered investments. the actual business units. I Produce quick and directly This can easily lead to a situation in measurable value. which Central IT is getting more

I Apply new, easy-to-deploy tools and isolated from the business side, platforms. condemned to sustain existing systems with an ever-shrinking I Do not require the typical budget, no headroom to innovate or specialized IT skills of the past to to expand and thus inclined to say build. “no” to any new IT initiative. On the I Are delivered in an accelerated and business side, do-it-yourself flexible way. “bricolage” IT may bring some short- term solutions but can easily result in This poses important questions applications sprawl, redundancy, around shifts in the delivery of IT uncoordinated use of corporate solutions: information and ineffective use of I Who is in charge of the portfolio, splintered budgets. budgets, projects and priorities?

I What is the right – possibly global – So how to avoid getting caught up in The key to avoid getting mix of delivery resources? this valley of delivery disillusion, with so much inspiration coming from a caught up in the valley of I What new capabilities and skills are completely new incarnation of the IT needed and what may become declining disillusion is in solutions landscape? redundant? distinguishing — and I What are the architectural managing — different The key is in distinguishing – and considerations to take into account? then actively managing – different Application Lifecycles. I What tools, methodologies and Application Lifecycles, each with its accelerators should be used? own dynamics, timing, economic

I And as a result, how long will it take models, governance and design to create solutions? considerations.

Clearly, in many organizations there is Two of these lifecycles of applications friction between “Central IT” – in (or, as it becomes more and more charge of the big legacy systems, ERP appropriate to speak of “application and data stores – and “decentral” services”) pertain to the stable, often business units that typically create (or more centralized part of the IT are tempted to create) this new landscape. Two others pertain to the generation of “Business Technology” more volatile, business-oriented part. solutions. The bulk of the budget may Connecting them all, we distinguish a be consumed by Central IT, which fifth, crucial lifecycle that provides the uses it to keep the lights on for the flexible, yet mission-critical platform existing applications landscape. The application services for the business focus there may be on industrialization, side to thrive on, while unlocking the simplification and trying to control full enterprise potential of the the overall costs. On the other side, centralized application services and business units – possibly holding their information. It is this platform “hub” own decentral IT and budget – may where the IT and business sides meet be acquiring and developing new, again: After identifying solutions with lightweight solutions that satisfy their the highest value to the business, the real-life requirements and deliver hub is the place where the actual tangible value. connection in delivery is being made.

2 Application Services the way we see it

Metaphor: Modes of Transport A simple metaphor from the world of transport helps explain the dynamics of the five lifecycles. To reach our destination, we may have several alternatives to consider.

1. The TRAIN is a stable, robust mode of mass transportation. It is not flexible but reaches its goal in a predictable, straightforward way (ignore possible regional differences, we are not comparing Great Britain and Scandinavia here). It is based on an infrastructure that is designed and built to last for decades, and everybody who uses that train travels in the same way from A to B. There is no chance to go by train where no route is defined. The functionality is provided in a highly efficient and standardized way (at least if we look at the effort per passenger). The only option may be choosing first class if we’re interested in extra comfort. One does not customize a train. Many people will be affected when trains do not run.

2. The BUS is also a relatively stable mode of mass transportation, but clearly with more flexibility. A bus can take a detour if circumstances require, and it can be used for alternative purposes on top of the fixed schedule. Moreover, it usually connects directly with the train system. A bus still needs a road, but a flexible route can be more easily configured out of roads than out of available railways. Some organizations may choose to own or hire their own buses for specific enterprise use and customize and brand them to reflect the organization’s unique image.

3. The is a much more agile, individualized means of transport. It can take a person – or a small group of people – to most of the places they want to go. There are many different types of to choose from and their owners will configure and adapt them to reflect their individual, differentiated styles and personalities. People – particularly men, admittedly – often confess to “love” their cars: Their car gives them a sense of freedom and it is often tightly integrated with their everyday lives.

4. The SCOOTER is a lightweight, extremely flexible and individual method of transport. It can be used for the “last mile,” bringing you to places even cars cannot reach. In crowded areas, scooters are faster than any other means of transport. There are many different types of scooters and they can only transport one or two people at the same time. It is easy to rent a scooter – just for a day or so – and explore parts of the city in a flexible, cost-effective way. And it is fun too. Depending on the regional situation, a would be a suitable metaphor as well, as it is fast, cheap, does not need a heavy or lots of , and is extremely agile.

5. All of these modes of transport are tied together through a HUB , best seen as a modern train station with carefully provided additional services. Such a hub is truly multi-modal in that trains, buses, cars and scooters all can conveniently “dock” and people can easily change their means of transport, while benefiting from a host of add-on services. A well-designed station like this functions as the pumping heart of the city.

From Train to Scooter 3 The Five App Lifecycles and green TechnoVision clusters solutions, including the total In the same way as we would select (business process and business rules duration of use our mode of transport – depending management, real-time intelligence I The Application Area in which the on the actual situation – we would be and analytics, collaboration and user solution is delivered able to position the five different experience). The Hub lifecycle I The Governance , in terms of Application Lifecycles (in short, App connects these two worlds; it is where ownership and place in the Lifecycles) in our Business Technology IT and business entwine, and it organization landscape. If we map them to should be positioned in the middle. Capgemini’s TechnoVision clusters 1, If we rotate the picture of the I The Architecture considerations we start to see that certain categories TechnoVision framework, we can and typical challenges to the design of IT solutions have a natural “fit” visualize the five App Lifecycles from I The Testing requirements of the with specific lifecycles. And although left to right, as has been done here solutions, also pertaining to quality, there is no 1:1 connection between a (see accompany diagram below, robustness and documentation specific solution category and an App “The Five App Lifecycles”). I The Delivery characteristics such as Lifecycle, we can safely state that the methods, tools, accelerators and two more robust, stable lifecycles – Describing the App Lifecycles sourcing mix Train and Bus – mostly pertain to the To further understand the dynamics I The Key Capabilities , existing and TechnoVision “blue” clusters of each lifecycle, we identify some new, that are needed (particularly Sector-as-a-Service, the characteristic attributes: foundational, core applications of an I The typical Rhythm of creating – organization). The more agile and frequency of enhancing – lifecycles fit with the orange, yellow

The Five App Lifecycles

1 “ Building the BusinessTechnology Agora with Capgemini’s TechnoVision, ” Capgemini, 2010

4 Application Services the way we see it

Let’s look in more detail at these five lifecycles:

1. TRAIN Apps TRAIN Apps are foundational solutions that organizations need as the backbone for their operations. These solutions are very stable and provide little or no differentiating power, let alone specific traction with business drivers. They are, however, at the heart of operations, may service or even in combination with contain crucial corporate knowledge Business Process Outsourcing. It’s and need to be robust, stable, becoming quite unlikely that new order to avoid unwanted side effects. compliant with rules and regulations, TRAIN Apps are developed from This type of application is particularly and predictable. scratch, but generating code from suitable for automated testing, and the standard sector/industry models may focus of the tester could be more on TRAIN Apps tend to change little. occur more frequently. technical challenges and tooling, New, major releases should typically rather than business challenges. only occur in yearly cycles, although TRAIN Apps are owned by the IT Documentation must be up to date ongoing maintenance work might be organization and there should be a and actively maintained, as it captures the norm. As these applications are well-defined, periodic process to knowledge of the systems for many the typical backbone of an enterprise, involve the business community for years. As more TRAIN Apps will be a frequent flow of changes to them the new release. As new releases may procured as SaaS-based ERP, special suggests systems that are faulty, over- introduce relatively big changes to the tools and approaches must be used customized and difficult to maintain. functionality, this will involve a change for testing packages. Given the typical Nowadays, often too much of the management program across the size and impact of the change, proper overall IT budget is spent on TRAIN organization. Frequent applications change management needs to be in Apps – sometimes hugely overlapping maintenance (AM) should be place and special attention needs to ones on multiple platforms – especially minimized, but taken care of through be paid to training the users of the if we consider the limited degree of a well-defined, mature AM process. application. business differentiation they provide. The architectural approach focuses on A rather classic, linear, requirements- Typically the underlying functionality stability, maintainability and providing driven approach is used to manage can be provided as software off the a reliable set of foundational services. the lifecycle of the solution. ASL shelf. Only in a few instances (often in There may be an ongoing lean effort and/or ITIL may be used for fields where no market exists) is there to further improve foundational apps applications maintenance. Continual no off-the-shelf software at all that can through simplification, rationalization may be needed, be used, for example in the case of standardization (for example, de- particularly if existing TRAIN Apps special government areas. customization) and rationalization, are outdated, difficult to maintain and also taking into account that not standardized. And it may involve Systems are based on classic ERP (for organizations have inherited many lean-style improvement and example, finance and control, different legacy TRAIN Apps that approaches such as Capgemini’s inventory, order management, MRP, overlap in functionality. Next to the “Agile Legacy Lifecycle.” 2 Building, core banking) or on bespoke – often main drivers of robustness and implementing and maintaining TRAIN legacy – systems that support compliance, cost effectiveness is an Apps may involve up to 80% offshore foundational activities of the important requirement for the design. resources. ERP is implemented – and organization. The latter may be updated – as “vanilla,” refraining from developed in COBOL, RPG, PL/1 or New releases must be tested excess customization. Code generators 4GL, but newer legacy core apps may extensively and a risk-based approach could frequently be used. also have been developed in Java, C# (starting from a risk analysis) is and – yes – ABAP. Newer foundational typical. There is a special emphasis on applications may be purchased as regression and end-to-end testing in sector-specific “vanilla” software-as-a-

2 “Agile Legacy Lifecycle,” Capgemini, 2010

From Train to Scooter 5 For this lifecycle (and for BUS Apps as catering to the needs of the business BUS Apps should be jointly owned by well), contracts that are based on units involved. the IT and business organizations, multi-year Service Level Agreements with the IT organization responsible (SLAs) are typical. The needed results BUS Apps are changed and implemented for development, implementation and can be well defined and are on a regular basis. The typical metric maintenance, and the business predictable. The amount of change would be a season (for example, organization in charge of needs and requests can be anticipated and salesforce.com features four major budget. carefully managed. Going live with a releases every year, timed with the solution in this category is a costly seasons). Implementing a new solution The architectural approach focuses on and impactful process, hence it is should also take seasons, not years. flexibility, maintainability, speed of done only every now and then and Smaller functional enhancements and implementation and providing easy overruns on the deployment are to be bug fixes are applied in a more access to BUS services, the common avoided. Contracts reflect the inherent continual way, with the AM process basis being a stable, elaborate and complexity of this lifecycle and are being more cyclical and agile in proven approach. There needs to be a often elaborate and highly nature. Speed-to-market is important proper balance among standardization, professionalized, with some experts for this type of app: A time-box may the orchestration of readily available dedicating a full career to the provide a fixed amount of time to get services, customization and bespoke supporting process. the application to work and an agreed software. This implies a continual “release calendar” would be quite rationalization effort, comparable to The needed skills include proactive achievable, based on an actively what is needed for TRAIN Apps. applications maintenance, applications managed requirements list. Pre-defined sector business models will rationalization, retirement, requirements help to speed up – and standardize – management, regression testing, Systems are based on “edge” ERP efforts in this area. This also pertains model-driven architecture (MDA), (such as CRM, SRM, SCM and HRM) to architectural models (or DSLs, legacy programming languages, as well as sector-specific applications Domain Specific Language) that information analysis and business like Transportation Management and accelerate the development of modeling. Investigative Case Management, but solutions that are in large part may also involve enterprise content similar and in small ways different. 2. BUS Apps management and E-business packages. BUS Apps are stable, yet flexible A certain level of customization is Testing is done in close alignment solutions that provide organizations applied, although within defined with the business side and applied with a certain degree of competitive boundaries to keep the solution throughout the lifecycle (rather than differentiation. Being core apps, they manageable. More bespoke software at the end, which might reduce speed- define the very essence of the should be expected in this lifecycle, to-market). Testers therefore need organization. They may be key written in Java, C# or other more more focus on business issues as well, enablers to some of the more stable modern programming languages. and the upcoming interest in context- business drivers. Although the pace of Code generation from pre-defined driven testing is particularly relevant. change is relatively slow, implementing business models may occur as well. They will work in close collaboration changes and customizing the solutions Many of these edge applications are with the developers, possibly as a pair, must be easy – while sustaining the delivered in an attractive SaaS model covering the entire lifecycle. Iterative stable and standardized elements of (again, for example, salesforce.com), or agile testing is often applied, as the solution. BUS Apps support which further pushes the need for well as model-based testing. specific functions of the organization, limiting customization. Documentation must be up-to-date, although it may be maintained in retrospect after the solution has been delivered.

An iterative, cyclical approach will be the default throughout the lifecycle (including applications management), as it is risk-driven, involves the business side in an interactive way and delivers solutions within a fixed time window. Methods may include agile RUP and SCRUM but may also be mixed with more linear

6 Application Services the way we see it

approaches. A “software factory” could enable all stakeholders to create cloud and “social.” The strategic be a powerful accelerator for BUS solutions within the pace and direction of the company – and the Apps, possibly involving code requirements of their own lifecycle way it wants to function and organize generation from models and reusable dynamics. The HUB platform enables itself – should be apparent in the frameworks (such as MDA). BUS flexibility and speed-to-market on one architectural direction. This will be applications may involve up to 65% hand, but also brings the integration, reflected in the level of integration, offshore resources. Rapid Solution robustness and data/process integrity federation and collaboration that is Workshops and Smart Use Cases can that mature enterprises require. With aimed for. Actually, the architectural speed up requirements management. that, the HUB is also a steward of blueprint and design principles are Typical programming languages are open standards. crucial deliverables of this lifecycle, Java, .NET, ASP, Ruby and PHP. together with the actual applications. As new technologies emerge on a Capabilities include proactive frequent basis and organizations want HUB application services must be applications management, to benefit from them in a timely way, carefully tested: A new platform applications rationalization, context- HUB Apps will evolve quickly in release should be upward compatible driven testing, SCRUM, agile RUP, terms of new services they provide, with earlier releases in order not to MDA/DSL and software factories, more in months than in seasons, but frustrate organizational use. This puts business analysis/SEMBA, Smart Use not in weeks. All in all, the overall a particular focus on automated Cases and IRMA for requirements design of the HUB itself is presumed regression testing and testing of management. to be stable. orchestration of several services, both internal ones and externally acquired. 3. HUB Apps A HUB may include Master Data As HUB application services are HUB Apps – or better, HUB Management services, a business web foundational, they have the highest application services – provide the services catalog that gives access to quality requirements, and an integral crucial glue between the IT and foundational and core functions, a test architecture may be needed to business sides of the organization, corporate “apps store” and “data deal with robustness and stability, including the outside world. They market,” and contains all the but also with security, compliance and “infostructural” facilities needed to corporate integrity. Many innovations effectively create and compose occur first in HUB application Business Technology Apps (for example, services, which is also reflected in Enterprise Service Bus [ESB], BPM suite, test approaches that deal with SOA, Business Rules [BRE], portals, cloud, open standards and BPM. mashup tools, BI, mobile services, Documentation is particularly crucial security, etc.). Much of this will be for communication to the future users cloud-based, although hybrid of the platform. scenarios (a combination of on-premise and public cloud delivery) will be A HUB platform evolves continually typical in the forthcoming years. and often; it needs to be distilled from an existing set of poorly integrated HUB Apps are the pièce de résistance of and redundant solutions. This is why, the IT department, as they are the in addition to an approach such as powerful catalyst to create more TOGAF for architecture and agile RUP business value from IT. The for platform development, much focus requirements of HUB application will be on rationalization. The amount services must be proactively aligned of work that can be done offshore is with all stakeholders – both in probably never more than 50%. business and IT – in order not to lag behind. There must be a sense of The necessary skills include collaboration, rather than “comply or architecture, SOA, cloud, open die,” and architectural design standards, middleware tools, ESB, principles must be carefully and BPM suites, end-to-end testing, multi- convincingly communicated. channel distribution testing, social media and procurement. These architectural principles revolve around open standards, open solutions, SOA/service orientation,

From Train to Scooter 7 4. CAR Apps CAR Apps are created in, or in near proximity to, the business. Because they are close to the market-facing units – and possibly to clients – the dynamics of these applications reflect the volatility of the outside world. CAR Apps address many direct, operational and tactical needs of the business and provide direct, measurable value. They bring differentiation to the enterprise, on top of the non- differentiating elements of the TRAIN and the somewhat differentiating Business units are in charge of CAR elements of BUS applications. Apps, ensuring optimal leverage of the supplied enterprise HUB application The tools being used are simple and services, in close collaboration with help to keep a stable, proven require few specialized IT resources. Central IT. Although many CAR Apps environment. The tester needs to CAR Apps illustrate the shift to are built with low-tech tools, they still understand both the business context Business Technology from Information may require more specialized IT of the application and the specific Technology. To be effective, CAR resources. These will be located in the Business Technology tools being used. Apps must be created in days or business units themselves, or End-to-end business process testing is weeks, rather than in months. They resourced from Central IT. emerging here. Exploratory and agile may have a relatively short life, in testing will be more effective than which case they typically will be The architectural approach to this area traditional approaches. In general, replaced, rather than continually is typical to engagement models such errors in this category of apps may enhanced and expanded. as Capgemini’s BusinessTechnology have less far-reaching consequences, although blunders in communication Agor a3 in which business drivers are CAR Apps are built on shared mapped on technology solutions and or marketing can cause serious damage platform services or simply bought then quickly put into action. to the reputation of an organization. in the cloud. The first category Architecture is more a question of may involve platform services for aligning to the HUB, rather than Methods applied in this area typically Business Process Management, creating something new. However, will be lightweight, agile and action- Business Rules Management, using unified, integrated information oriented, such as SCRUM. They intelligence, analytics, portals, and shared, enterprise services is assume a high level of involvement of enterprise content management crucial to achieving the desired the intended users of the app in the and mobile applications. Solutions benefits. Failure in this area will development and maintenance of the may be created by orchestrating ultimately lead to island automation solution. Capgemini’s Rapid Design & readily available services, both and applications sprawl (think of the Visualization (RDV) accelerated design internally (often supplied by current heap of “homebrew” Excel- methodology may be applied for TRAIN and BUS Apps) and externally based applications). Continual requirements specification. Offshore acquired. This leads to “composite rationalization must therefore be built leverage is possible, but likely less applications” that spawn multiple into the architectural approach, than 35%. processes, services and data sources. including an explicit focus on Lightweight “glue” programming applications retirement. For this lifecycle (and SCOOTER languages (e.g., Ruby, PHP, Python, Apps as well) contractual agreements JavaScript) may be used to integrate Testing must focus on proper are more iterative and the targeted and augment services, as well as alignment with the enterprise results may be more “aspirational to “cloud development platforms” platform. However, new approaches be” than a fixed outcome based on such as Force.com, Red Hat’s may be needed to test the functional Service Level Agreements. The OpenShift or Windows Azure and correctness of applications that are performance may be more dependent mobile development platforms like built with non-software engineering on the realization of “business points” Apple’s Cocoa. tools. A sandbox environment may be – in terms of business benefits and needed and version management will value achieved – than “function

3 “Building the BusinessTechnology Agora with Capgemini’s TechnoVision,” Capgemini, 2010

8 Application Services the way we see it

points.” A contract may describe Like CAR Apps, SCOOTER Apps are as compliance afterwards will be an envisioned final results and built on shared HUB application obstacle to the short time-to-market intermediate plateaus but would services or are created using the tools that is typical of this lifecycle. typically focus more on “rules for the that are supplied through the HUB. Preferably, testers are already involved journey” such as length of a cycle, Often, building just means configuring in planning and designing the architectural foundation, budget limits a tool or defining declarative rules. It solution, rather than during – or even and methods for collaboration. also may involve visual GUI builders, after – the building phase. SCOOTER do-it-yourself portals, mashup kits applications will often connect to the The necessary skills include and social media platforms. outside world so – again – end-to-end exploratory/agile testing, business business process testing is crucial. analysis, BusinessTechnology Agora Business units are in charge of interactions, SCRUM and other agile SCOOTER Apps, ensuring optimal There are no formal methods applied approaches, next-generation leverage of the supplied enterprise in this lifecycle. Rapid Design & programming languages, Business platform services and tools. They may Visualization may be applied to Technology tools (Business Intelligence, want to leverage the in- and outside prototype scenarios and then used to Business Process Management suites, world – using the “power of the bring them to life. Offshore leverage is Business Rules Engines) and mobile crowd” to build applications and, to a highly unlikely. application platforms. certain extent, act themselves as provider of a HUB platform. Skills needed include exploratory and 5. SCOOTER Apps end-to-end business process testing, SCOOTER Apps are created in the The architectural approach for knowledge of social media and mashup operational business units by the SCOOTER Apps is to use whatever tools, and typical business-oriented employees of these units themselves. tools, services and information are tools (BPM, BRE, social BI, etc.) They may be applications that are available – preferably through Central created as a direct response to a IT and the HUB, but with public certain event but can also include resources as well. highly personalized user experiences, aimed at supporting individuals in Testing must focus on compliance their work. In contrast to CAR Apps, with corporate policies so as to avoid most SCOOTER Apps require very unwanted exposure of information little or no specialized IT tools and and data to the outside world. This skills, nothing more than the skills must, however, be a proactive activity, that any IT-literate individual nowadays would possess. With that, SCOOTER Apps are completely self-sufficient.

SCOOTER Apps are created in days, hours or maybe even minutes. They are probably short-lived and will be replaced by other solutions, rather than extended or enhanced. It should be the norm to “throw away” these applications frequently, a bit like we acquire – and then get rid of – applications in apps stores.

From Train to Scooter 9 Summarizing the Five Lifecycles perform a gap analysis on the application portfolio, the need for a Putting it all together, we have created current situation. From there, we can shift towards more valuable Business a non-exhaustive summary of the plan for and then execute a portfolio Technology solutions, and the necessity lifecycle attributes – with examples – transformation, even tracking benefits of applications rationalization – and in the accompanying matrix (see while the transformation evolves. In building a HUB platform – to create below). We encourage you to think many cases, the overall IT budget is the foundation for the shift. further – and collaborate with us – mainly spent on TRAIN and BUS around solutions, accelerators and applications, where thinking in terms We have a blueprint for the IT other characteristics of each lifecycle. of HUB apps and putting more focus organization, so that we can discuss on CAR and SCOOTER applications central versus decentral models, Delivering on the Promise of would increase the value of IT and the options for ownership and Business Technology satisfaction from the business side. alternative demand/supply chains. Understanding – and acknowledging Also, in typically distributed For each of the categories of – that there are different Application organizations, too many different applications, we thus can discuss Lifecycles is a powerful tool when TRAIN and BUS applications are options for governance. Again, it following up the initial euphoria of found, all based on their own helps us to plot a path towards the discovering and exploring the next platforms and technology stacks and desired situation. In general, more generation of Business Technology highly overlapping in functionality. organizations will seek to decentralize solutions: These situations require application their CAR and SCOOTER rationalization, an effort that is applications, which may lead to the We may use the five types to difficult to ignite. The Application reallocation of IT staff (and budgets) identify an ideal portfolio mix – in Lifecycles should be used to discuss across the organization. terms of budget and focus – and to the imbalance of the current

Characteristics of the Five App Lifecycles

10 Application Services the way we see it

The HUB lifecycle is the place making “TRAIN applications behave TRAIN and BUS applications will be where two worlds meet. The like TRAINS again” is one of the built and maintained more by relatively short-lived, action- and biggest challenges of the forthcoming geographically remote teams than information-oriented requirements of years. Full outsourcing may be the will CAR and SCOOTER the business side are translated into a way to accelerate such a change. applications. Local IT professionals set of services that unleash the power I BUS applications need to be built in need to move yet closer to the and knowledge that are contained in a more flexible, agile way and much business side of organizations than the core and foundational systems on focus will be on boosting they used to be and they will have to the IT side. It is the crucial enabler to productivity through frameworks, master a new palette of tools, the promises of a fully aligned sector-specific templates, model- platforms and accelerators. “Business Technology Agenda” and driven development and re-use. A should be central in any follow-up migration to cloud-based delivery Technology is becoming intimately, discussion. For the IT department, can be instrumental in achieving irreversibly entwined with business. building a compelling, well-defined these objectives. To fully leverage the potential of this and well-communicated catalog of unique marriage, we must I CAR applications will be at the core HUB services provides the key to acknowledge – and appreciate – that of a new wave of high-value bringing all threads together. It we need stability and predictability solutions, delivered very near to the involves making choices about open hand-in-hand with flexibility and business side of organizations. It standards, platforms, tools and speedy action. We are convinced that involves new, often yet unknown suppliers. It brings back the the five Application Lifecycles will tools and platforms to create architectural allure to IT, but at the help you in achieving this. solutions and new ways of managing same time the HUB can only be built requirements and engineering. step by step, in close alignment with Leveraging the HUB is crucial for actual solutions being created in all of productivity, but just as much of the other lifecycles – obviously with a ensuring consistency and alignment new focus on CAR and SCOOTER across the organization. solutions. Very few organizations will For the IT industry, a new be able to permit themselves to build I SCOOTER applications will typically an entire HUB catalog before building not be built by IT experts, but and inspiring perspective the first solutions on top of it. instead by business users who will emerges on how to both continually explore new ways of leverage distributed, We get to understand what new quickly creating their own, capabilities will be needed in the individual solutions. It is a matter of offshore resources and forthcoming years, what contractual understanding the requirements of how — and where — to forms will emerge, what new tools these users, particularly in terms of excel with local, onshore will be used and what accelerators the HUB services needed, rather can be applied. In each of the than being too prescriptive about the resources lifecycles, substantial changes are tools to be applied. Providing imminent. community support can be highly effective, as users can learn from I TRAIN applications will be highly each other’s solutions and can jointly standardized and normalized. Their create even better solutions. overall number within an organization needs to be brought I For the IT industry, a new and down significantly and cloud-based inspiring perspective emerges on delivery will be typical for new how to both leverage distributed, solutions. The existing base of legacy offshore resources and how – and applications (custom-built or ERP) is where – to excel with local, onshore in dire need of rationalization, and resources. It is of course likely that

From Train to Scooter 11 www.capgemini.com/technovision

About Capgemini and the Collaborative Business Experience TM

With around 115,000 A deeply multicultural organization, people in 40 countries, Capgemini has developed its own way Capgemini is one of the world’s foremost of working, the Collaborative Business providers of consulting, technology and Experience TM , and draws on Rightshore ®, outsourcing services. The Group reported its worldwide delivery model. 2010 global revenues of EUR 8.7 billion. More information is available at Together with its clients, Capgemini www.capgemini.com. creates and delivers business and technology solutions that fit their needs and drive the results they want.

To learn more about the five Application Lifecycles and Capgemini’s Application Services please contact:

Ron Tolido [email protected]

Illustrations by: Alfredo Carlo, Housatonic Visual Agency

Rightshore® is a trademark belonging to Capgemini Copyright© 2011 Capgemini. No part of this document may be modified, deleted or expanded by any process or means without prior written permission from Capgemini.