SOFTWARE DEVELOPMENT AND INTERNATIONAL PRODUCT BUSINESS · SOFTWARE DEVELOPMENT AND INTERNATIONAL...

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SOFTWARE DEVELOPMENT AND INTERNATIONAL PRODUCT BUSINESS

Sami JantunenGLOBAL NETWORK MANAGEMENT PROJECT

www.tbrc.fi/gnm 2 GLOBAL NETWORK MANAGEMENT

CONTEXT MATTERS

“Every design problem begins with an effort to achieve fitness between two entities: the form in question and its context. The form is the solution to the problem; the context defines the problem.”

-Cristopher Alexander


TOPICS TO BE COVERED

CONTEXT MATTERS IN SOFTWARE DEVELOPMENT

WHAT IS SO SPECIAL ABOUT SOFTWARE PRODUCT DEVELOPMENT?HOW INTERNATIONALIZATION OF A PRODUCT CHANGES SOFTWARE DEVELOPMENT?WHAT CAN BE DONE FOR THE SOFTWARE DEVELOPMENT CHALLENGES?


BESPOKE VS. MARKET-DRIVEN DEVELOPMENT (1/2)Aspect Bespoke

developmentMarket-drivendevelopment

Primary goal Compliance to the specification

Time-to-market. Requirements are jettisoned rather than allowing delay of release.

Measure of success

Satisfaction, acceptance Sales, market share, product reviews

Life cycle One release, then maintenance.

Several releases, as long as there is a market for the product.

Requirements conception

Elicitated, analyzed, validated

Invented. Either the market (marketing department) permits a feature, or technology does.

Requirements specification

Used as a contract between customer and supplier.

Rarely exist in orthodox RE terms, if so, they are much less formal. Requirements are communicated verbally.

Users Known or identifiable. Termed user, end user.

Unknown, may not exist until first product is on the market. Termed customer.

Source: Pär Carlshamre (2001), A Usability Perpective On Requirements Engineering


BESPOKE VS. MARKET-DRIVEN DEVELOPMENT (2/2)Aspect Bespoke

developmentMarket-drivendevelopment

Physical distance to users Usually small Usually large

Main stakeholder Customer organization Developing organization

Specific RE issues Elicitation, modelling, validation, conflict resolution.

Managing a steady stream of new requirements. Prioritizing, cost-estimating, release planning.

Developer’s association with the software

Short-term (until end of project)

Long-term, promoting e.g. investment in maintainability.

Validation Ongoing process Very late, e.g., at trade fairs.

Use of RE standards and explicit methods

More common Rare

Use of iterative techniques Less common More common

Domain expertise available on the development team

More common Less common product development often break new ground).


TAILOR-MADE SOFTWARE DEVELOPMENT


MARKET-DRIVEN SOFTWARE DEVELOPMENT


MARKET-DRIVEN SOFTWARE DEVELOPMENT

Technologicalturbulence

Commercialturbulence

Customers’needs


ALL THAT FUSS ABOUT CUSTOMERS



Customers’needs

Customer #1Customer #2

Customer #4

Customer #3

Customer #5


COMPETITION




Customer #4

Customer #3

Customer #5


SOFTWARE DEVELOPMENT FOR GLOBAL MARKETS




Customer #4

Customer #3

Customer #5




Customer #4

Customer #3

Customer #5


MAKING IT EVEN MORE DIFFICULT: COLLABORATING WITH PARTNERS

PARTNERS ACT UPON THEIR OWN INTEREST…when sensing

the market…when making

sense ofthe market

…when actingupon

knowledge

Partners mayprovide you

distorted marketinformation

Partners may beselfish when

demanding new features

Partners may notbe committed to sell the product

PRODUCT ORGANIZATION LOSES CONTROL TO SOME EXTENT WHEN COLLABORATING WITH PARTNER


SUMMARYHOW INTERNATIONALIZATION AFFECTS REQUIREMENTS ENGINEERING PRACTICES


WANTING TO INCREASE YOUR CHANCES?

Become a better shooter?Cut down the number of carrots?

THE CHALLENGE OF MARKET-DRIVEN SOFTWARE DEVELOPMENT:The complexity of design problem increases all the time. What can you do about it?


HOW TO BECOME A BETTER SHOOTER?

Tool and process improvements??Improve your ability to collect and manageinformation?Improve your ability to make conclusionsfrom the data?Improve your ability to make decisionsbased on the built understanding of marketneeds?Improve your ability to document and disseminate the made decisions?


ARE YOU WORKING WITH ONE HAND ONLY?(PROCESSES COLLABORATION)

Are processes enough? How about supporting human interaction?Will you be able to manage the complexityin the long run?Which of the following describes betteryour challenge?:

”How can I treat the gathered information in a most efficient manner?””How can I utilize my resources the bestpossible way in creating new knowledge?”


HARNESSING YOUR RESOURCES IN KNOWLEDGE CREATION

CustomerUniversity

Competitor Supplier

MarketingProduct

development

COMPANYCOMPANY

It is much about selecting right resources to the right place and time!


EUROPE

U.S.A

CAN YOU FIND A SOLUTION THAT SATISFIES ALL?



Customer #1

Customer #4

Customer #3

Customer #5




Customer #4

Customer #2

Customer #5


STRUCTURE OF YOUR PRODUCT?

CORE


SUMMARY

Context matters in Software DevelopmentProduct development differs from bespokedevelopment in many waysInternationalization of a product magnifies the productdevelopment challenges even further

The challenge of developing a software productto a global marketplace is becoming more and more complex

Can such complexity be tackled relying on engineering skills only?

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