1.
SOLUTION BRIEF
SOLUTION BRIEF
Bill Portelli
CollabNet Board Chairman,
High-Tech Strategy Advisor
wjportelli@gmail.com
SOLUTION BRIEF
Bill Portelli
CollabNet Board Chairman,
High-Tech Strategy Advisor
wjportelli@gmail.com
CollabNet Board Chairman
and Co-founder
Managing Director, CEO Quest
wjportelli@gmail.com
Chairman & Managing Director
BT & BT Management Consultancy
vsr@btbt.co.in
http://btbt.co.in
Bill Portelli V. Srinivasa Rao (VSR)
Lean Digital Enterprise Evolution
in a Hyperconnected World
SOLUTION BRIEF

2.
2
Executive Summary
WWW.COLLABNET.COM
HTTP://BTBT.CO.IN
Markedly different from the past,
today’s world is increasingly
hyperconnected. People and things
work together as a team in an
environment wherein machines,
cars, chairs, and plants interact with
clouds, IPv6, smart sensors, embedded
software, broadband, and predictive
analytics.
In this hyperconnected world, people
connect to people, people connect to
things, and things connect to things
in real time, creating new economic
opportunities. Capturing the attention
of world business and thought leaders
is the impact this has on the growth
and opportunities in integrated
applications. Case in point, the World
Economic Forum recently published a
report estimating that by 2020, there
will be 50 billion networked devices,
stating, “. . . Hyperconnectivity is going
to be for the 21st century what the
internal combustion engine was for the
20th century.“
This market shift will effect instant
acceptance or rejection of the products
and services enterprises design.
Accordingly, the new business and
technology landscape necessitates a
fundamentally different approach to
product creation and service delivery.
In retail, for example, integrated
software and services like Amazon
Dash ensure families do not run
short on supplies. Automatic refills
of household items based on current
levels and the consumption rate of
such daily supplies as coffee, milk,
and detergent will become the norm.
Household members simply push
a button on an Amazon-/retailer-
supplied device to send a request to
both the Amazon Cloud and the user’s
mobile app to confirm and receive the
packaged supplies via Amazon Prime
shipping.
Another example in the auto insurance
industry is Progressive’s Snapshot,
which the company calls “usage-based
insurance.” This service personalizes
drivers’ individual insurance rates
based on their real-world driving
habits. Progressive supplies customers
with a smart device that plugs into
each car‘s diagnostic port and collects,
captures, and sends data to the
Progressive analytics environment. Its
algorithms use such data as distance,
times at which a person drives within
a day, and sudden changes in speed
to calculate and send unique reports
and individually customized insurance
premiums to customers.
These examples demonstrate the need
for applications and services to focus
on user value-generated outcomes in
which customers are involved in the
entire journey. To compete successfully
in a hyperconnected economy,
enterprises will need to build solutions
with speed and quality that connect
people, processes, products, and
intelligent things to both their existing
and future applications.
Solutions must be capable of
responding to ambitious real-time
user needs; be available anywhere
and anytime on any platform; adhere
to rigorous privacy and security
concerns; exchange system data
at unprecedented speed, in record
amounts, and asynchronous bursts;
and be updated to users in minutes to
weeks rather than the historical weeks
to months.
To build these myriad highly
connected solutions, organizations
need to digitalize their products,
services, processes, skills, and
operating models. They will need to
leverage digital technology (DT)—
the convergence of information,
communication, collaboration, and
operational technologies—using a
new set of methodologies. These
include lean digital approaches to all
of the enterprise business functions,
as well as to technology strategy,
governance, and infrastructure; system
architectures; and apps. This requires
a new system-wide approach to
develop, test, deploy, integrate, secure,
and maintain both integrated digital
and traditional applications across
distributed platforms built by DevOps.
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3.
3
New development and management approa-
ches for global product development teams
with outcomes focused on business value;
Modular architectures to extend traditional
systems of records (SOR) design to include the
proliferating systems of engagement (SOE) and
systems of things (SOT) applications.
In brief, delivering lean digital applications requires the following:
In response to this market shift and the challenges it
imposes on Senior Executives (CXOs & Heads of department),
BT & BT Management Consultancy Pvt. Ltd. is leading
a new approach to system integration. The company is
spearheading a consortium of best-in-class technology
specialists and partners, including CollabNet, to define and
implement process, technology, and development practices
to guide CXOs in this transition.
This Solution Brief outlines the business opportunities
and challenges in developing and bringing to market this
explosion of highly interconnected applications with a
business-first focus. To assist organizations in this transition,
it further describes new methods for services management
and delivery, technology stacks and architectures, and tools
and processes for application development and delivery,
including:
and
Global Delivery Model 4.0 (GDM
4.0)—a delivery model devised by BT
& BT to help companies transform
into lean digital enterprises;
A six-layer lean digital technology
foundation offered by BT & BT
and its partners that provides
the technology structure for an
organization to transition into a lean
digital enterprise, building an array of
interconnected applications; and
A scalable platform to perform
digital application development and
system integration with CollabNet
TeamForge®—an open and agile,
governed application lifecycle
management (ALM) / DevOps
environment to develop, deliver, and
integrate SOE, SOT, and SOR apps
1 2 3
Hyperconnectivity is going to be for the 21st
century what the internal combustion engine
was for the 20th century.
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4.
4
Sections
1
Introduction
Business and CXO challenges in the
hyperconnected market
2
The Era of Lean Digitalization
New business and management practi-
ces to become lean digital and ready to
capitalize on new market opportunities
3
Lean Digital Technology
The digital technology foundation nee-
ded for legacy IT and process evolution
4
Lean Digital Apps
A new approach to develop, deliver,
and integrate lean digital apps (inclu-
ding SOE, SOT, and SOR)
The following sections comprise this Solution Brief:
Development and Delivery of
Lean Digital Apps
A scalable approach to overcome orga-
nizational roadblocks and develop and
integrate interconnected applications
5
6
Global Delivery Model 4.0
A new methodology for global system
integration to project manage, develop,
and deliver lean digital apps
7
Summary
A summation of this paper and next
steps to get started
SOLUTION BRIEF

5.
5
Introduction
Hyperconnected solutions extend traditional IT applications and data systems to include new connections among
people and things. This market shift will significantly affect peoples’ lives, business lifecycles, government, and
society and is characterized by the following:
New Possibilities
• INTELLIGENT THINGS: Sensors, chips/embedded software, IPv6, broadband, and predictive/ prescriptive analytics
that give intelligence to plants, machines, equipment, appliances, and more.
• CONNECTED APPS, PEOPLE, AND THINGS: People to people, people to things, and things to things that
increasingly connect in real time. People and things work together as a team in performing the essential functions
or activities of an organization.
• AMBITIOUS NEEDS: The significantly changing behavior, attitude, needs, and expectations of people (the digital
natives).
• OMNIPRESENT INFORMATION: Instant information to get the job done from anywhere, anytime using any device
to meet people’s expectations.
• IMMEDIATE RESPONSE: Instantaneous response for people who desire instant feedback & information.
• INTERNET ACQUISITION: Peoples’ purchase decisions based on Internet search and social media
recommendations from peers and social network connections.
• SOCIAL BEHAVIORS: Opinions on products and services freely voiced by people on social media.
• SECURITY CONCERNS: People, enterprises, and governments that are highly conscious about privacy, safety, and
security.
Just as business strategies transitioned in the 20th century from Agrarian to Industrial, then Services, and
finally to the Internet economy, industry is now moving into a Digital and Experience economy, driven by highly
interconnected applications. During such economic transitions, organizations and industry leaders that were slow
to transition to the new norm and market dynamics often lost their leadership position or went out of business.
The following shows that industry is, again, at a critical turning point:
Successful transition necessitates new approaches to business and operating models, product and
services development and delivery, user interaction, analytics, and security.
“In the Digital and Experience economy, growth and success of organizations
and governments depend on how well they sell or offer ‘moments of
experience’ to customers via their products and services and how agile they
can be to ever-changing market needs.” -BT & BT
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6.
6
CULTURAL MISMATCH:
Organizational problems in meeting
the needs of new market segments
comprised of new-age digital cus-
tomers with different attitudes and
aspirations.
OFFERING AND SKILLS MISMATCH:
The inability of existing products,
services, processes, skills, and
operations to take advantage of the
opportunities presented by highly
interconnected systems and markets.
LACK OF AGILITY:
An organization’s lack of
preparedness to respond rapidly
to and implement the incremental
changes needed to be relevant in
emerging markets characterized by
extreme application interdependence
and applications.
1 2 3
In the past, many CXOs and business leaders focused on applications and infrastructure technology initiatives
without considering the larger-picture business needs and implications. Today’s CXOs increasingly realize that
technology initiatives should also focus on user-generated outcomes to transform and support the business.
CXO Challenges in a Hyperconnected World
“Technology is changing business focus, customer
journey, products, services, processes, culture, and
operating models, in addition to applications and
infrastructure.” -BT & BT
Inability to establish change-management plans for: i) products and services, ii) operating models, iii) talent and
culture, iv) process, and v) a modern technology foundation will cause companies to struggle to meet the needs
of digital customers. It will also render those organizations vulnerable to both known and unknown competition.
From an organizational perspective, CXOs face the following challenges as they attempt to build
business value and solutions in these dynamics:
SOLUTION BRIEF

7.
“By 2020,
more than three-quarters of
[the] S&P 500 will be companies
that we have not heard of yet.”
–Richard Foster, Senior Faculty Fellow
at the Yale School of Management,
Yale University
“In 10 years, over
40% of [the] Fortune 500 will
not be here.”
–Babson Olin School of Business
Advertisement, Fast Company April
2011
7
COLLABORATION:
A steady increase in collaboration among
CIOs and their line-of-business counter-
parts.
EXPERT PARTNERS:
The increased incorporation of
technology and delivery partners for
assistance with their top challenges
in search of innovation, access to the
latest collaboration and communication,
operation technologies, and speed of
digital application development and
delivery.
1 2
To address the aforementioned risk, a range of recent analyst and
systems integrator studies indicate the following chief information officer
(CIO) working-model shifts:
Due to these challenges, independent researchers forecast many CXOs
will struggle or fail to evolve their organizations to the point where they
can capitalize on market opportunities shaped by changing customer and
technology dynamics.
SOLUTION BRIEF

8.
8
In the hyperconnected world, lean digital enterprises possess the following characteristics, which aid in driving
the targeted business opportunities and business performance:
The Era of Lean Digitalization
A lean digital enterprise should evolve rapidly using a new management approach and process for continuous
improvement. To address change-management needs, BT & BT Management Consultancy created a lean digital
management approach involving a set of guiding principles that build upon hundreds of years of experience from
some of the most progressive executive and technology thought leaders in the global system integration market.
“These principles install the required organizational business pillars to achieve
and maintain organizational transformation. Called ‘lean digitalization,’ BT &
BT’s approach merges digital and lean philosophies to bring positive change to
and prepare enterprises for readiness in the Digital and Experience economy”
-BT & BT
• LEAN: Focuses on eliminating non-value-add activities while digitalizing the businesses.
• EXPERIENCE-FOCUSED: Focuses on offering empowering experiences to customers—not just user, but customer—
experience, including persona definition, journey maps, and design experience to meet customers’ emotional needs.
• INSIGHTFUL: Delivers real-time recommendations and insight, enabling customers, employees, suppliers, and partners to
make the right decisions at right time.
• OMNIPRESENT: Provides information to get the job done from anywhere, anytime, on any device.
• PREDICTABLE: Leverages real-time contextual predictability for better strategic and operational business decisions.
• COLLABORATIVE: Capitalizes on real-time collaborative intelligence, innovation, and execution for business excellence.
• RESPONSIVE: Develops digital applications and infrastructure with a modular Agile architecture to respond quickly to
market demands.
LEAN
Digital
Business
Model
LEAN
Digital
Business
Strategy
LEAN
Digitalize
Products
LEAN
Digitalize
Services
LEAN
Digitalize
Processes
LEAN
Digitalize
Operating
Model
LEAN
Digitalize
Culture & Work
Place
LEAN
Digital
Talent
21st Century enterprises have to lean digitalize its business pillars to become future proof & future ready. The
pillars are depicted below:
Technology has now become a driving force for businesses and significantly changing all the pillars of business.
Hence it is imperative to have sophisticated digital technology foundation, digital applications and digital
infrastructure powered by lean philosophy
SOLUTION BRIEF

9.
9
Lean Digital Technology
In addition to a new management approach, organizations should embrace Agile DT to migrate away from
legacy IT processes and transform into lean enterprises.
A Catalyst for Nurturing Lean Digital Transformation
“Digital technology is the merging and fusing of
communication & collaboration technology (CT),
information technology (IT), and operations technology
(OT) powered by a lean philosophy.” -BT & BT
Fusing these four technologies empowers organizations to build lean digital products, services, processes,
operating models, applications, and technology infrastructure—essential pillars of a modern enterprise.
Representative digital technologies include the following:
Social
Media
IPv6
Cloud
Infrastructure
Smarter
Devices
Video
Conference
Wireless
Broadband
Big Data
Technologies
Embedded
Software
Telepresence
Short Range
Networks
Cognitive
Computing
Artificial
Intelligence
MobileIPv6 Gamification
Internet of
Things
COMMUNICATION & COLLABORATION
TECHNOLOGY
INFORMATION
TECHNOLOGY
OPERATIONS
TECHNOLOGY
Enterprises that focus on IT only, while ignoring communication, collaboration, and operational technologies will
face serious challenges. This new digital technology foundation and approach go well beyond the IT organization
(i.e., digital technologies will significantly affect every function of the enterprise business organization and will
require change).
I
I
I
I
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10.
10
Many of the legacy technology and information architectures underpinning the solutions that enterprises provide
their customers were built over time using technologies and business strategies no longer sufficient to build
highly connected lean digital apps. These legacy applications tended to focus on automation—transactional
applications and interactions that are centralized and not meant to interoperate with distributed applications,
people, or the modern commerce and social applications of today’s distributed multiplatform apps.
The following table compares the legacy-enterprise automation approach and its technological shortcomings to
a lean digital technology foundation powered by the fusion of information, communication, collaboration, and
operational technologies:
A Lean Digital Technology Foundation
Business element
Automation based on a technology
foundation powered by
information technology
Lean Digital Technology Foundation
powered by {IT+CT+OT}
PROCESSES Workflows mainly focus on transactions
Digital workflows focus on omnipresent
transactions with integrated collaboration,
communication, and insight in the workflow
PRODUCTS/
THINGS
Automated with proprietary operational
technologies that lack connection with
distributed people and other things
Automated with open operational
technologies that connect with people and
other things using the Internet of Things
(IoT)
SERVICES
Enterprise provides customers with self-
service functionality (portals are mainly
used for the same)
Enterprise allows customers to access
services from anywhere, anytime, on any
device. It offers a personalized experience
and provides recommendations, so
customers can make timely and accurate
purchase decisions
PEOPLE
Leverages email and disintegrated and
proprietary collaborative tools
Leverages social collaboration tools, unified
communication, and crowdsourcing tools
Digital Technology foundation built on lean philosophy creates game changers & change makers.
SOLUTION BRIEF

11.
11
To assist organizations in transitioning into lean digital enterprises, BT & BT has defined six layers of a lean DT
foundation providing the technology structure that’s capable of building diverse interconnected applications.
The following six layers constitute a technology architecture that manages the fusion of information,
communication, collaboration, and operational technologies and spans customer- and operations-centric
applications:
Six Layers of a Lean Digital Technology Foundation
The six-layer lean DT foundation empowers business leaders to create customer value-generated outcomes, be
responsive to users, achieve desired business advantages, and collaborate with an IT organization using Agile
development, delivery, and lean approaches. A lean management approach, along with the installation of this
technology foundation, will transform legacy IT organizations into DT organizations—leading to innovation,
business growth, and customer responsiveness.
BT & BT’s refined definition of CIO in the new hyperconnected world as follows:
An officer who deals with Communication and
collaboration technologies, Information technologies,
and Operations technologies.
1. LEAN DIGITAL TECHNOLOGY FOUNDATION
Lean digital
technology strategy
Lean digital
technology governance
Lean digital
technology architecture
2. USER INTERFACE / OMNICHANNEL LAYER
Touch Voice Gesture Moods Click Keyboard
Tablet/
laptop
Mobile
Phone
Wearable
devices
Consoles Phablet TV
3. LEAN DIGITAL APPLICATIONS LAYER
Productivity apps Business/industry
apps
Content apps
Infrastructure
management
apps
Systems of Records Systems of Engagement Systems of Things
4. DIGITAL TECHNOLOGY MIDDLEWARE
Social, mobile, analytics, cloud, loT, (SMACIT) Platform
5. UNIFIED DATA LAYER
Structured database
Semi/unstructured
database
Unified data models
6. LEAN DIGITAL INFRASTRUCTURE LAYER
Elastic
networks
Elastic computing
power
Smarter things
Elastic
storage
Unified
cyber security
CIOs now have to manage the fusion of
information, communication &
collaboration, and operational technologies
(i.e., digital technology)
Lean digital enterprises are designed,
built, and run on digital technology
foundation and lean digital philosophy
(e.g., lean digital healthcare, lean
digital banks)
MOBILE ANALYTICS APPS
SOCIAL ANALYTICS APPS
MOBILE SOCIAL APPS
MOBILE ANALYTICS SOCIAL APPS
DIGITALAPPS
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12.
1
Sallie Mae, How America Saves for College
Systems of Records
(SOR)
Systems of
Engagement
(SOE)
Systems of Things
(SOT)
12
Lean Digital Apps/ Applications
Integrating Systems of Records, Systems of
Engagement, and Systems of Things
In this document, Lean Digital Applications & Lean Digital Apps will be used interchangeably.
One critical element of a lean digital technology foundation is a new approach to development, delivery, and
integration of digital apps. Lean digital apps are built with the fusion of IT, CT, and OT and lean principles
different from typical IT applications and go beyond traditional applications and data.
Lean digital apps connect people and things and comprise the integration of the following three different types
of apps:
Transactional systems like enterprise resource planning, customer relationship management, and supply chain
management (packaged and custom-built) fall within the systems of records category. SOR applications include
hundreds of features and functions with complex business rules and workflows. Development and upgrade
cycles for these applications are lengthy (typically spanning months).
Lighter weight mobile, social, and analytics apps are built as SOE apps—applications that interact with people
and systems of things, such as machines, cars, equipment, and more. Generally, SOE and SOT contain just a few
key functions and features with simplified business rules and workflows. Development and upgrade cycles for
these apps are short (often only hours, days, or weeks).
SOR: Processes and transactions (IT)
SOE: People and their interactions
and engagement (CT)
SOT: Intelligent things and their
interaction with people and things (IT)
SOLUTION BRIEF

13.
13
Gartner, a leading information technology research and advisory firm,
suggests IT organizations address the need to develop and integrate
applications built with these features and time-to-market differences by
adopting “bimodal IT,” as follows:
“. . . the practice of managing two separate,
coherent modes of IT delivery, one focused
on stability and the other on agility. Mode
1 is traditional and sequential, emphasizing
safety and accuracy. Mode 2 is exploratory
and nonlinear, emphasizing agility and
speed.”
Within the scope of lean digital application development, the Mode 1
approach is typically used for SOR, while Mode 2 is usually used for SOE and
SOT. Gartner further clarifies that Mode 1 and Mode 2 applications must
be integrated, even while maintaining different infrastructure approaches
across both modes:
“These two modes have different infrastructure
needs. The organization must deliver
integration across the application portfolio, but
this does not demand identical infrastructure
approaches across both modes. The needs
of IT operations organizations and the needs
of application development organizations
are different and sometimes opposed,
complicating the selection of solutions. . .” 1
1
Best Practices for Planning a Cloud Infrastructure­as­a­Service Strategy — Bimodal IT, Not Hybrid
Infrastructure, Gartner 3 March 2015 | ID:G00273574
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14.
14
TRAIT MODE 1 – RELIABLE MODE 2 - AGILE
VALUE Price for performance Revenue, brand, customer experience
OBJECTIVES
Cost reduction
Cost predictability
Built to a specification
Reliable, secure, well-managed risks
Flexibility and speed
Manage uncertainty
Validate, learn, pilot
Fail fast, fail frequently, fail small
GOVERNANCE Plan-driven, approval-based Empirical, continuous, process-based
CULTURE IT-centric, removed from customer Business-centric, close to customer
REQUIREMENTS
Predictable and known functionality
Performance requirements are known
Capacity needs can be predicted
Requirements change frequently
Requirements are uncertain
Unpredictable capacity needs, scale to
demand
RATE OF CHANGE
Stable, low change, incremental
change
Rapid and frequent
SOURCING
Mature technology
Mature suppliers
Long-term deals
Technology may be immature
Suppliers may be small or immature
Short-term deals
PERSONALITY Linear, step-by-step, slow but steady Inquisitive, thrives on change
CYCLE TIMES Long (months) Short (days, weeks)
1
Source: Gartner (March 2015)
Typical Traits of Bimodal IT
SOLUTION BRIEF

15.
Systems of
Records
(SOR)
Systems of
Engagement
(SOE)
Systems of
Things
(SOT)
15
Research by BT & BT and its business partners’ projects the various application mix today compared to 2020 as
follows:
To enable this application mix and business evolution, enterprises will shift from the use of IT to that of DT,
utilizing digital technology as a framework to modify attitudes and approaches by which individuals and teams
build integrated application solutions for their customers and users.
ILLUSTRATIVE
TODAY
5%
10%
85%
2020
20%
40%
40%
SOT
SOE
SOR
SOLUTION BRIEF

16.
16
Development and Delivery of Lean Digital Apps
Roadblocks to Development and Delivery in a
Hyperconnected World
The move toward application business strategies with highly interconnected customer-centric applications has
resulted in a proliferation of development and delivery approaches by development organizations, including:
CORE SOR APPLICATIONS:
Apps required to run a business
(e.g., high-value financial tran-
sactions or decision-support
systems based on data, business
intelligence, and analytics), often
historically managed in Waterfall
using ad hoc methods and tools.
SOE APPLICATIONS:
People-facing, high-volume
apps typically developed and
delivered in the most agile way
possible, with processes and
toolchains optimized around
dynamically changing market-
use cases. These applications
leverage big data and analytics
to rapidly respond to customer
behavior and enable insights and
predictability.
SOT APPLICATIONS:
Compulsory apps to interact
and work with intelligent things.
These represent an entirely
new set of design challenges
and principles—development
and delivery of which pose
new challenges to traditional
enterprises. These applications
leverage big data and analytics to
effect predictability in business
operations and to optimize
human interventions.
1 2 3
Recognizing the development differences between SOR, SOE, and SOT, many organizations have attempted
to adapt legacy software ALM tools to assist in that effort. However, compounded by multidimensional
development requirements and geographically dispersed resources, this legacy ALM approach has yielded a
fractured landscape of disconnected tools, broken manual processes, and isolated team members. Thus, as
companies struggle to merge independent applications into a collection of integrated and cohesive market-facing
solutions, the resultant set of development tools and processes entail the following limitations:
• REMAIN DIVERGENT AND BRITTLE: Retains tool and infrastructure redundancy, development and system
integration slippages, and rising costs due to the absence of an integrated platform for continuous end-to-end
application integration and delivery
• LACK PROCESS REUSE: Limits development to deployment lifecycle visibility and implementation of common
processes to improve a company‘s development efficiency across the organization
• LACK IP CONTROL: Leads to vulnerable corporate IP software assets and usage governance
• LACK SYSTEM INTEGRATION CAPABILITY: Produces loosely, and often weakly, connected SOR, SOE, and SOT
solutions that fall short of users’ expectations for seamless interconnected applications
• INJECT SYSTEM-LEVEL SECURITY RISK: Lacks system-level requirements and a corresponding holistic
development and delivery approach to enterprise architecture and security
SOLUTION BRIEF

17.
17
An ALM Platform for Development and Delivery in a
Hyperconnected World
Quantifying the extent to which organizations struggle with these disparate tools and processes on the path
to multidimensional application development in the digital market, Gartner reports that 75% of enterprises
experience IT bifurcation, and among them:
. . .half will fail in systematically exploiting the potential benefits of
a multimodal approach, because of trying to apply a traditional IT
mentality to next-generation applications and services and failing to
adopt new technologies, relying on traditional vendors to solve next-
generation challenges.
Successful lean digital app development and system integration is possible with the support of CollabNet
TeamForge®—an open and scalable ALM development and delivery platform with an Agile environment to
develop SOE and SOT apps, while simultaneously providing the governance required for SOR application
development and integration.
“A migration from legacy fractured and isolated tools and processes
to a highly leveraged organization that can perform lean digital
development requires a fundamental change in work practices and
ALM platform.” -CollabNet
2
Best Practices for Planning a Cloud Infrastructure­as­a­Service Strategy — Bimodal IT, Not Hybrid Infrastructure, Gartner 3
March 2015 | ID:G00273574
Process reuse
SOR, SOE, SOT
best practices
Tool reuse
SOR, SOE, SOT
development
IP reuse and integration
within and across hyperconnected teams and system
Flexible
Process
Templates
Collaboration
Architecture
Open ALM
Platform
SOLUTION BRIEF

18.
18
TeamForge uniquely provides development and delivery teams an Agile planning / Continuous Integration (CI)/
Continuous Delivery (CD) / DevOps platform with the following three distinctive attributes:
WORKGROUP TOOL FLEXIBILITY: Workgroups building SOR/SOE/SOT applications have a wide variety of tool
needs. They can integrate many of the open source and favorite point tools that their development teams already
use and love. The result is companywide project-level development and delivery productivity, tool cost reduction,
and development flexibility.
BEST PRACTICE PROCESS REUSE: Organizations developing SOR/SOE/SOT applications can codify their best
Agile, CI/CD, and DevOps development and delivery practices into automated reusable toolchains. The resultant
organization-wide process repeatability yields significantly improved development productivity, time-to-market, and
business returns as opposed to loosely connected tools, which cannot facilitate this process reuse.
GOVERNANCE AND SOFTWARE ASSET IP REUSE: Organizations can arrange enterprise-wide projects hierarchically
into a single, organized development-community platform to reuse software IP in the context of an integrated and
secure architecture. This collaborative platform environment accelerates companywide IP reuse and innovation,
and reduces SOR/SOE/SOT system development and integration time by leveraging already-built, high-quality
software.
1
2
3
“The TeamForge platform uniquely offers an integrated suite
(open to the users’ favorite tools) of collaboration tools and
development tools that span the entire application lifecycle from
planning to development to delivery. The result yields visibility
and the capability to scale DevOps from the workgroup to the
enterprise.” -CollabNet
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19.
19
Agile planning tools
Dozens of Agile planning tools
available, separate from ALM tools.
Less than 1 of 7 projects successfully
connects upstream Agile planning
tools to downstream ALM tools.
Traditional, Agile, Kanban planning and
tracking seamlessly integrate with all
ALM tools (task, code, review, build,
test, release, deploy) and collaboration
tools (workspaces, wikis, discussion
forums, documents, activity streams).
ALM tools: Task, code,
review, build, test,
release, deploy
Separate redundant and disconnected
tools stitched together with
scripts. Multiple point tools—often
disconnected from collaboration.
Poorly tested for security and
scalability.
Integrated administration, look and
feel, role-based access control (RBAC),
path permissions, hybrid Git/SVN, open
API architecture; enterprise extensions
to open source tools; enterprise-grade
performance, scalability, reliability, and
security. Completely integrates with
collaboration tools.
Lifecycle visibility
and traceability,
alerts, monitoring,
data activity streams,
reports
Fractured and disconnected data,
human- and paper-based reporting,
and rollups to gain full project context.
Complete lifecycle visibility and
traceability with data streams and
context with all tools. Integrated and
secure search. Project and cross-
project lifecycle reporting based on
transactional data from the tools.
Collaboration tools
Myriad redundant and disconnected
point tools stitched together with
scripts. Mostly disconnected from ALM
tools.
Project workspaces provide a home
base and single portal for all ALM
and collaboration tools. Development
organized into secure hierarchies
of categories, groups, and projects.
Collaboration tools completely
integrate with ALM tools.
TeamForge for Development and Delivery of Digital Technology
The following table compares the use of legacy and loosely connected environments to an integrated enterprise-
wide collaboration platform to accelerate the development and deployment of highly interconnected digital
applications:
TRAIT MODE 1 – RELIABLE MODE 2 - AGILE
ALM and Collaboration Tools
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Flexibility
Mixed set of flexible or highly specific
point tools. Several platforms highly
restrictive (either Waterfall or Agile—
not both).
Supports any development and
delivery process using most application
frameworks and target delivery
platforms.
Templates
Loose tools render scaling of tool
processes difficult, at best.
The right set of ALM toolchains codified
into reusable Agile, CI/CD, and DevOps
process templates.
Dashboards
Tools-specific dashboards. Loosely
integrated data-warehousing
strategies, and unstructured data
aggregation.
Project reporting with lifecycle tools
and data in context of the complete
software app lifecycle. Reporting spans
projects, groups, and categories.
Process Reuse of Development and Delivery Practices
Project hierarchy
None or flat. Each loose tool has its
own specific and independent project
structure.
Secure, roles-based access governance
of people, tools, actions, and data
organized into categories, groups, and
projects. System view drives integrated
digital SOR, SOE, and SOT IP asset
reuse and integration.
Cross-Project
reporting and visibility
None.
Roles-based cross-project and cross-
hierarchy visibility and reporting of
tools, data, and people.
Search and security
Search limited to individual tools.
Security limited to individual point
tools.
Full platform and cross-tool, cross-
project, cross-hierarchy search with
integrated data archiving; complete
role-based security.
Administration
Separate for each ALM and
collaboration tool. Many OS tools are
command-line driven.
Common UI for admin across all
platform ALM and collaboration tools.
Collaboration Architecture for IP Asset Reuse and Integration
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Global Delivery Model 4.0
Over the past two decades, global systems integrators mastered a structured Global Delivery Model (GDM)
built on a strategy of program-management excellence focused on well-defined client SOR requirements and
applications. Thus, many existing GDM client-management processes, skills, project-management tools, and
software development tools and processes are well suited to meet the needs of these SOR applications.
The existing GDM, however, falls short of the more agile and responsive methods organizations require
to develop SOEs and SOTs (which are often exploratory in nature and developed without clearly known
requirements). Traditional system integrators who persist in using traditional GDM approaches rather than
transitioning to a more responsive model will struggle to participate in the new hyperconnected app economy.
To facilitate project management, development, and delivery of lean digital apps, a new approach for global
system integration services is emerging. BT & BT has devised a new delivery model—GDM 4.0—that is purpose
built to the digital age and supports bimodal delivery. The following table illustrates the main differences
between GDM and GDM 4.0:
ELEMENTS GDM GDM 4.0
Technology era
Mainframe, miniframe, client/server,
Internet era (people and processes)
Social, mobile, analytics, cloud, IoT, AI
technology era (people, processes, and
things)
Strategic partnerships
for delivery
Mostly a one-stop-shop mindset, not
many delivery partnerships
Partnerships with digital specialists
in the form of memorandum of
understandings (MOUs), joint ventures
(JVs), etc.
Metrics focus
Improve time, cost, quality, total
cost of ownership (TCO), availability,
Improve business outcomes
Project idea to
production by
customer
6+ months
Hours, days, and weeks (continuous
delivery)
Global Delivery Model 4.0 (GDM 4.0)
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ELEMENTS GDM GDM 4.0
Application-Services
focus
Develop and manage SORs. Few
apps, but each has hundreds of
features, complex business rules, and
workflows
Support IT organizations with TCO and
to keep lights on
Develop and manage SOEs and SOTs.
Many enterprise apps built under the
‘enterprise app store’ umbrella. Each
app has one or two features, simple
workflows, and business rules
Support business organizations to
bring differentiation innovation at
speed
Infrastructure-
Services focus
Management IT infrastructure—
mostly wired networks, fixed
computing, and storage power;
relatively easy security
Manage DT infrastructure (IT+CT+OT)—
elastic heterogeneous networks (wired,
wireless, M2M), elastic computing,
elastic storage, smart devices, machine
gateways
Knowledge
management system
Less collaborative across development
applications and groups
Used across all applications and
groups; includes users
Distribution of work Onsite, nearshore, offshore
Onsite, nearshore, offshore, distributed
cloud providers
Project lifecycle Waterfall, iterative Agile, DevOps, Scrumban
Mode of sourcing Insourcing, outsourcing
Insourcing, outsourcing, and
crowdsourcing
Project mix
Project portfolio—few medium- and
large-sized projects for stability
Project portfolio—many small projects
for exploration and innovation
Automation in service Low Very high
Production release Monthly Twice per day or week
Testing cycle 1–2 weeks Less than 4 hours
Convergence of
project management
& application life cycle
Very low (traditional project-
management tools, minimal focus on
ALM tools)
Very high (high usage of Agile project-
management and ALM tools)
Delivery analytics for
excellence
Nonexistent / very low
High leverage of descriptive and
predictive analytics for service delivery
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ELEMENTS GDM GDM 4.0
Culture Rigid, slow, partially collaborative
Agility, hyper-collaborative, exploratory,
innovative
Skills Plan, Do, Check, Act (PDCA)
PDCA, mobile-social project
management, multi-country legal/
regulatory awareness to operate in
cloud, virtual project management
(telepresence, Skype, Google Hangout,
etc.), Gen-Y management
Team size per project 10–15 members 3–4 members (rock stars)
Resource mobilization
Easy to mobilize resources with large
focus on IT skills
Difficult to mobilize resources with
skills in DT (IT, CT, and OT areas)
Follow the sun
execution
Yes Yes
World-Class physical
infrastructure
Required, employees work from the
office with sophisticated infrastructure
Not required - Connected clients &
employees enable anywhere, anytime,
any device execution
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Summary
Today’s increasingly hyperconnected world encompasses capabilities far beyond traditional IT applications and
data. This new market is one wherein a connection lies among people and things. These connected applications
and things significantly affect peoples’ lives, business lifecycles, government, and society. The hyperconnected
world demands the development of applications and systems that connect people and intelligent things in social,
omnipresent, intelligent, and real-time experiences, as well as traditional SOR and SOE applications.
An organization’s success in the new Digital and Experience economy will depend on how well they sell or offer
moments of experience to consumers or businesses via their products and services, as well as how agile they
are in the face of ever-changing market needs. Due to the challenges of traditional business and development
cultural behaviors, organizational-skills mismatch, lack of agility, and technology strategies, many organizations
will struggle and/or fail to evolve to the point where they can capitalize on the market opportunities emerging
from this highly interconnected environment.
Global system integration suppliers that currently support CXOs in their transformational initiatives must
also evolve. Over the last 20 years, global system integrators conceived of and mastered a structured GDM
characterized by processes built around well-defined client requirements that often focus on more stable
SOR app development, testing, and maintenance. The existing structured GDM is now evolving to provide the
responsive methods needed to develop and support SOEs and SOTs.
Accordingly, this evolution requires: i) new methods for services management and delivery; ii) the insertion of
new technology stacks and architectures; and iii) new tools and processes for enterprise-scale app development
and delivery. To that end, BT & BT and CollabNet offer the following:
BT & BT’s new GDM 4.0 delivery
model to assist companies in
their transformation to lean digi-
tal enterprises;
BT & BT’s six layers of digital
technology foundation, which
provides the technology
structure for organizations
to transition into lean digital
enterprises, enabling them to
build an array of interconnected
applications; and
CollabNet TeamForge®
for enterprise-scale digital
application development and
system integration with the
support of an open and scalable
ALM development and delivery
platform. TeamForge delivers
an Agile DevOps environment in
which to develop and integrate
SOE and SOT apps, while
simultaneously providing the
governance required for SOR
application development.
1 2 3
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The combination of a GDM 4.0 delivery model, lean DT foundation, and the CollabNet app development and
delivery platform can empower organizations to do the following:
Seize new business
opportunities emerging
in the hyperconnected
world
Build a new set of
solutions with customer
value-generated
outcomes that connect
intelligent things to
their existing and future
applications
Be responsive to the
ambitious real-time
needs of the modern
user
Build applications that
are available anywhere,
anytime, on any
platform
Ensure the privacy
and security of
data exchange
between systems at
unprecedented speed
and quantities
Update and field solutions
to users in days and weeks
rather than weeks and months,
significantly driving top-line
revenues while simultaneously
decreasing application
development, delivery, and
integration costs
And, most
importantly:
SOLUTION BRIEF

26.
Consulting, training, and education
—globally recognized leaders in training and consulting on Agile/Scrum methodologies
and tools at the project level that scale to achieve overall enterprise agility, including:
o AGILE TRAINING—certified ScrumMaster, Scrum Product Owner, and Agile coaching to
help your organization transition to a highly iterative and collaborative project manage-
ment, development, and delivery organization.
o ENTERPRISE AGILE TRANSFORMATION—to extend to enterprise-wide agility to deve-
lop and integrate hyperconnected applications, organizations must look beyond point
tools and project-level Agile software development processes. They must develop a “big-
ger picture” plan for enterprise business agility. CollabNet can get you started through
a comprehensive assessment and the provision of specific recommendations that cover
Enterprise SCM, Agile Development, and Agile Delivery & DevOps. CollabNet’s Blueprint
for Enterprise Agility Assessment includes an economic return model that CollabNet
develops in close collaboration with each customer.
26
Getting Started
The path to becoming a lean digital enterprise capable of building interconnected applications may not be clear
to your organization on commencing this journey. Fortunately, BT & BT, its consortia members, and CollabNet
are already helping companies with this transition, allowing organizations to get started and scale quickly.
CollabNet and BT & BT are here to help your organization get started.
CollabNet TeamForge
an open and scalable ALM development and delivery platform recognized for 12
consecutive years as SD Times 100 “Best in Show” winner in the ALM and Development
Tools category, enabling:
For help transitioning your organization from disparate and disconnected application development tools
and processes into an enterprise characterized by agility, repeatability, IP reuse, and measurability of your
development, delivery, and system-wide integration of bimodal applications, contact CollabNet.
CollabNet offers the following to get your organization started:
CollabNet
o TRACEABILITY ACROSS BEST-OF-BREED TOOLS—integrated best-of-breed open source
and commercial development tools (Agile planning, SVN, Git, Jenkins, JIRA, Nexus, and
much more). These tools drive end-to-end project visibility and reporting to optimize and
refine your development process and support your governance and compliance needs—
both within and across development projects.
o HYPERCONNECTED APPLICATION DEVELOPMENT—develop SOE and SOT apps,
provide the governance required for SOR application development and integration, and
maintain the highest standards of governance, compliance, and IP security.
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27.
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Enterprise 4.0 Solutions
—consulting and services to help organizations:
For help understanding lean digital thinking, to assist your organization in its transformation to a lean digital
enterprise (or adopting a six-layer digital technology foundation for organizations to transition into lean digital
enterprises), contact digital age solutions provider, BT & BT.
BT & BT is an “integrated business technology” integration solutions provider specialized in “lean digitalizing”
organizations by leveraging lean digital thinking powered by digital technologies.
To get your organization started, BT & BT will help you architect and implement a lean digital business blueprint
through system integration and program management of its best-in-class specialists and partners:
BT & BT
o Develop a lean digital business strategy to architect a lean digital future
o Improve customer experience to create lifelong clients
o Implement lean digital workflows and cultivate lean digital talent
o Insert lean digital technology, including design and implement strategy, governance,
platforms, custom apps, and infrastructure
Construction 4.0 Solutions
—specific solutions focused on the construction industry, including:
o A project management system implementing lean digital approaches
o Lean digital project management and consulting from pre- to post-construction
o The insertion of lean digital technology, including design and implement strategy,
governance, platforms, custom apps, and infrastructure
Learning 4.0
—training and education focused on improving organizational talent for companies in the
banking, retail, hospitality, and construction markets (with a focus on knowledge transfer in
the areas of lean digital):
o Talent strategy
o Talent mentoring and coaching
o Learning platform
o Training
SOLUTION BRIEF

28.
28
About CollabNet
CollabNet® is the founder of Apache™ Subversion® and a pioneer in cloud-based application lifecycle-management solutions
for collaborative agile software delivery at scale. CollabNet provides industry-leading products, plus Agile consulting and
training services to help organizations develop and deploy software faster. CollabNet’s flagship product, TeamForge®,
provides customers with an open and extensible collaborative application development and delivery platform to increase
collaboration and application release efficiency across larger, distributed teams. TeamForge users also gain better
governance with enhanced visibility and traceability across the software development lifecycle. For smaller teams, CollabNet
provides CloudForge®, a cloud-hosted version of Subversion, Git, and TeamForge that enables fast project starts on demand.
CollabNet has been recognized for 12 consecutive years as SD Times 100 “Best in Show” winner in the ALM and Development
Tools categories and is consistently positioned as an ALM tools leader within Tier 1 industry analyst reports.
About CollabNet TeamForge®
TeamForge, CollabNet’s flagship product, is the industry’s only open and extensible collaborative software development and
delivery platform for distributed teams. It helps organizations of all sizes improve their collaboration, agility, processes, IP,
and tools via a centralized, secure, web-based system. With TeamForge, entire organizations develop and deploy software
and become more agile at scale using CI, CD and DevOps methods, with the ability to scale to tens of thousands of users.
For more information, please visit www.collab.net
For more information, please visit http://www.collab.net/products/teamforge
About BT & BT
BT & BT’s mission is to create a better today and better tomorrow for organizations and people. The company is an integrated
business technology consulting and system-integration solutions provider specializing in lean digitalizing organizations
by leveraging digital technologies and lean digital philosophy. BT & BT architects and implements a lean digital business
blueprint for its clients by system integrating and program managing best-in-class technology specialists and partners.
Economies are evolving to a fourth phase: Agriculture economy (1.0), Industry economy (2.0), Services economy, Digital and
Experience economy (4.0). BT & BT offers Enterprise 4.0 and Construction 4.0 solutions powered by lean digital approach
aligning with the Digital and Experience economy. Enterprise 4.0 solutions include lean digital business strategy, customer-
experience management, and lean digital business-process design solutions. Construction 4.0 solutions include lean digital
construction project-management solutions.
For more information, please visit http://btbt.co.in
BT & BT Management
Consultancy Pvt Ltd
401, Sai Sarda Enclave,
Road #12, Banjara Hills,
Hyderabad-500034, India
✉ vsr@btbt.co.in
CollabNet, Inc.
4000 Shoreline Court, Suite 300
South San Francisco, CA 94080
Tel: +1 650.228.2500
Fax: +1 650.228.2501
www.collab.net
info@collab.net
twitter.com/collabnet
linkedin.com/company/collabnet-inc
facebook.com/CollabNetHQ
blogs.collab.net
SOLUTION BRIEF