How to Become a Master at Software Delivery
How to Become a Master at Software Delivery
With quality software proving essential for positive customer experiences and digital transformations, organizations must overhaul their development practices.
Customer Focus
47% of the business and IT executives surveyed said software development is essential in successfully delivering a better customer experience, up from 34% who said this in 2015.
Market Assessment
46% said software development is essential in successfully driving growth and expanding within current markets, up from 30% who felt this way two years ago.
Tools for Transition
45% of the executives surveyed said software development is essential for a successful digital transformation, up from 32% who said this in 2015.
Business Improvement Priorities
Making security a more embedded part of software development: 44%,
Designing apps and systems with better quality and consistency: 41%,
Gaining greater insight into customer needs to improve app performance: 40%
Room for Improvement
Only 28% of the executives surveyed rated their organization as “very effective” in the continuous delivery of software, and just 32% provided the same assessment of their ability to be productive via DevOps automation.
Reactive Position
Just 24% “strongly agree” that their IT operation uses analytics to evolve from break-fix approaches to continuous improvement.
The Best and the Rest: Outstanding Delivery
61% of executives at companies considered “masters” in software development and delivery said their firm understands what customers need and strives to deliver the best customer experiences. Just 22% of those at “mainstream” organizations agree.
The Best and the Rest: Prime Product
53% of the executives surveyed at masters said their IT department is “very effective” at delivering apps with improved quality and consistency, but only 24% of those at mainstream companies said this.
The Best and the Rest: Optimal Alignment
52% of those at masters said their IT department is “very effective” at prioritizing software development according to business goals, compared to just 15% of those at mainstream organizations who claimed this.
The Best and the Rest: Worth the Wait
49% of executives at masters said their senior business management understands the importance of not compromising software quality or security for time-to-market, but only 15% of those at mainstream organizations said this was the case.
The Best and the Rest: Teamwork
47% of executives at masters said their company’s culture and practices support collaboration throughout development, operations and IT security, but just 17% of those at mainstream organizations claimed this.
