Ibm software conferences 2013

We had a great conference with conference attendees showing considerable interest on the part of the prospects to adopt these new technologies that are creating a very synchronized and unified product development environment for engineering teams spread globally and facilitate real time collaboration and significant productivity and quality gains.

We continue to pursue our goal to enhance your development environment without asking you to replace any point tools from Kovair.

Kovair Software is a Silicon Valley software products company specializing in the domain of Integrated Application Lifecycle Management ALM solutions and supports global software development and management. Now with its recent introduction of DevOps capabilities, it has a full offering of software development tools in multiple domains.

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Views: Listen to this article. You may also like:. Team Kovair. The task force team established a process for evaluating progress, terminating underperforming projects, and reassigning ownership and resources. Statistics were tracked and used to improve the process. By now, lots of communication had taken place. But making the transition involved detailed planning, down to the individual customer and the individual employee.

The current existing sales team for each customer was asked to develop a transition plan using a template that: 1 included customer contact information and key relationships, along with current projects or opportunities; 2 provided appropriate details for each one, including the platform or solution team to own it after transition; and 3 gave forecasts and any other specific, relevant information. This information was entered by the current team into the opportunity management system. The task force client and opportunity management teams defined a customer transition certification process to ensure that the new owner had accepted the opportunity and turnover was completed.

A scripted presentation was prepared, to be delivered to each customer by the current sales team. It explained what IBM was doing, why we were doing it, and why it would be good for the customer.

Written FAQs were also provided, and current sales teams were trained on how to deliver the message. Target schedules were provided and managed to ensure rapid delivery. The transition was also defined down to the individual employee level. Complete position descriptions were developed, including:.

Performance plan outlines and sample performance plans for each position were developed. The performance plan was the annual agreement between an employee and management on what was to be achieved and against which the employee was evaluated and compensated. The task force measurement and compensation team developed new guidelines for performance measurement and compensation that were aligned with the objectives of the trading area.

Each employee then completed his or her own skills and preferences questionnaire, and the manager did the same for each employee. This information was fed into a trial organizational spreadsheet based on the responses; final decisions on the new position for each employee were then made by the GM's direct reports, as the senior managers of the trading area, assisted by task force leadership.

Updates were provided to employees throughout the six-month task force process. Although the prevailing literature calls for small wins, in our case the calendar year mandated the deadlines for measurement, so it was necessary to be ready for an all-at-once implementation.

Although there were some pockets of resistance in one instance a hour meeting with a recalcitrant executive , the planning was thorough with attention to detail , and the communication was frequent. Top management had vision and supported us, and reinforced this support throughout the process. A conceptual design for implementation had been developed ahead of time. We had the top-ranked people on the task force. These were critical success factors for us.

Each was part of the reason we succeeded in making the change:. During and , the remainder of the IBM field organization transitioned to a structure and processes that strongly resembled what we did in the trading area, and the IBM business results speak for themselves.

This increase in revenue was accompanied by an increase in the percent of revenue attributed to services solutions from 9. During that time, the percent of total pre-tax income from services and software has grown dramatically, while the percent of pre-tax income from hardware and financing shrank over the same period. But even the successful transformation described in this paper was reactive, done in response to a shift in market needs that temporarily caught the business flat-footed.

As IBM and other entities have since learned, simply responding to shifts in the environment is not enough; we must become adept at anticipating and leading them, whether the opportunity arises at a project, program, or portfolio level, or at the enterprise level. Clifton, D. Investing in strengths. Cameron, J. Quinn Eds. Gallos, J. Business leadership: A Jossey-Bass reader, 2nd edition. Armonk, NY: Author. Making change work. Keller, S. The inconvenient truth about change.

Kotter, J. Leading change: why transformation efforts fail. Kotter J. The 8-step process for leading change. Cambridge, MA: Kotter International. What successful transformations share: McKinsey global survey results. The work is truly interdisciplinary and it answers to many questions which anyone working in our field could actually benefit from. HVC Award Granted since , the HVC award recognizes the most promising academic and industrial contribution to the fields of testing and software and hardware verification from the last five years.

Here's why you should attend HVC HVC is the only conference that brings together researchers and practitioners from all verification and testing sub-fields, thereby encouraging the migration of methods and ideas among domains. This year we will also have a special track on software testing. The track will have dedicated time during the conference, as well as a separate review process.