Today was consumed primarily with the delivery of the Jazz Administration Workshop. The workshop was the most popular one of the conference, in terms of the number of people requesting to be able to attend. Unfortunately we did hit some technical snags with the resources available to us on site. Students can still run through the labs on their own, in their own environments, since the workshop begins from a “bare metal” configuration.
In talking to some of our customers, I have seen an interesting trend in the support of our solutions begin to emerge. Many of the people that I talked to are attempting to better serve the needs of their organizations by driving tools administration and infrastructure support closer to their internal customers. They are moving away from a single, central tools administration team for the Enterprise, and instead are creating smaller tool support teams within their various business units.
Many customers are finding that they waste too much time trying to please a variety of internal stakeholders, and that this is slowing adoption of new methods and technologies in their development environments. So I am seeing customers move to deployments of several instances of CLM, one within each business unit, rather than one single instance supporting the Enterprise.
The key point seems to be getting multiple different business units to agree on a core set of software development process and software development metrics. This is understandable since in many cases these business units are doing very different things and operating in very different business environments.
I am not opposed or supportive of this trend, it just struck me and I felt the urge to call it out. What is YOUR organization’s approach to supporting the Jazz technologies, and the rest of your software development infrastructure? Are you moving to a single central team to provide support for the enterprise, or are you moving towards a model where the individual lines of business each have their own implementations and support?