Sw제품사업의 이해: SW CEO 아카데미 9차 강의
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Transcript of Sw제품사업의 이해: SW CEO 아카데미 9차 강의
SW제품 사업박준성교수, KAIST
Copyright © 2014. Dr. June Sung Park. All rights reserved.
세미나 목차
SW제품 산업의 역사와 최근 동향
SW제품 사업의 특성
SW제품 사업의 핵심 경영프로세스
한국 SW제품 산업의 국제경쟁력 강화방안
2
강사 소개
서울대 경영학 학사(1979); 석사(1983)
Ohio State University 산업공학 및 전산학 박사(1988)
University of Iowa 경영정보학 종신교수 (1989-2000)
삼성SDS CTO/전무 (2001-2009)
[현] KAIST 산업공학과 및 전산학과 교수 (2010-현재)
[현] 국제SW공학협회(SEMAT) 회장 (http://semat.org)
[현] OMG Essence 국제표준 TF 위원
[현] 미래부 방송통신인프라원천기술개발사업 “Giga급 스마트클라우드릿 핵심기술개발”과제 총괄책임자
[현] 미래부 클라우드산업포럼 도입확산분과위원장
[현] 안행부 전자정부 민관협력포럼 클라우드분과위원장
[현] 산업부 시험인증 전략기획단 위원
[현] Information Technology and Management 및 Telecommunication Systems 학술지 Associate Editor
미국 Who’s Who in Science and Engineering 및 Who’s Who in Media and Communication 명인록 등재
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SW제품 산업의 역사 및 최근 동향
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SW제품 산업의 역사
U. S. Department of Justice determined the bundling
of software and hardware to be anticompetitive in
early 1960s.
By mid-1960s there were 50 major and 3000 smaller
software product companies in the U.S. Europe and
Japan also saw a growing number of software
companies.
A task force was formed at IBM in 1966 to study how
to unbundle its software and protect its IP. It was
decided that copyrights and licenses should be used
to allow IBM retain ownership of its code. Hence
came the End User License Agreement.
It also became common practice to charge an up-
front fee for delivery and installation of the software
product, and charge separate fees, paid over time, for
maintenance and upgrades.
5
IBM System/360 in 1960s
SW 공급모델의 진화
6
201020001980197019601950 1990
Labor-Based IT Service: Custom Development
Software Product: Mass Marketing of Product License
Product-Based IT Service: Package Implementation
Asset-Based IT Service: Reuse
Cloud Service Brokerage: Cloud Integration
Cloud Service: Subscription for Utilities
SW제품 기술의 진화: SAP 사례
7
2010s2000s1980s1970s1960s1950s 1990s
Financial Accounting
on Mainframe
(1972)
R/3
on C/S
(1992)
E-Business Suite
On Web
(2002)
SOA:
SAP NetWeaver
Process Orchestration
Enterprise Services
(2004)
ERPaaS:
Business ByDesign,
SAP Cloud for Sales, Service,
Financials, etc.
SAP Hana Cloud Integration
Ariba, SuccessFactors
(2012)Online
Computing
(1970-80)
Client/Server
Computing
(1990-1995)
E-Business
(1995-2005)
Mobile Cloud
Computing
(2010-2015)
Batch
Computing
(1950-1970)
서비스 지향 아키텍처: SAP 사례
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클라우드 서비스 아키텍처: SUCCESS FACTORS 사례
SuccessFactors empower its 3,500+ customers with 15 million subscription seats and its partners to rapidly develop custom extensions and integrations of its solutions on Cloud Foundry.
Cloud Foundry helps customers build specific business and vertical use cases using open and industry-standard development technologies (such as Web Services, Java, Spring, HTML, Ajax, Javascript) while preserving the flexibility to deploy across both public and private clouds.
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클라우드 서비스 아키텍처: CLOUDFOUNDRY 사례
10
SW제품, SAAS, IT서비스 기업의 경영성과 비교
11
M. A. Cusumano, Reflecting on the Facebook IPO, Communications of the ACM, 55, 10, October 2012.
SW제품 사업의 특성
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SW산업과 SW형태의 분류
13
Software Product Categories
Black-Box Software Package:not customizable, limited
configurability – consumer software
product, middleware (platform
software) product
Grey-Box Software Package: customizable using configuration
parameters – enterprise application
package
Glass-Box Software Package: customizable through model-based
composition of service interfaces –
enterprise application package
White-Box Software Package: customizable through source code
change – open source software, not
marketable
SoftwareProductBusiness
ITService
Business
EmbeddedSoftwareBusiness
CloudService
Business
IT Service Asset Categories
Reference Models:process, data, use case, UX and service
models, solution architecture –
custom-built enterprise application
Glass-Box Software Assets: customizable through model-based
composition of service interfaces –
custom-built enterprise application;
business and application frameworks
SW제품과 SW자산의 융합
The move to asset-based services
(ABS) will force IT service providers
to invest in new operating models
that differ significantly from their
traditional models and are closer
to the ones leveraged by software
product vendors.
IT service providers will need,
among others, to recruit new skills
such as product and portfolio
managers, incentivize the creation
of software assets, fund and
incubate the creation of solution
accelerators.
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Software Package
Configured by Consultants
Software Asset
Leveraged by Developers
Software Solution
Composed by Consultants
based on SOA
SaaS Package Asset Package SaaS
IT서비스 사업의 재사용 SW자산: ACCENTURE 사례
Accenture Software develops software-based solutions, each focused on a specific industry or business
function.
Accenture software assets are used in a range of delivery models: on-premise, managed service, “as a
service” or BPO.
Accenture software assets are easy to implement, using tools and accelerators to speed up
implementation.
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IT서비스 사업의 재사용 SW자산: ACCENTURE 사례
Accenture Insurance Product Factory, for
example, exposes standardized execution
services for key underwriting and policy
administration functions and its integrated
third-party engines such as Fair Isaac’s rule
engines and Oracle’s rating engine.
Provides a service-oriented architecture
environment to help integrate these
components into an insurer’s existing core
policy/underwriting applications.
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Accenture Insurance Product Factory
SW제품 사업과 IT서비스 사업의 경영모델 차이
“사람사업”(People Business)의 경영 방식은 제조업 및 (유형 및 무형)자본집약형 서비스 사업과 크게 상이
SW패키지사업은 무형자본집약형, 미래가치지향적, R&D 기반의 사업인데 반해, IT서비스 사업은 “사람사업”, 현재가치지향적, 훈련 기반의 사업
F. Barber and R. Strack, The Surprising Economics of a People Business, Harvard Business Review, June 2005.17
IT서비스 사업의 경쟁력 성숙도모델과 SW제품 사업으로의 전환
IT서비스 사업을 저부가가치 서비스에서 고부가가치 서비스로 전환하기 위해서는 전사적으로 재사용 가능한 지적자산의 축적 필요 (LBS에서 ABS로)
IT서비스사업에서SW제품 사업으로의전환은 경쟁력강화로드맵의 최고단계에서 가능
Economies of Scale
Productized Assets
Globally Integrated Operation
Economies of Scope
Asset-Based Service
Labor-Based Service / Specialist
Labor-Based Service / Generalist
18F. Barber, P. Catchings, Y. Morieux, Rules of the Game for People Business, Boston Consulting Group, April 2005.
SW제품 사업과 IT서비스 사업의 손익구조 차이
* Includes employee training (4% of revenue) and R&D (2% of revenue).
These ratios 4% and 2% are based on Accenture’s 2008 annual report.
Accenture
2010
Infosys
2010
SAP
2010
Microsoft
2010
Revenue $22B $6B $16B $62B
Cost of Sales 66% 55% 32% 20%
Gross Margin 34% 45% 68% 80%
Sales & Marketing 12% 5% 21% 21%
Service Engineering* or
Product R&D 6%
7%14% 14%
G&A 2% 13% 6%
Operating Profit 14% 33% 21% 39%
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SW제품 사업과 IT서비스 사업 병행전략
기업용 애플리케이션 패키지 업체가 제품 유지보수를 위한 고객지원 및 제품 교육 서비스 외에, SI계약을 통한 컨설팅,제품 Customization, 기존 시스템과의 통합 등 IT서비스를 제공하는 경우
Type 1: Decoupling of product business and professional service business (예: IBM, HP, EMC 등)
Type 2: Professional services coupled with their own products
Type 2-1: SW패키지 창업 후 일정기간 IT서비스를 통해 제품 완성도를 높여가는 경우
Type 2-2: 성공한 SW패키지 업체가 자사 제품의 혁신을 위해 IT-Smart한 선진고객의 패키지 구현 프로젝트에 참여하는 경우 (예: SAP, Oracle)
Type 2-3: SW패키지 업체가 제품의 Commodity화, 시장포화, 경쟁심화로 인한 매출부진 및 수익악화를 극복하기 위해 IT서비스를 하게 되는 경우
Type 2-3의 경우, Type 1으로의 전환이 유리할 수 있음
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SW제품 / IT서비스 병행전략 (TYPE 2-1): OPOWER 사례
2007년 Harvard 전산과 Dan Yates가 전력회사의 에너지소비 절약을 위한 SW로 창업
단기 매출 제고를 위한 고객별Customization과 장기 제품경쟁력 제고를 위한 제품로드맵 고수 간에 균형을 유지하기 위해 “Token System” 운영
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Estimate the annual engineering
capacity in number of scrum
cycles—i.e., tokens.
Grant 15% of the total tokens to
sales which they can “spend” over
the year.
Have product and engineering
teams categorize requests in an
RFP as blue, green and yellow, and
estimate the number of tokens
needed to complete them.
Have sales decide how many tokens
to redeem for yellow and green
features to win the RFP.
Feature
category
On product
roadmap?
Change in
engineering plan
to meet the RFP?
Blue already oncan be completed
without change
Green already on
need acceleration
at least by one
quarter
Yellow Not onneed to be added
anew
T. Eisenmann and R. Go, Product Development at OPOWER, Harvard Business School, Feb. 2011.
SW제품 / IT서비스 병행전략 (TYPE 2-3): I2 TECHNOLOGIES 사례
SW패키지 업체들은 1조원 이상 매출에서 불과 1-2년 만에 도산 가능 (예: i2, Baan)
i2 경우 SW라이센스 매출의 전체 매출 비중이 1994년 75%에서 2001년 20%로 추락
IT서비스 경영체제를 못 갖춘 상태에서 IT서비스 사업 추진으로 2001년 매출$1 당 $9 원가 발생
주가도 1996년 $20에서 2000년 $111로 상승했다가 2002년 ¢42로 추락
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1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Stock Price 52.75 60.75 195.0 217.5 7.90 1.15 1.67 0.69 0.56 22.82 12.60 6.39 19.12 19.70
0.00
50.00
100.00
150.00
200.00
250.00
i2 Technologies Stock PriceService Revenues as % of Total Revenues
Michael A. Cusumano, The Business of Software, Free Press, NY, 2004.
SW제품 사업의 성공요인
Software product business is mainly about volume sales exploiting the economies of scale.
Software product business has a business model of high highs and low lows. It follows that it needs balance product license revenues and recurring maintenance service revenues.
Software product business, if it doesn’t have a best-selling standardized product, can easily rack up enormous losses simply due to the cost of sales & marketing (about 25-35% of total revenue) and R&D(10-20%).
Mass marketing and distribution skills are critical.
A new software product business has to cross the chasm between Early Adopters and Early Majority, focusing on one or two market niches where it can develop whole product solutions.
People who build software products often consider themselves artists (viz., Mozart of modern age). A 10-20 fold difference exists in productivity between the best and the average employees. HR management is a core operational process, not a support function.
It’s most profitable to become a platform leader and establish the de facto standard in its industry. A platform leader and its complementors create the effect of positive feedback.
Using open source software as parts of the products has the benefit of riding on the open innovation.
Architectures of software products should be layered so that lower layers containing common functionalities are shared across multiple products.
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Michael A. Cusumano, The Business of Software, Free Press, NY, 2004.
McKinsey, Secrets of Software Success, Harvard Business School Press, 1999.
SW제품 사업의 핵심 경영프로세스
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SW제품, IT서비스, SAAS의 경영프로세스 비교
25
SaaSStrategy
SaaSWeb
Marketing
SubscriptionFulfillment
SLA Assuranceand Billing
SaaS Infraand Product
Development
ServiceStrategy
ServiceMarketing
SolutionDesign /Proposal
ServiceDelivery
ServiceEngineering
ProductStrategy
ProductMarketing
ProductLicense and
MaintenanceSales
CustomerSupport
ProductDevelopment
Software
Product
Business
IT Service
Business
Cloud
Service
Business
SW제품 사업의 경영프로세스: SAP 사례
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Product Strategy
Product Development
Product License andMaintenance Sales
Customer Support
Product Marketing
Professional Service
SW제품 개발프로세스
Customer Development Process
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Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building
• Understand customer
problems and needs.
• Find paying customers.
• Develop repeatable
and proven sales
process.
• Create mass market
demand and drive
that demand into
your sales channel.
• Make transition from an
organization designed for
learning and discovery to
one that is engineered for
execution
Steven Blank, The Four Steps to the Epiphany-Successful Strategies for Products that Win, 2006.
SW제품 개발프로세스: IMVU 사례
A social network and entertainment site where members use 3D avatars to meet, talk, play, create, buy and sell
Founded in April 2004
Followed the customer development process
Designed to test hypothesis and answer unknowns
Minimum feature set, maximum customer coverage
Leveraged IT commoditization (i.e., cloud services)
Used extreme programming approach and agile management practices
Shipped in 6 months; Charged from Day 1; No press release
Ships 20 times a day
Now has the world’s largest virtual goods catalog of 10M+ items created by 100M+ members
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SW공학 프로세스
Agile Software Development Process
Scrum Project Management
Extreme Programming (XP)
• CRC card
• Coding standard
• Unit test first
• Pair programming
• Refactoring
• Continuous integration
• Bug management
• Frequent acceptance tests
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SW공학 프로세스: MICROSOFT 사례 (1990년대)
Internet Explorer 3.0 (IE3), Microsoft’s first browser released in August 1996
Microsoft’s success in the iterative software development process is attributed to its ability to recruit,
develop, motivate, and retain exceptionally capable people—”the best team of software professionals
the world has ever seen,’ as CEO Bill Gates liked to boast.
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Alan MacCormack, Product-Development Practices That Work: How Internet Companies Build Software, Sloan Management Review., Winter 2001.
Harvard Business School, Microsoft’s Vega Project: Developing People and Products, Jan. 8, 2001.
SW공학 프로세스: MICROSOFT 사례 (2010년대)
Basic Scrum 4-week or 2-week sprint with daily scrum
JIT design of features using CRC
Spike for large or unknown features prior to including in the sprint backlog
+ Planning Poker Planning Poker (a.k.a. Wideband Delphi) played in the sprint planning by an extended development team to estimate
person-hours
+ Requirement Analysis, Architecture Design and Prototyping When the product owner did not fully described the feature, upfront work is requested to the product owner that may
include fully defining small, user-visible, user-valued feature requirements, high-level architectural analysis, preliminaryuser interface design, and a spike.
+ XP: Test-Driven Development All public methods must have documentation.
Each developer check-in at least daily.
Each check-in initiates an automated build.
Each build entails automated unit tests and associated test coverage computation. Unit test coverage must be at least80%.
Build must complete with no errors or warnings on the highest level.
+ QA Senior developers conduct peer reviews of architecture diagrams and of code when adding new features. When code is
checked in, the reviewer(s) names are entered into the code review tool.
All code must not have any static analysis errors or warnings.
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SW공학 툴: VISUAL PARADIGM 사례
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Use Case Diagram
Use Case Scenario
Sequence Diagram
User Story
UI
Class Diagram
Process Model
Database Schema
Component Diagram
Business Service Spec
Service Interface Diagram
Service Architecture Diagram
SW공학 툴: JIRA 사례
33Atlassian, Jira 5.0 Documentation, 2012.
Project
IssueState
IssueWorkflow
consists of
goes through
belongs to
resolved increated in
has
is in
Requirement
Project Task
Custom Issue
Bug
is an
Operationon Issuehandles
State Transition
Action
is an
ScrumProject
KanbanProject
is a
AgileProject
is aPlanning
Board
Task Board
Chart Board
has
Wiki
showsuses
Dashboard
Project ComponentIDE
is linked to
changes
Issue
ProjectVersion
SW제품 관리프로세스 (SW PRODUCT MANAGEMENT)
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한국 SW제품 산업의 국제경쟁력 강화방안
35
첫째, SW제품 개발 및 관리 프로세스, 방법론 및 툴 표준화
Customer Development Process 도입: Focus on User Stories and Distinctive Value Propositions
Agile Software Development Process로 전환: Train Product Managers and Multitasking Developers
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EmployeeCompetency
Knowledge SkillProcess Ability
Process Activity
Requires
RolePerforms
Is Assigned to
Possesses
Capability
Work Product Produces
Method / Tool
Uses
Requires SpecificWorkgroup
Organization Unit
Works In
Consists of
Consists of
Process
Method
ToolManagement, Modeling, Coding, Testing,
Measurement …
Language and
Metamodel
BPMNSPEM 2.0Essence
UMLSoaML
…
Role Activity Work Product
Guideline Checklist Template
Is Composed of
Utilizes
Is Describ
ed u
sing
둘째, 인사관리체제를 “TALENT MANAGEMENT” 체제로 전면 개편
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E. Michaels, H. Handfield-Jones and B. Axelrod, The War for Talent, Harvard Business School Press, 2001.
B. Curtis, W. E. Hefley and S. A. Milller, The People CMM: A Framework for Human Capital Management (2nd Edition), 2009.
셋째, 글로벌 SW ECOSYSTEM 내에서 POSITIVE FEEDBACK 효과 창출
38
Develop the product in SOA using open source DPaaS
Run the product on IaaS
Create and retain customers using marketing/sales SaaS
Maintain the quality of service using OSS solutions
Manage business using ERP as a service
경청해 주셔서 감사합니다. 수고 많으셨습니다!
http://flavors.me/june_sung_park
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SW제품경영수료
미래부 | Software CEO Academy