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

3

SW제품 산업의 역사 및 최근 동향

4

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

8

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.

9

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

12

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.

14

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.

15

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.

16

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%

19

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

20

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

21

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

22

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.

23

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

24

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

26

Product Strategy

Product Development

Product License andMaintenance Sales

Customer Support

Product Marketing

Professional Service

SW제품 개발프로세스

Customer Development Process

27

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

28

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

29

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.

30

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.

31

SW공학 툴: VISUAL PARADIGM 사례

32

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)

34

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

36

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

37

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!

june.park@kaist.ac.kr

http://flavors.me/june_sung_park

39

SW제품경영수료

미래부 | Software CEO Academy