Introducing Continuous Delivery of Mobile Apps in a Corporate Environment: A Case Study

Software development is conducted in increasingly dynamic business environments. Organizations need the capability to develop, release and learn from software in rapid parallel cycles. The abilities to continuously deliver software, to involve users, and to collect and prioritize their feedback are necessary for software evolution. In 2014, we introduced Rugby, an agile process model with workflows for continuous delivery and feedback management, and evaluated it in university projects together with industrial clients. Based on Rugby's release management workflow we identified the specific needs for project-based organizations developing mobile applications. Varying characteristics and restrictions in projects teams in corporate environments impact both process and infrastructure. We found that applicability and acceptance of continuous delivery in industry depend on its adaptability. To address issues in industrial projects with respect to delivery process, infrastructure, neglected testing and continuity, we extended Rugby's workflow and made it tailor able. Eight projects at Capgemini, a global provider of consulting, technology and outsourcing services, applied a tailored version of the workflow. The evaluation of these projects shows anecdotal evidence that the application of the workflow significantly reduces the time required to build and deliver mobile applications in industrial projects, while at the same time increasing the number of builds and internal deliveries for feedback.

I. Introduction

Software development is conducted in increasingly dynamic business environments. Fast-changing markets, complex and changing customer requirements, pressure of shorter time-to-market, and rapidly advancing information technologies are characteristics found in most mobile software development projects. Fitzgerald et al. found that 78 % of their interviewed industry managers and executives think achieving digital transformation is critical to their organizations, while 63 % said their pace of technology change is too slow. [1]