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市場調査レポート

組込みソフトウェア&ツール市場:組込みエンタープライズシステムにおける敏捷性

Agile in Embedded & Enterprise Systems: 2012 Software & System Lifecycle Management Tools Market

発行 VDC Research Group, Inc. 商品コード 262282
出版日 ページ情報 英文 78 Pages, 15 Exhibits
納期: 即日から翌営業日
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本日の銀行送金レート: 1USD=104.18円で換算しております。
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組込みソフトウェア&ツール市場:組込みエンタープライズシステムにおける敏捷性 Agile in Embedded & Enterprise Systems: 2012 Software & System Lifecycle Management Tools Market
出版日: 2012年10月30日 ページ情報: 英文 78 Pages, 15 Exhibits
概要

当レポートでは、組込み、エンタープライズ/IT、独立ソフトウェアベンダー、および/または半導体ソフトウェア/システムにおけるアジャイル開発を可能にするソフトウェア・システムライフサイクル管理ソリューションの世界市場について調査し、市場の概要、課題、動向、予測および促進因子・阻害因子の分析をまとめ、概略以下の構成でお届けします。

序文

市場概要

市場セグメント・推計・予測

戦略課題・動向・市場促進因子

  • 促進因子
    • 従来型ツール・手法を利用してプロジェクトスケジュールに対応するという課題の増加
    • 製品開発サイクルを短くする必要性
    • コードサイズ、複雑性、およびソース多様性の急速な拡大
    • 差別化を提供するソフトウェアへの信頼の増加
    • 経済的圧力に対応する開発コスト削減戦略としてのSSLMツールと反復手法の利用拡大、ほか
  • 阻害因子
    • 先行投資の制限、新しいプロセスまたはツールにおけるマクロ経済圧力の継続
    • 無料、オープンソース、または社内開発SSLMソリューション利用のまん延
    • 既存の開発プロセスの拡張、修正、または置換えができない、またはしようとしないこと
    • 企業は新しいツールプロセスを評価する、またスタッフをトレーニングする時間を見つけるのが難しい
    • コラボレーションとコミュニケーションを妨げる内部の企業文化
    • アジャイル(敏捷性)の認識
目次

Abstract

Market Overview

image1

VDC's research of software and system lifecycle management (SSLM) tools reveals several key distinctions in tooling strategies between organizations utilizing some iterative development and those that do not. Respondents from organizations that have addressed software development challenges through the coordinated approach of implementing a new iterative development method report higher rates they are more likely to have larger tooling budgets.

  • When segmented by development methodology used, 52% of Agile developers reported tool budgets of $30,000/year or higher. In comparison, only 24% of those from organizations not using Agile reported tool budgets as high.
  • A greater percentage of respondents from companies using Agile expect their tool budgets to increase (42%) over the next two years and expect that increase to be larger (8%) than engineers not using iterative methodologies (24% and 6% respectively).

Suppliers of SSLM tools targeting Agile development must ensure their solutions will integrate well with other leading solutions their potential customers may already be utilizing or plan to adopt as their tool use expands. A comparison of the inclination to use in-house developed SSLM tools provides further evidence of more formalized tooling strategies among the organizations employing Agile development. For each tool category VDC tracks, Agile/iterative users were far less likely to use tools that had been developed in-house for their current project.

  • For example, only 10% of engineers using iterative methods reported use of an in-house developed requirements management solution while 32% of "non-Agile" respondents did so.


Market Segmentation, Estimates & Forecasts

image1

The embedded market has long understood the central role SSLM tools can play in maintaining schedule adherence, as well as satisfying the more complex development requirements of their systems. Engineers in the enterprise/IT market have shown, over the past decade, a growing awareness of the role Agile development methodologies can play in accelerating their software development lifecycle. Yet developers in embedded vertical markets have been slower to utilize these new methods. However, our research indicates this is beginning to change.

In the face of mounting complexity and scheduling pressures, embedded engineering organizations have adopted elements of the Agile methodology as a means to promote efficiencies within their development process.

  • The medical device vertical is the fastest growing market for Agile SSLM tools. This segment is witnessing not only a rapid escalation in the complexity of their systems but an increasing need to provide connectivity and a growing percentage of overall system value attributed to software content.

We believe adoption in all embedded verticals will accelerate as tool functionality continues to increase and the institutional knowledge of how to best apply Agile to the demands of particular verticals grows. In addition, as Agile use in embedded continues to be more established, we believe revisions and updates to the regulations that guide development in a number the verticals, will be written more frequently with an awareness of iterative method usage. For example, DO-178C is generally considered to be more flexible to the use iterative methods than DO-187B which it replaced.


Strategic Issues, Trends & Market Drivers

Drivers

  • Growing challenge of meeting project schedules using traditional tools and methods
  • Need to shorten product development cycles
  • Rapid expansion of code size, complexity, and source diversity
  • Increased reliance on software to provide differentiation
  • Expanded use of SSLM tools and iterative methodologies as development cost-reduction strategies in response to economic pressures
  • Increasing need to adhere to certification requirements or industry process standards
  • Need for support of collaborative development across geographically dispersed development teams
  • Need to reuse software from prior designs

Inhibitors

  • Continued macro-economic pressures limiting up-front investments in new processes or tools
  • Pervasive use of free, open-source, or in-house developed SSLM solutions
  • Inability or unwillingness to extend, modify, or replace existing development processes
  • Organizations challenged to find the time to evaluate new tools and processes and to train staff
  • Internal company cultures that limit collaboration and communicating
  • Perception that Agile:
    • Challenges collaboration and management for geographically distributed and/or outsourced teams
    • Challenges adherence to process standards
    • Means lack of development planning

Table of Contents

Critical Takeaways

  • Page 4: Software code growing in volume, complexity, and importance
  • Page 5: Global SSLM tools market targeting Agile/iterative development in 2011 is $1.3 billion
  • Page 6: Tool users are seeking more integration

Implications for Vendors

  • Page 8: Complexity driving integration
  • Page 9: The future of software development is “Agile-ish”
  • Page 10: More Agile developers meeting deadlines

Scope & Methodology

  • Page 12: Scope
  • Page 13: Scope
  • Page 14: Methodology

Market Definitions & Segmentation

  • Page 16: Segmentation of VDC's Software & Systems Lifecycle Management research
  • Page 17: Definitions
  • Page 18: Definitions
  • Page 19: Definitions
  • Page 20: Definitions

Market Overview

  • Page 22: Agile methodology adoption rates vary
  • Page 23: Strong correlation between Agile and tooling strategies

Strategic Issues, Drivers & Trends

  • Page 25: More optimism for scaling Agile
  • Page 26: Agile developers assess code source strategies for further savings
  • Page 27: A range of benefits and challenges attributed to Agile / iterative design methodologies
  • Page 28: Improving collaboration a major advantage, and challenge for Agile
  • Page 29: Widespread coding standard adherence in Agile development
  • Page 30: Tool purchase decision trend especially pronounced in iterative development organizations
  • Page 31: Impact of Agile outside of development = DevOps
  • Page 32: Agile users more likely to investigate cross-domain integration
  • Page 33: Engineering domain integration, the next goal for greater automation synergies
  • Page 34: Drivers / inhibitors impacting the commercial market for SSLM tools targeting Agile development

Market Estimates & Forecasts

  • Page 36: Rapidly expanding Agile use by all customer classes
  • Page 37: Embedded Agile market expanding over 20% CAGR
  • Page 38: Professional services opportunities fueled by need to manage change in Agile
  • Page 39: Services an increasingly critical solution component
  • Page 40: Product category analysis, embedded SSLM tools targeting Agile/iterative development
  • Page 41: Product category analysis, enterprise SSLM tools targeting Agile/iterative development
  • Page 42: Agile use in EMEA still lagging
  • Page 43: Training vital for managing development changes
  • Page 44: Geographic region analysis, embedded SSLM tools targeting Agile/iterative development
  • Page 45: Geographic region analysis, enterprise SSLM tools targeting Agile/iterative development
  • Page 46: Software content in medical devices fueling growth
  • Page 47: Vertical market analysis, embedded SSLM tools targeting Agile/iterative development

Competitive Analysis & Position

  • Page 49: Embedded Agile SSLM is an immature market of opportunity
  • Page 50: HP and Blueprint expand support of Agile development
  • Page 51: Coverity and dSPACE benefit from expansion of process standards and regulations
  • Page 52: IBM Rational a market leader across a range of SSLM solutions
  • Page 53: Jama and Parasoft expanding integration efforts
  • Page 54: Borland and Serena struggle to regain traction
  • Page 55: Microsoft expected to grow embedded market penetration
  • Page 56: Agile adoption fueling VersionOne's and Rally Software's growth
  • Page 57: MKS Integrity expanding further into aerospace after acquisition by PTC
  • Page 58: Other leading SSLM vendors targeting iterative development methods

Appendix

  • Page 60: Vendors Mentioned in This Research
  • Page 61: Licensing Terms & Conditions
  • Page 62: Licensing Terms & Conditions
  • Page 63: Licensing Terms & Conditions
  • Page 64: Licensing Terms & Conditions
  • Page 65: About VDC
  • Page 66: Ways to Work with Us
  • Page 67: About the Team

LIST OF EXHIBITS

Appendix

  • Exhibit III-1: Worldwide Shipments of SSLM Tools and Services Targeted at Enabling Agile/Iterative Development, Segmented by Customer Type (Percent of Dollars)
  • Exhibit V-1: Worldwide Shipments of Embedded SSLM Tools and Services Targeted at Enabling Agile/Iterative Development Through 2014 (Millions of Dollars)
  • Exhibit V-2: Worldwide Shipments of Enterprise SSLM Tools and Services Targeted at Enabling Agile/Iterative Development Through 2014 (Millions of Dollars)
  • Exhibit V-3: Worldwide Shipments of Embedded SSLM Tools and Services Targeted at Enabling Agile/Iterative Developments, Segmented by Product Category (Percent of Dollars)
  • Exhibit V-4: Worldwide Shipments of Enterprise SSLM Tools and Services Targeted at Enabling Agile/Iterative Developments, Segmented by Product Category (Percent of Dollars)
  • Exhibit V-5: Worldwide Shipments of Enterprise SSLM Tools and Services Targeted at Enabling Agile/Iterative Developments, Segmented by Product Category (Percent of Dollars)
  • Exhibit V-6: Worldwide Shipments of Enterprise SSLM Tools and Services Targeted at Enabling Agile/Iterative Development, Segmented by Product Category; 2011-2014 (Millions of Dollars)
  • Exhibit V-7: Worldwide Shipments of Embedded SSLM Tools and Services Targeted at Enabling Agile/Iterative Development, Segmented by Geographic Region (Percent of Dollars)
  • Exhibit V-8: Worldwide Shipments of Enterprise SSLM Tools and Services Targeted at Enabling Agile/Iterative Development, Segmented by Geographic Region (Percent of Dollars)
  • Exhibit V-9: Worldwide Shipments of Embedded SSLM Tools and Services Targeted at Enabling Agile/Iterative Development, Segmented by Geographic Region; 2011-2014 (Millions of Dollars)
  • Exhibit V-10: Worldwide Shipments of Enterprise SSLM Tools and Services Targeted at Enabling Agile/Iterative Development, Segmented by Geographic Region; 2011-2014 (Millions of Dollars)
  • Exhibit V-11: Worldwide Shipments of Embedded SSLM Tools and Services Targeted at Enabling Agile/Iterative Development, Segmented by Vertical Market (Percent of Dollars)
  • Exhibit V-12: Worldwide Shipments of Embedded SSLM Tools and Services Targeted at Enabling Agile/Iterative Development, Segmented by Vertical Market; 2011-2014 (Millions of Dollars)
  • Exhibit VI-1: Worldwide Shipments of Embedded SSLM Tools and Services Targeted at Enabling Agile/Iterative Development, Segmented by Leading Vendors (Percent of Dollars)
  • Exhibit VI-2: Worldwide Shipments of Enterprise SSLM Tools and Services Targeted at Enabling Agile/Iterative Development, Segmented by Leading Vendors (Percent of Dollars)
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