This document discusses next generation project and portfolio management (PPM) tools and processes. It outlines common struggles organizations face with current PPM systems and processes, such as having multiple sources of project data and unclear organizational objectives. It then discusses trends in the PPM industry, including a shift towards more lean and product-oriented portfolio views that focus on business value and time to market over traditional project measures. The document also outlines the presenter's journey towards maturing their organization's PPM processes and systems with a focus on establishing processes first before selecting tools.
1. Next Gen Project & Portfolio
Management (PPM) Tools Discussion
Value Delivery in the new PPM
Ecosystem
@PPM Warrior, Q3 2014
2. ITILConsulting Services: Fortune 500
and Government agencies with
diverse type, size, market,
location and PPM proficiency or
ITSM maturity
@PPMWarrior
LinkedIn: Erich Kissel
Erich.Kissel@Citrix.com
3. • “Next-Generation Portfolio
Management: Strategic, Lean, And
Delivery- Enabled” report, May 13, 2013
• Gartner “MarketScope for IT Project
and Portfolio Management Software
Applications” May 16, 2014
• Gartner “The 2014 CIO Agenda”, May
19, 2014
• Gartner “Magic Quadrant for
Application Development Life Cycle
Management” November 19, 2013
• Gartner “Magic Quadrant for Business
Intelligence and Analytics Platforms”
Feb 20, 2014
• “To The Victor Goes The Spoils: How
The Need For Speed Is Reshaping The
ALM Landscape” report, July 11, 2013
6. Portfolio
Management
P
Q
DMaking,
Selling, Doing
($ Business
Processes)
Operational
Services, SLAs,
Bus Value
Making
Investment
Decisions
“Prioritize”:
Business
Requirements
“Qualify”:
Scope, Cost,
Schedule
“Delivery”:
Design,
Built, Test,
Transition
Aligned Strategic Planning,
What if Scenarios based
on Resource Thresholds /
Supply & Demand, Quality
Delivery
Perceptions of PPM
12. Agenda
Understanding Impacts of PPM and Current
Tools
– Quicksand – common issues with processes and
system
– #Trending within the industry and how
organizations pivot to add more value
– My/Our path
– Q/A
14. Current Struggles with PPM Processes
and Systems
• Multiple sources of the “truth”
• Organizational objectives not clear
• Being asked to release “faster”, even when
requirements are not tracked with quality
• Requirements changing during project
• Struggle to keep resources and understanding impacts
• Department thinking creates islands of isolation in a
sea of tools
• Complexity of tools
• . . .
15.
16. • Project-Centric views are giving way to Lean,
Product-Oriented Portfolio Views
• Value, Capacity and Time-to-Market replace
Iron-Triangle Measures
• Next Generation Portfolio Management
Focuses & Aligns Initiatives
#Now Trending
24. Value of a process/system can be
measured by the efficiency of input
and value of output
intuitive flow, “low
clicks”, direct tie
between process/system
insight: right
information, people,
time with context
30. - Information is out there for free
Browser: whitepapers, webinars . . .
Community Groups . . .
- Process 1st, Tools 2nd
- Maturity is step by step
- Processes & Systems are dependent on
each other when reaching for PPM Maturity
@PPMWarrior
LinkedIn: Erich Kissel
Erich.Kissel@Citrix.com
Editor's Notes
Gave this prez to a PMI group and they liked it . . . Lots of evaluation currently happening and it was a great discussion . . .
Started career with Accenture in, what at the time was called: the Communications & High Tech vertical
I moved to Citrix Consulting Services, many of you are aware of Citrix, it’s an amazing organization that enables us to work and play better with workspaces that are mobile, virtual and secure . . . I was able to work on this presentation from the beach because of this technology, so, you know I love it, lol
I worked on consulting projects large to small, governments and companies, and found myself focusing on the functional side of projects and software implementations, and really identified value with adaptable processes and reusable design
My career was very exciting and I was successful!
I left Citrix to focus on ITIL training and consulting full time, but, within a year, Citrix decided to build their IT PPM practice and I jumped back in
That was about 6.5 years ago – 10,000 hours
I encourage you to follow me on Twitter, or my blog www.PPMWarrior.com, I like to communicate PPM stuff, sneak peeks, for example, if you already have been following me, you would have already seen some of these slides
I am very transparent about interests and what I think is exciting within the industry and what others have to say
I chose the term Warrior because it represents someone with great utility, willing to put the needs of the many above their own, so, in this case, doing the right things, even if it is much more difficult, within an organization, this is being . . . Good corporate citizen
I have partnered with Gartner for their PPM Magic Quadrant, CA Clarity PPM Product Advisory Committee, as well as User Communities, PMI, Agile . . .
Influencers to this presentation and referenced throughout
Google them to download
Describe the pieces of PPM and how the “add up” into PPM insight and alignment
Describe Citrix and then how these practices support them, in their unified ecosystem
Another way to look at PPM and alignment to business
Many tools within the PPM space, from “post it” notes, through “MS XL” all the way to advanced applications like “Clarity”
Time-to-market pressure is driving the application development life cycle management market to evolve and expand. This research evaluates leading ADLM providers to help application development and IT managers select appropriate technology partners that drive quality and productivity.
The application development life cycle management (ADLM) tool market is focused on the planning and governance activities of the software development life cycle (SDLC). ADLM products are focused on the "development" portion of an application's life, with the term ADLM evolving from the term application life cycle management (ALM).
I was a in industry PPM expert interviewee for this report
Insight and value comes from output, or reporting, so, included tools for this as well
We work to consolidate “truth” and simple processes
Our digital world calls for analog planning
Context is lost in translation –
Current tools may compound the problem
Today’s feedback loops are broken – game telephone image – more people get more complex and context is lost and isolation
Multiple priorities may impact
Describe adding Value instead of just producing quickly. Focus on delivery, pivot, different directions .. .
We find a lot of PMs black boxed and not always familiar with this
This is Portfolio focused, why matter to PM? - is your project going to get the attention that it needs . . . understanding why and why not - PMs play important role in providing visibility
Knowing where to invest and when to rebalance portfolios
Right information at right time to make sound strategic investments
Optimize use of scarce resource capacity (cost, time)
Align & Influence Organizational Objectives
The evolution of the PMO is making portfolio management decisions more strategic.
Successfully connecting strategic plans with operational execution requires organizations to have comprehensive transparency into demand, resources, and associated costs.
The concept of the PMO is changing from project management to program and portfolio management organizations, is now sitting at the corporate level, and is often called the enterprise portfolio management organization or ePMO
Organizations need to bring greater transparency to their planning process so that they can actively see their ability to take advantage of market opportunities or to pivot when an initiative isn’t delivering desired value.
The ability to innovate remains a critical success factor for today’s business, but, organizations cannot sustain innovation unless they balance operating expense
Organizations are now considering how to leverage application life-cycle management tools to help them successfully manage the flow of high value work through their portfolios
Assigning “talent” to higher value projects
Can a tool help here? Yes, shows where resources and priority are . . .
Describe “requirements “features”
Upon initial discussion with the sponsors, we ask “why would this not be an Agile project?”
Industry status – projects delivered and nut used functionality
Agile v. Waterfall and mixes comparison images
Value refers to desired outcomes
Deliver what the customer wants, ability to re-shift easily
Capacity is the measure of an organizations ability to deliver value
Time to market means the shortest time necessary to achieve market or financial objectives
Successful organizations are changing the way they think about Portfolio Management processes and tools
Successful outcomes require clear objectives and measures to validate them
Pragmatic measures that whether initiatives that stay the course or pivot to change direction based on market or organizational conditions
Project based thinking is giving way to Lean, product focused models
Transition from large, complex, discrete projects to a steady stream of continuously delivered projects that focus resources on higher value activities to leverage new business opportunities and sustain growth
This is another way to look at Agile – created 2 min cartoon
We learned
Must identify the process issues, then, when a process is operational, may automate with a tool
Long story short, but we learned a lot of lessons
“information is abundant, wisdom is scarce” - Druids
“fool with a tool is still a fool” and in many cases worse
Layers of maturity working together . . . Story, they must mature together! Can’t have Portfolio level management without all components at a supportive level of maturity.