Managing projects across IT silos and the Lifecycle of an application and its infrastructure

1. Life After
Portfolio Management
Balancing PPM, IT Governance & Project Management
January 26, 2011
© Copyright 2011 by Mercury Consulting Corporation - Confidential 1

2. LIFE AFTER PPM
Agenda
© Copyright 2011 by Mercury Consulting Corporation - Confidential 2

3. LIFE AFTER PPM
Managing Execution
The Record
Only 37% of stakeholders are satisfied with
the speed of internal application
development ...
Only 42% are satisfied with the quality.
50% of outsourced projects are expected
to underperform.
Source: IBM Software Rational Group; Forrester, Gartner
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4. IT Development Lifecycle
Project Manager
Analyst Tester
Requirements Testing
Development
Architect Developer
 IT process works across silos  Project status update an onerous effort
People, organization, infrastructure barriers Timeliness suffers, accuracy suspect
 Process gaps in manual activities  Incompatible tools and repositories
Errors and rework Time consuming ramp up
 Competing projects and iterations  Inflexible and brittle integration tooling
Team friction and changing requirements Unreliable access to artifacts
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5. LIFE AFTER PPM STEPS TO SUCCESS
10 lessons towards IT Lifecycle Improvement
1. Business goal/business improvement focus
2. IT development lifecycle process is shared
3. Roles and responsibilities - clarity in the
IT/business Interface
4. Requirements are documented and managed
5. Work items are assigned and tracked
6. Current project status view – real time
7. Artifacts are linked and associated to the project
8. Communication and notification in context
9. Consistency in practices
10. Measurement
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6. LIFECYCLE IMPROVEMENT
1. Business goal/business improvement focus
 Partnership with the business
Process
 Projects aligned to business goals
 Business stakeholders involved in the development lifecycle
 Business thought leaders drive requirements
 Agreements documented and communicated
2. IT lifecycle process is clearly shared
 Business stakeholders are owners in the process
 The IT methodology is clear and all IT parties take ownership
 Exception Management Process
3. Interface roles and responsibilities
 Analysts/Project Manager/Business Stakeholder/IT Liaison
 Portfolio and project owners
 Business stakeholder
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7. LIFECYCLE IMPROVEMENT
4. Requirements documented and managed
 Requirements repository is well structured
 Changes managed, communicated, releases updated Visibility
 Change notification reaches needed parties Traceability
 Associated documents are together and easily found
5. Work items assigned and tracked
 Requirements translated to tasks and assigned
 Tasks associated to requirements, projects, use cases, artifacts etc.
6. Current project status view – (real time)
 The early warning system
 Exceptions to expectations
 Resource and progress levels
7. Artifacts linked and associated to the project
 Transparency of information
 Transparency of activities
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8. LIFECYCLE IMPROVEMENT
8. Consistency in practices Communication
 Best practices Measurement
 Repetitive practices
 Automation
9. Collaboration
 Timely notification
 Frequent communication
 Collaboration, notification and communication in
Context
10. Measurement
 Tracking the right things
 Capacity and utilization
 Completion
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9. COLLABORATIVE LIFECYCLE MANAGEMENT
Association
Changes;
notification Tester finds defects,
generates work item
Analyst Defects closed Tester
against requirements
Requirements Work Item linked Quality
Management Requirement linked test script Management
to work item
Team
Management
Architect Developer
 Coordinate analysts, developers  Status Report with real time information
and testers  Visibility and measurement across silos
 Collaborate in context and track status
 Process consistency and transparency
 Work items linked to requirements  Tracking and measurement across the
 Artifacts are associated, and linked lifecycle
requirements and project plan
AUTOMATE
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10. Collaborative Lifecycle Management
CALM is the coordination of application lifecycle activities
Process enforcement of processes that
Automation span lifecycle activities
access to business priorities
Visibility and requirements across
lifecycle activities
management of relationships
Traceability between development artifacts
used or produced by these
activities
assuring flexibility and
Communication responsiveness through
& Notification technology that enables quick
realignment as needed
on progress of the whole
Measurement development effort, with
access to detail granularity
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11. Gartner MarketScope for Application Life Cycle Management
IBM Rational has highest available rating
“During the current “These benefits result in better control of costs
economic environment, and risks in development projects across the
ALM, at its best, can spectrum of applications that run the business,
enhance the productivity grow the business or transform the business.”
of teams and provide
management with a more
accurate view of project
status.”
“Savings also stem from
the reduction of
unnecessary rework and
better alignment of
projects with business
needs.”
Gartner MarketScope for Application Life Cycle Management, Jim Duggan, Matt Light, Thomas E. Murphy, December 17, 2008
The MarketScope is copyrighted December 17, 2008 by Gartner, Inc. and is reused with permission. The MarketScope is an evaluation of a marketplace at and for a specific time period. It depicts Gartner's analysis of how certain vendors measure
against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the MarketScope, and does not advise technology users to select only those vendors with the highest rating. Gartner
disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. The MarketScope graphic was published by Gartner, Inc. as part of a larger research note and
should be evaluated in the context of the entire report. The Gartner report is available upon request from IBM.
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12. LIFE AFTER PPM
Managing Execution
Collaborative Application Lifecycle Management
 Collaboration in Context
 Work Item Linked to
Requirements
 Association and Linking
of Artifacts
 Process Automation
 Measurement
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13. LIFE AFTER PPM
Managing Execution
Collaborative Application Lifecycle Management
Automate
Collaborate
Measure
Questions and Discussion
José Blanco
Business Development Manager
Mercury Consulting Corporation
(630) 522-1705
jblanco@mercurycc.com
www.mercurycc.com
www.mercurycc.com/calm
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14. Traditional Application Lifecycle Management (ALM) solutions result
in islands of people, process and information

Little to no project visibility
Data locked in proprietary application programming
interfaces (APIs)
Poor process and workflow integration
High maintenance and administration costs
Source: IBM Rational Software Group Persistent functional, geographic and organizational silos
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15. Practices
In addition to
tools to enable
collaboration,
CALM also
includes a set of
best practices
to guide
practitioners
and teams.
IBM Rational Software Group
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16. Only 37% of stakeholders are satisfied with the speed of
internal application development...
Only 42% are satisfied with the quality.
50% of outsourced projects are expected to underperform.
Silos of people,
process, and projects
Geographic Barriers Organizational Barriers Infrastructure Barriers
 Incompatible tools and
 Poor communication  Lack of meaningful repositories
 Language, culture and time stakeholder input  Unreliable access to
differences  Poor LOB oversight common artifacts
 Process gaps resulting in  Weak project governance  Lengthy project and team
errors and rework  Missed opportunities to member on-boarding
 High degree of friction leverage domain expertise  Brittle and inflexible tooling
across teams integrations
Source: IBM Software Rational Group; Forrester, Gartner
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