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Technological Breakthroughs in 2011 and Beyond
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Technological Breakthroughs in 2011 and Beyond

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  • 1. PROJECT MANAGEMENTALM (application lifecyclemanagement)Agile developmentMoldova ICT Summit 2011Name Wilfried GrommenRole CTODate May 19, 20111 ©2011 HP Confidential Moldova ICT Summit 2011 Project Management
  • 2. AGENDAOverall challengesThe value of HP Project andPortfolio Managementwithin Application LifecycleAgile DevelopmentQ&A2 ©2011 HP Confidential Moldova ICT Summit 2011 Project Management
  • 3. THE CHALLENGES3 ©2011 HP Confidential Moldova ICT Summit 2011 Project Management
  • 4. IT IS CONSTANTLY CHANGING… Yesterday’s applications: Today’s applications: New and Agile Business Capabilities Shared Services / Composite Apps • Next generations of SAP and Oracle based on SOA • SOA driving new custom applications • Valuable, but growth is capped and legacy integration • Costly, brittle, monolithic and proprietary • New Web 2.0 models • Must change structure to evolve • “Mashups” in the enterprise4 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 5. MANAGING APPLICATIONS – THECHALLENGES Major MULTIPLE and simultaneous New Upgrades Applications New Deployments, fixes and patches Fix Minor Patches Application Request Prioritization Releases How to capture and manage requests for applications? Business Value What really matters for the Business? Resource Management Do you have enough resources to deliver? Cost (Plan vs. Actual) How much are you spending? How much is remaining?5 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 6. MANAGING APPLICATIONS – MORECHALLENGES… Waterfall Spiral MULTIPLE Methodologies Standards to the development processes Agile Rational Unified Compliance XP Scrum Ensure Business compliance Scope Changes Manage requirements changes within the Lifecycle Time Management Accurate Time Planning Scope Guarantee intended features are fully delivered6 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 7. THE REALITY IS… According to analysts, 68% of IT projects fail to WHY… meet their goals IT goals & investments out of alignment with overall business Succeeded strategy Failed /Challenged Projects and Application Scope not clearly defined 32% Manual processes being used, trying to manage projects 68% Ever more scarce resources IT being asked to deliver more projects *Extracted from Chaos Manifest report 2009 – than possibly can be delivered 68% represents: 44% Challenged and 24% Failed7 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 8. THE “CHALLENGES” SUMMARY – Growing complexity of software solutions – Different ways of building applications to support business processes – Legally enforced compliance issues – Rising need for thorough Portfolio Management right from the application requirements to delivery – Resource allocation and Cost Management for optimized business outcome in continually changing environments8 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 9. HP SOLUTIONFocus on Strategy for ALMHP Project & PortfolioManagement9 ©2011 HP Confidential Moldova ICT Summit 2011 Project Management
  • 10. HP APPLICATION LIFECYCLEMANAGEMENTcomplete application lifecycle The STRATEGY APPLICATIONS OPERATIONS “Invest in what matters” • Deploy New • Monitor Deployment • Support Major New Upgrades New • Maintain Applications Deployment Major Upgrades • Manage Operational Fix Fix/ Changes Minor Patches patch Fix/ Fix/ Fix patch • Application Releases patch Retirement Minor release Minor release Minor Portfolio Management Full Quality Process Application Infrastructure Managing beyond the Application Development Adding Project & Portfolio Management10 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 11. HP APPLICATION LIFECYCLEMANAGEMENTcomplete application lifecycle The STRATEGY APPLICATIONS OPERATIONS “Invest in what matters” • Deploy New • Monitor Deployment • Support Major New Upgrades New • Maintain Applications Deployment Major Upgrades • Manage Operational Fix Fix/ Changes Minor Patches patch Fix/ Fix/ Fix patch • Application Releases patch Retirement Minor release Minor release Minor Portfolio Management Full Quality Process Application Infrastructure Alignment of Application Initiatives and Business Needs Application Portfolio Optimization Execute, Manage & Control – Application Programs, Projects and Demands Visibility of ALL IT Application Initiatives and Operational activities11 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 12. HP APPLICATION LIFECYCLEMANAGEMENTNew Application STRATEGY APPLICATIONS OPERATIONS HP PPM manages Application Lifecycle Phases end-to-end Request for New Application Request Ensure request Validation and data is accurate Approval Program & Project Management Validate Business Benefits and Quality Center Integration Service Mgr when the request can Plan/Define Impact Analysis and be delivered Develop/Test Change Approval Requirements Deploy (BSA) IT Portfolio Management and Optimization Financial Resource Risk and Issue Compliance Time Tracking Management Management Management12 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 13. HP APPLICATION LIFECYCLEMANAGEMENTApplication Maintenance leveraging Demand Management STRATEGY APPLICATIONS OPERATIONS HP PPM manages the end-to-end Application Lifecycle Phases Change Management Application Changes Application changes are created in HP PPM Request for Application Update Change Change Information Ensure request Request Validation and Manage, Align Data is accurate Approval Execute ALM – Request For Change Demand and Optimize Validate Business Control Benefits and Quality Center Integration when it can be Deploy (BSA) delivered Plan/Define Requirements Visibility Develop/Test uCMDB Integration Release Control Integration Identify Affected Impact Analysis Configuration and Change items Approval IT Portfolio Management and Optimization Financial Resource Risk and Issue Compliance Time Tracking Management Management Management13 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 14. HP APPLICATION LIFECYCLEMANAGEMENT – Visibility of ALM end-to-endHP Project & Portfolio Solution Real-Time Dashboard at your fingertips - Compare investments in application maintenance and new strategic initiatives - Understand how the budget and resources are being allocated HP PPM provides: GAIN - Comprehensive, real-time, role based dashboard for ALM Visibility - Top-Down, Bottom-up navigation - Detail drill-down for exposing potential trouble spots - 100+ Out-of-box Portlets Project status Trend analysis of SDLC or testing Quality status indicators (based on timelines requirements, tests, defects status based on QC results & risks)14 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 15. HP APPLICATION LIFECYCLEMANAGEMENT – Manage Application DemandsHP Project & Portfolio Solution Understand your Business Demands Be proactive, manage ALL requests and validate what really matters for the Business Outcomes HP PPM enables: - Application demand consolidation Align - Prioritization of application demands - Process automation through its robust workflow capability15 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 16. HP APPLICATION LIFECYCLEMANAGEMENT – Manage Application ProjectsHP Project & Portfolio Solution Manage End-to-End Application Lifecycle Stay in Control on day-to-day application project work using standard project practices Manage, HP PPM enables: Execute - Defining Standard Project templates and - Manage Work Breakdown Structure, Milestones, Gates Control - Control Costs and allocate Resources efficiently - Ensure Application Projects are completed on Time and Scope - Identify and Mitigate Risks and Issues - Manage Scope Changes16 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 17. HP APPLICATION LIFECYCLEMANAGEMENT – Optimize Application PortfolioHP Project & Portfolio Solution Make effective Decisions Focus on applications that delivers VALUE to Business Make the best use of Resources and Investments HP PPM enables: - Creating “What-if” scenarios to evaluate IT applications Optimize portfolio aligned with Business Objectives. - Compare the Portfolio with available Resources and Budget, allowing proactive decisions17 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 18. HP APPLICATION LIFECYCLEMANAGEMENT – Proven ROIHP Project & Portfolio Solution Average 6.5% ROI within 1year Request Capture 13.3% improvement 45.2% more Projects completed early Process Efficiency 16.3%18 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 19. AGILEDEVELOPMENTHP ApplicationsDevelopment Services19 ©2011 HP Confidential Moldova ICT Summit 2011 Project Management
  • 20. METHOD ANALOGY Application development is more like sailing a ship than baking a cake…but we seem to think and act as if the reverse were true Baking a Cake (Predictive) Sailing a Ship (Adaptive)  Assumes predictability  Expects the unexpected  Little ability to adjust for change  Ready to adjust for change  Follow the Recipe  Minimize risk  Stable environment (fixed oven temp)  Changing environment (wind shifts and waves)  Few variables  Many variables  Variables are controllable  Variables are uncontrollable PREDICTIVE METHOD CONTINUUM ADAPTIVE20 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 21. DEVELOPMENT METHOD CONTINUUM HP Enterprise Services supports multiple development methods from predictive to adaptive on the method continuum Linear and sequential (discontinuous) Continuous work flow Work product: Document driven Work product: Results driven Assumes that the details of the entire Develops very high level requirements and project can be accurately determined at identifies a potential future state or the project start, including requirements framework to serve as guidance Scope is well defined Requirements and scope are not firmly and requirements are known defined and can change Changes are controlled Embrace change as it occurs Plan and process driven Value and people driven PREDICTIVE ADAPTIVE21 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 22. FACTORS INFLUENCING SELECTION One size does NOT fit all – Waterfall, Iterative and Agile Methods each have their place • Requirements dynamism • Onshore / offshore mix • Project type and size • Experience and skills-mix (affinity) • Organizational culture and understanding • Infrastructure readiness • Technology type • Business involvement • Team size • Application complexity • Overall number of core team members Waterfall Iterative Agile PREDICTIVE METHOD CONTINUUM ADAPTIVE22 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 23. AGILE MANIFESTO We are uncovering better ways of developing software by doing it and helping others do it Through this work we have come to value:  Individuals and interactions over processes and tools  Working software over comprehensive documentation  Customer collaboration over contract negotiation  Responding to change over following a plan That is, while there is a value in the items on the right, we have come to value the items on the left more23 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 24. AGILE DEVELOPMENT HP delivers agile applications development projects based on the Scrum management framework and eXtreme Programming (XP) engineering practices Scrum Management Framework  Product Backlog  Sprint Backlog  Sprints (1 – 4 weeks)  Daily Scrum Meetings  Sprint Reviews  Product Increments XP Engineering Practices  Pair Programming  Simple Design  Collective Ownership  Modeling  Continuous Integration  Testing  Application Frameworks  Refactoring  Coding Standards26 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 25. HP AGILE PROCESS The HP agile development process enables agile teams to reach high velocity and develop product increments faster with higher levels of quality Agile Process Configuration HP EDGE Process Sets  Processes and Guidance  Work Breakdown Structures  Work Products / Templates  Responsibilities  Inputs and Outputs  Best Practices27 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 26. AGILE IS VALUE DRIVENWaterfall Agile Release Date Fixed Fixed Scope Cost Schedule Value Driven Quality $ Quality Plan Driven Estimated Prioritised and and fixed Cost Schedule negotiable Scope Moving away from activity based Project Management toward value based Project Management29 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 27. AGILE MAXIMISES ROI A waterfall-based project only delivers value at the end, while agile approaches can deliver value more progressively: Waterfall-based project Agile project Project Project Solution Definition Design & Build System Integration/ Release1 Release 2 Release 3 Acceptance Test Test Iteration1 Iteration 2 Iteration 1 Iteration 1 Iteration 2 0 0 Capability deployed Capability deployed Value Realised over time $ Value Realised over time $ ValueValue $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Time Time 30 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 28. AGILE PROJECT – COST AND VALUE Feature $ Value Time Cost per feature is fairly linear because the team size is relatively constant. Early releases deliver highest priority features and therefore the most value. Governance Checks allow for future value to be compared to future cost. Projects can be stopped if only low value features remain to be delivered.31 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 29. AGILE FACTS Agile development methods are successfully being used to compress the application development lifecycle and deliver higher quality software products Some Facts about Agile 7.0 FASTER TIME TO MARKET: 6.0  87% said time to market improved or significantly improved (1)  Agile Projects are Faster to Market by 37% (2) 5.0 Agile INCREASED PRODUCTIVITY: 4.0 Iterative  82% said productivity is somewhat or much higher (3) Traditional 3.0 Ad-Hoc HIGHER QUALITY: 2.0  68% said quality had improved or significantly improved (1) 1.0  84% said defects had gone down by 10% or more (1)  30% said defects were down by 25% or more (1) 0.0 REDUCED COST: Quality Functionality Money Time  37% said development cost was improved or significantly improved (1,3) SOURCES: Results from Scott Ambler’s December 2008 Software Development Project Success Survey (1.) 3rd Annual State of Agile Adoption Survey, VersionOne, 2008 posted at www.ambysoft.com/surveys/success2008.html (2.) Michael Mah, QSMA, 2008 Based on responses by 279 people surveyed (3.) Agile Adoption Survey, Dr Dobb’s Journal, Scott Ambler, 200832 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 30. AGILE IS NOW MAINSTREAM… Gartner predicts by 2012, agile development methods will be utilized in 80% of all software development projects. Agile 35% Iterative 21% Waterfall 13%33 ©2011 Forrester/Dr. Dobb’s Global Developer Technographics Survey, Q3 2009 Source:HP Moldova ICT Summit 2011 Project Management
  • 31. CLOSING REMARKS– Agile is recognized as a mainstream methodology– Requires a paradigm shift– New development tools and principles– The key to Agile’s success is found in people, communication, expectations management and values– Agile acknowledges the fact that planning, design, and development is a learning process– Be vigilant against falling into to old habits There is no silver bullet “Its not the plan that is important, its the planning.” - Dr. Graeme Edwards “No battle plan survives contact with the enemy.” - Helmuth von Moltke34 ©2011 HP Moldova ICT Summit 2011 Project Management
  • 32. Questions? Thanks! Thank you! wilfried.grommen@hp.com35 ©2011 HP Moldova ICT Summit 2011 Project Management

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