Project and portfolio management

4,085 views
3,788 views

Published on

0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
4,085
On SlideShare
0
From Embeds
0
Number of Embeds
174
Actions
Shares
0
Downloads
291
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

Project and portfolio management

  1. 1. HP Project and ApplicationPortfolio ManagementManagement for top investment returns
  2. 2. Accelerating innovation and change 98,000 tweets 23,148 apps downloaded 400,710 ad requestsMain- Client/ The Mobile, social, big data & every New technologyframe server internet the cloud 60 seconds access methods 2000 lyrics played Change how technology is on Tunewiki consumed & value it can bring 1,500 pings Open up new business models sent on PingMe Remove current inhibitors & unleash 34,597 people power of innovation are using Zinio 208,333 minutes Angry Birds played 4 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  3. 3. How can we unleash the power of innovation?We need to deliver faster by:Removing the barriers between thebusiness, development and operationsWorking on the highest prioritiesAutomating for velocityDriving collaborationEnsuring speed doesn’t trump qualityAnd support it with a performance system5 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  4. 4. Yet we’re often failing in delivery According to analysts, 62% of projects fail to meet their goals WHY… 49% suffered budget overruns 47% had higher-than-expected maintenance costs, and Investments out of alignment with 41% failed to deliver the expected business value and ROI overall business strategy 0 Projects and Application Scope not Succeeded Failed /Challenged clearly defined 38% Manual processes being used, trying to manage projects 62% Ever more scarce resources Desire to deliver more projects than possibly can be delivered *Extracted from CIO.Com © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.6
  5. 5. Let’s drill down–Project and Portfolio Managementand Application PortfolioManagement© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  6. 6. The 10 top CIO Challenges… Delivering business value in a tough economyAligning IT and business goalsControlling IT costsIT governance and portfolio managementBusiness process redesignLeadership development/staff trainingMarketing IT’s business contributionRationalizing or centralizing the applicationportfolioProtecting customer data privacyScaling IT globally Regulatory compliance Source: Top Ten list from the CIO Magazine "State of the CIO 2010" survey *Challenges Related to Project & Portfolio Management11 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  7. 7. PMO Challenges…Juggle demands from the business while enabling diverse teams Lack a consolidated view of enterprise-wide status Constantly changing priorities Activities are not based on solid business decisions Portfolio Manager Program Manager Budgets & resources not managed efficiently Manual, non-standardized processes Reactive project and portfolio management Project Manager Resource Manager12 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  8. 8. You can perform better Average Best in class Innovation 30% 50% Your best-in-class peers free up 66% more IT Operations 70% budget for innovation 50%14 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  9. 9. The reality for today’s for Enterprise PMOManual reports or data extracts passed between teams PMO Finance Project team A Project Team B Development QA Operations Corporate Financial and annual Service desk cost analysis budget Application lifecycle Project Project management Business Service pipeline scheduling & Asset Mgmt Time Investment recording portfolio mgmt Resource planning Project issues, risks, scope changes PPM environment15 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  10. 10. HP software approach to PPMBring order to the chaos PMO Finance Project team A Project Team B Development QA Operations Demand management Resource management Project proposals HP Project and Business Service & Asset Mgmt Budgeting/Financial Management Portfolio Investment portfolio management Project scheduling/Time tracking Management Application lifecycle & Portfolio Mgmt Issues, risks, scope changes Center Service desk or 3rd party integrations Operational Reporting Strategic & Analytics Reporting16 PPM environment © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  11. 11. HP Project and Portfolio Management Understanding the full lifecycle approach Users/Requests Business valueBusiness Demand IT Financial Mgmt Scorecards, KPIs, Objectives /priorities Reporting, Status Service Catalog Portfolio management / Application Portfolio Management Demand Deliverables Management Program/ Maintain Proposal project Investment Strategic demand Time management Resource management ApplicationPMO Financial management demand Application lifecycle management Operational demand Service desk17 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  12. 12. PMM: Bruce Randall HP Project and Portfolio Management Center HP Project and Portfolio Management Center Executive Scorecard/Financial Planning and Analysis Dashboard Portfolio Optimization Application Portfolio Management Project Program Portfolio Management Management Management Financial Time Resource Management Management Management Demand Management PPM Mobile Applications PPM Reporting Integrations Foundation Workflow Administration Security Web services18 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  13. 13. Features and Capabilities© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  14. 14. Provide Actionable Information to ExecutivesExecutive ScorecardKey capabilitiesCombine capabilities and aggregatesstrategic, operational, financial, resource andperformance data from HP and non-HPsolutionsIncludes KPIs that are threshold based andpreset out of the box by best practicesKey benefitsProvides rapid and concise strategic decision-making via actionable informationDelivers productivity enhancements byautomating time consuming data aggregationprocesses20 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  15. 15. Aggregate DemandUnderstand and Gain complete visibility on Business Demands Key capabilities Provide aggregated ”top down” view of activites Demands by Manage and prioritize demand from Business Objective budget and resource availability Objective process control Key benefits Provide transparency into all work activities Automate and streamline approval Proposals by processes Status Objectively compare cost and value of services21 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  16. 16. Manage strategic Portfolio Investments Effectively manage InvestmentsKey capabilitiesGain early indication of cost deviations Optimizationthrough financial summary pages What If ScenariosObjective and constraint based optimizationScenario based portfolio managementKey benefitsLeverage “cash flow” analysis to increaseaccuracy of investment decisionsSupport business reviews with rich,actionable, informationRapidly adapt to shifting businessrequirements 22 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  17. 17. Application Portfolio ManagementAssess and Manage ApplicationsKey capabilitiesCentralized repository of applications, businessprocesses, organizations, owners, businessobjectives and serversSurvey distribution and processing enginePowerful analysis and visualization experienceEnhanced ability to make strategic choices andmanage the portfolioKey benefitsVisibility where to invest and how to reducemaintenance costsSound IT investment decision aligned to strategicprioritiesEfficiencies derived from standard business process,application2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 23 © Copyright and platforms
  18. 18. Consolidate and Analyze Financial Investments Transparency of Investments Hierarchical PortfolioKey capabilitiesAggregate Financial data of Portfolioprograms and projectsFlexible hierarchy structure to manageinvestment by Services, Business UnitOrganization, geography or functionalStrategic needsUnlimited hierarchy levelsKey benefitsDecisions that supports the Business GoalsSupport over the entire Investment LifecycleInvestment transparency 24 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  19. 19. Focus on Financial, Cost allocation and explorationFinancial Planning & Analysis Key capabilities Combine capabilities and aggregates financial, resource and performance data from HP and non-HP solutions KPIs are threshold based and preset out of the box by best practice Key benefits Drives full understanding of cost lifecycle: Strategic & Operational labor and non-labor costs25 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  20. 20. Enterprise Program & Project management Ensure successful work completion Program OverviewKey capabilitiesManagement by exception100% zero-client project managementBidirectional integration with MicrosoftProjectIntegration with Microsoft SharepointKey benefitsClearly communicate the status and healthof programs/projects Risks, Issues andReduce the number, cost and impact offailed projects Scope ChangesManage programs/projects acrossgeographically, outsourced, ororganizationally dispersed environments contained herein is subject to change without notice. 26 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information
  21. 21. Enterprise Resource managementMaximize Resource efficiencyKey capabilitiesMulti-dimensional resource planning and trackingAnalyze and compare skill sets, levels of proficiency,availability, and projected resource utilizationSupport global teams with multiple languages in thesame instance; HP or partner provided languagesKey benefitsEnhanced usability and integrations to drive andsecure global adoptionFoster improved collaboration around resourcesupply and demandHeighten quality and balance with the rightresources on the right activitiesVisibility into complete resource utilization 27 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  22. 22. Detailed Task and Time management Ensure execution of work delivers business resultsKey capabilitiesNon-intrusive time and costmanagementStaff time tracked to facilitate labor roll-up for each project and programKey benefitsStrategic decision making across theentire Enterprise portfolio investmentFocus on critical business projects withinthe EnterpriseMaximize the resources available tosupport innovation 28 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  23. 23. Consistent ProcessEnsure Governance and flexibility Flexible and Powerful WorkflowKey capabilitiesFlexible and Powerful WorkflowDefine approval and check pointsincluding MobilityAudit trailKey benefitsAutomate and streamline approvalprocessesMaintain consistency to validateBusiness needs and deliver services 29 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  24. 24. HP Anywhere with PPM Mini AppsKey capabilitiesOne installation, multiple platforms(iOS and Android)Request review and detailTime Mgt review and approvalExecutive ScorecardWorks on Tablets and smartphonesKey benefitsManage PPM functions on-the-goOne platform for multiple HP SoftwaretoolsExtend PPM usage to wider audience30 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  25. 25. HP PPM ReportingVisibility to ALL types of end users • Persona-based dashboards SOLUTION: • Cascaded dashboards Executive Scorecard Strategic • KPI engine & library • Scorecard Measurements • Long-term & “eagle eye” view SOLUTIONS: • Focus on decision-making Financial Planning and Analysis Analytical • Based on a data warehouse Executive Scorecard* Applications • Universe compliant with DM PPM Dashboards and Portlets • Correlate across sources • Real or near real time access to SOLUTIONS: Operational product data PPM on Business Objects • Operational users PPM Dashboards and Portlets Reporting • Embedded with product • Silo reporting solution31 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  26. 26. Operational Reporting Efficiency in reviewing and analyzing data Key capabilities Industry leading reporting platform Complements existing PPM dashboards and portlets Designed with Web Intelligence and Universe Designer File and trace reports for archiving and retroactive analysis Business Objects software license included with HP PPM foundation Key benefits Provides self-service ad hoc queries and reporting capabilities Flexible and scalable information infrastructure32 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Minimize performance impact on PPM Center
  27. 27. Social Media: PPM Community on HP Live NetworkHP Experts, Partners and Customers toshare knowledge, best practices and add-oncontent.Access to PPM HPLN is provided at noadditional cost through Passport.HP PPM Operational Reporting ContentPacks and HP Anywhere mini-apps areavailable on PPM HPLN. Customers need to subscribe at: www.hp.com/go/PPM_HPLN for receiving notifications on PPM updates.33 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  28. 28. Thank you Go to www.hp.co/go/ppm Outcomes that matter.© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  29. 29. Supporting Broad IT InitiativesComplete Application Lifecycle Management© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  30. 30. Applications are KeyMost ERP inventory managementorganizations wikis Research and supply Intelligence mobile appsnow run major billing HR chainsoftware websiteoperations procurement order entry Embedded software CRM36 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  31. 31. And the way we deliver is changing rapidly THEN NOW who CO-LOCATED TEAMS DISTRIBUTED TEAMS what SELF-CONTAINED APP REUSABLE SERVICES when INFREQUENT / BATCH RELEASE CONSTANT RELEASES where INTERNAL / PC CLOUD / MOBILE how SEQUENTIAL AGILE STABILITY AGILITY 1:1 N:N LOCAL VIRTUAL37 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  32. 32. Worlds colliding?Strategy and Planning Agile Delivery IT Operations “Invest in what “Be more agile - “Change is matters most” deliver faster” evil” How do we bridge the gaps?38 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  33. 33. Deliver what matters most…. Strategy and Planning Agile Delivery Keys to bridge the gap: Prioritization Governance Measurement “Invest in what matters most” “Build to priority”39 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  34. 34. Extend Agile: DevOps & continuous delivery Agile Delivery IT Operations Keys to bridge the gap: Automation Collaboration Quality “Build to run” “Regular releases reduce risk”40 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  35. 35. Effective Change Management Strategy and Planning IT Operations Keys to bridge the gap: Automation Collaboration Resourcing “Manage application “Analyze change investments” impacts”41 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  36. 36. IT Performance Suite for AppsPlan, build, and run cloud, web & mobile apps App. Portfolio Project &Complete lifecycle Mgmt. Portfolio Core lifecycle Mgmt. coverage excellence Project & Portfolio Systinet Agile Management Management Svc. Mgmt. Requirements Application Portfolio Mgt Center Quality & Performance Application Governance Ops IDE, SCCM & Build Executive Executive Scorecard Orchestration & Integration Scorecard Business Availability Auto. Security Service Management App. Perform. Lab Management DevOps Quality Mgmt. Center Perform. Fortify Center42 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  37. 37. Begin at the top with a single lens for performance Executive Scorecard for Applications App. Portfolio Project & Mgmt. Portfolio Mgmt. Systinet Svc. Mgmt. Center Ops Orchestration & Executive Auto. Scorecard App. Perform. Quality Mgmt. Center Fortify Perform. CenterKPIs FOR THE COMPLETE APP LIFECYCLE REAL-TIME VIEW INTO PERFORMANCE CHOOSE FROM 60+ LEADING METRICS 43 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  38. 38. Support with an integrated portfolio of software and servicesProject and Portfolio Application portfolio Application Application Lifecycle Lab Management management management Governance Management automation Hybrid Delivery—On premise, SaaS, Cloud Development Performance testing Functional testing Service management Virtualization © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  39. 39. A word on PPM and APMEnsure Priority, Project Success, understand total costs and value App. Portfolio Project & Application Mgmt. Planning & Portfolio Mgmt. TCO & value Assessment Systinet Svc. Mgmt. Center Ops Governance Executive Orchestration & Scorecard Auto. Project & resource Release Control App. Perform. Mgmt. Mgmt Quality Center Perform. Fortify Center45 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  40. 40. HP PPM in ALM - Example New Application App. STEPS & CAPABILITIES Portfoli Project & o Mgmt. Portfolio Capture demand for new capabilities Mgmt. Systinet Assess value against current application portfolio and process support Svc. Mgmt. Center Prioritize against in-process work and other new initiatives – supply Ops Orchestration & Executive approval workflow Auto. Scorecard Plan program/project, budget needs, determine requisite skills, assign App. Perform. Mgmt. Quality Center resources Perform. Fortify Track project steps, issues, risks, quality targets and budget burn rate. Center Provide mgmt and executive reports Manage hand-off to release control and ITSM *Agile or traditional waterfall approach Manage/track application TCO and value Key: PPM Standalone PPM Integrated to Quality Center/ALM PPM Integrated to Release Control, ITSM and ITAM46 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  41. 41. HP PPM in ALM - Example Application Change/Modernization App. STEPS & CAPABILITIES Portfoli Project & o Mgmt. Portfolio Approved requests for change Mgmt. Collect application rationalization proposals Systinet Svc. Mgmt. Center Prioritize above against in-process work and other new initiatives – supply Ops Orchestration & Executive approval workflow Auto. Scorecard Plan program/project, budget needs, determine requisite skills, assign App. Perform. Mgmt. Quality resources Center Perform. Fortify Track project steps, issues, risks, quality targets and budget burn rate. Center Provide mgmt and executive reports Manage hand-off to release control and ITSM *Agile or traditional waterfall approach Manage/track application TCO and value Key: PPM Standalone PPM Integrated to Quality Center/ALM PPM Integrated to Release Control, ITSM and ITAM47 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  42. 42. The complete agile lifecycle using PPM and ALMPPM Manage enterprise level resources and time management Manage the portfolio strategy Manage the projects Summary Reporting Process enforcementALM Manage the requirements Manage user stories and tasks Manage the backlog Reporting (burn down charts etc…) Testing - definition and execution Defect management Manage releases and cycles 48 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  43. 43. HP Application Lifecycle Management HP Project & Portfolio Solution – Visibility of ALM end-to-endReal-Time Dashboard at your fingertipsCompare investments in application maintenance and new strategic initiativesUnderstand how the budget and resources are being allocatedHP PPM provides:Comprehensive, real-time, role based dashboard for ALMTop-Down, Bottom-up navigationDetail drill-down for exposing potential trouble spots100+ Out-of-box Portlets Project status (based Quality status indicators Trend analysis of SDLC or testing on timelines & risks) based on QC results requirements, tests, defects status49 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  44. 44. HP PPM Application Lifecycle Management Assess and Govern Applications Understand your Application needs Constantly assess your application set. Reduce redundancies, lower costs and take control of your applications HP PPM enables: Comprehensive visibility into apps and processes Ability to rationalize based on application value scoring Govern all applications and transformation initiatives50 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  45. 45. HP Application Lifecycle Management HP Project & Portfolio Solution – Manage Application Demands Understand your Business Demands Be proactive, manage ALL requests and validate what really matters for the Business Outcomes HP PPM enables: Application demand consolidation Prioritization of application demands Process automation through its robust workflow capability51 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  46. 46. HP Application Lifecycle Management HP Project & Portfolio Solution – Prioritize Application PortfolioMake effective DecisionsFocus on applications that delivers VALUE to BusinessMake the best use of Resources and InvestmentsHP PPM enables:Creating “What-if” scenarios to evaluate IT applications portfolio aligned with Business Objectives.Compare the Portfolio with available Resources and Budget, allowing proactive decisions52 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  47. 47. HP Application Lifecycle Management HP Project & Portfolio Solution – Manage Application Projects and ResourcesManage End-to-End Application LifecycleStay in Control on day-to-day application project work usingstandard project practices HP PPM enables: Defining Standard Project templates Manage Work Breakdown Structure, Milestones, Gates Control Costs and allocate Resources efficiently Ensure Application Projects are completed on Time and Scope Identify and Mitigate Risks and Issues Manage Scope Changes53 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  48. 48. Continuing the conversation…Investing in what matters mostAdopting Agile for Faster Delivery?Closing the gaps on Continuous Delivery withDevOps?Attaining relentless efficiency through TestingCenters of Excellence?Facing a major Application Transformation?Embracing Mobility?Moving Apps to the Cloud?54 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  49. 49. Supporting Broad IT InitiativesIT Financial Management© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  50. 50. IT Financial ManagementOptimizing resources to deliver highest value to business Financial year Capital and resources Capex Change the business Now How to account for How to predict IT Opex IT spend? costs? Run the business CIO How to govern IT investments? Governance Accountability Predictability Effective management of the IT Accurate forecasting of resource Reporting & analysis of IT spend, & capital requirements, investment planning process, assessment of IT service costs, cost/benefit (ROI) determination, continuous tracking of IT cost allocation and recovery spending & resource consumption data integrity56 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  51. 51. IT Financial Management - Challenges Business No actionable Immature investment cost information decisions “The IT organization cannot be “IT has weaker internal credible unless it can have management systems today than meaningful conversations in the manufacturing had in 1982” IDC Industry Insights, 2008 language of business. This CIO means having the right information to guide business Only 36% of the average CIO’s decisions.” budget can be devoted to Barbara Gomolski, Research VP, Gartner providing new capabilities CIO Magazine “The State of the CIO” online survey, January 200857 Operational © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. inefficiencies
  52. 52. HP IT Financial Management …What is in it? Summarizes the key elements of IT performance in one place using data merged from different operational IT systems Actionable cost information that supports effective cost containment and allocation by linking together disparate IT budgets and cost information Provides IT executives with real-time visibility into strategic and operational demand so they can rapidly identify and prioritize HP Project & the projects and initiatives to sustain alignment with corporate Portfolio goals. Tracks costs and budgets associated to Mgmt projects/programs HP Asset Manages the physical, financial, and contractual aspects of all IT Manager assets—from request and procurement to retirement and disposal—making it easy to optimize costs, mitigate security and58 compliance risks, and drive business decisions © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  53. 53. Focus on Financial, Cost allocation and explorationFinancial Planning & Analysis Key capabilities Combine capabilities and aggregates financial, resource and performance data from HP and non-HP solutions KPIs are threshold based and preset out of the box by best practice Key benefits Drives full understanding of cost lifecycle: Strategic & Operational labor and non-labor costs59 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  54. 54. Going beyond traditional IT Financial ManagementCombining ITFM with Performance Management for unparalleled insightITFM brings financial depth to Executive Scorecard performance managementITFM also focuses on the specific needs of finance as it relates to IT• Because we need to think in business-related IT investment terms not financial cost centers• To allocate financial information to be considered by service (e.g. service-based costing)• To allow deep exploration of financial data as it relates to IT perspectives• To ease the IT budgeting process by leveraging prior plans and actual data60 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  55. 55. ITFM with the Executive ScorecardIT financial performance managementAllocate financial data based on metrics Budgeting • Spreadsheet-based IT budgeting is tedious and lacks governance • Executive Scorecard leverages historical financial data to simplify and standardizeUnderstand performance in the contextof detailed costingProvide further insights with a bill of ITreport or experiment in the cost explorer61 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  56. 56. Supporting Broad IT InitiativesApplication Portfolio Management© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  57. 57. Major Challenges to ITAging applications Brittle and change resistantRigid infrastructure and sprawl Physical and virtual sprawlUnknown threats Connectedness an open doorwayInformation explosion Magnitude of growth driving up cost, effort and riskCustom built applications Dedicated stacks of hardware and software63 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  58. 58. Rationalization will address your pain points User access complexities, Inefficient use of Aging IT staff Disparate and incompatible Redundancies in aging need mobility for infrastructure tools and with critical applications not aligned application portfolios employees/customers technologies support skills with business direction Tower driven investment Increased pressure on IT Unclear TCO of Inadequate executive undermines need for budgets to do more with IT services oversight of IT investments enterprise wide less, reduce IT costs standardization64 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  59. 59. Rationalization and modernization figure high onorganizations’ software goals Of the most important software priorities for supporting current business goals… Update/modernize key legacy applications Consolidate or rationalize enterprise applications Increase number of mobile applications available to employees, customers and partners Source: Forrester Research, Inc., Application Retirement – Its Time To Put The Elephant In The Room On A Diet, February 3, 2011, by Phil Murphy; pg. 265 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  60. 60. Time for application transformation APPROACH ASSESS GOVERN MANAGE MODERNIZE Transforming Applications to Reduce66 Costs & Increase Agility © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  61. 61. What is Application Transformation? Assess, Optimise and Modernise the Enterprises Application Portfolio to the minimum number of applications required to run the business delivered in the most cost effective way. Insource, Project Application Application Outsource, Portfolio Release Retirement Cloud Management Management Customers Application Modernization & Application DevOps & Application Data & Demands Rationalization Hybrid IT Records Portfolio Projects Lifecycle Performance Management Management Management Management Assess Modernize Manage Rationalize Secure Performance Govern Improve Availability Prioritize Cost Effective Apps Investments67 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  62. 62. Application Portfolio Management (APM)First step to Application Transformation APPROACH A way of analyzing and ASSESS governing your applications portfolio from multiple perspectives: financial, GOVERN business, functional, and technical and maps the portfolio to your tactical and MANAGE MODERNIZE strategic business objectives68 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  63. 63. Portfolio Assessment ProcessA framework to understand the present and a path to the future Establish the Define the Identify Gaps, Build the Overlaps and ground rules baseline Opportunities Roadmap Define the objectives Conduct interviews Follow the money Assign disposition for all Identify existing data Administer surveys Investigate redundancy apps Plan data collection Build process model Highlight divergence from Prioritize opportunities activities Define relationships standards Build business case Identify stakeholders Hypothesize Define initiatives Review business context opportunities Schedule activities69 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 6
  64. 64. APM solution model Assess Discover Analyze Decide Classification & Analysis Outputs 2 Discovery data BU or Process specific Relative Business Value Discovery data Rationalisation Automated data Surveys Alignment to Business Process data data Existing Policies and Frameworks Policy Standards • Graphical relationships and dependencies between Application Portfolio Functional Classification applications and processes Management Model Repository • Application quality, risk, valueAssets used for Usage Data ( usageApplications (hardware & based on: load, users, scoresoftware) transactions) Automated Cost based classification • Custom attributes also reported Discovery against. • Strategic designation for each CMS/DDM Assets 1 Existing Standards & Polices application Incidents Problems • Survey results 70 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. • Improvement recommendations
  65. 65. HP Application Portfolio Management (APM) Business Ideas, Demands opportunities Comprehensive Visibility and knowledge of application portfolio – Cost, Value, Risk, Quality Filter and Conceptualize Project Charters Business Case Risk v/s Value Rationalize Opportunities via business and technical data-driven decisions aligned to PPM PPM/APM business priorities and enterprise policies Monitor Assess and generate options Schedule Governance Project Risk Business Process Cost Business Value Ongoing governance through business Quality & Risk events such as M&A, divestiture, IT strategy change, sourcing strategy change… Choose and Execute Create Projects Initiate, plan, execute PPM71 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  66. 66. Application Portfolio ManagementAssess and Manage ApplicationsKey capabilitiesCentralized repository of applications, businessprocesses, organizations, owners, businessobjectives and serversSurvey distribution and processing enginePowerful analysis and visualization experienceEnhanced ability to make strategic choices andmanage the portfolioKey benefitsVisibility where to invest and how to reducemaintenance costsSound IT investment decision aligned to strategicprioritiesEfficiencies derived from standard business process,application2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 72 © Copyright and platforms
  67. 67. Visibility within the Application relationships HP APM Product Features APM Application Business Processes Owning Organization Supports Downstream Upstream Runs On Contacts Servers73 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Locations
  68. 68. Visibility within the Application processes HP APM Product Features Key capabilities View Process to Application Mapping Filter by Application Set or Attributes7474 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  69. 69. Application scoring and Weighting HP APM Product Features Application Data Vendor Value Risk Total Quality of Integrity and Stability, Business Value Security, App + Data + Application Consistency Responsive… and Impact Continuity… Vendor + ( 5 – Risk) 0–5 (Best) 0–5 (Best) 0-5 (Best) 0-5 (Best) 0-5 (Worst) 0-25 (Best) APM can be configured for custom weighting formulas (company level) Relatively low scores suggest opportunities for improvement7575 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  70. 70. Supporting Data Document relationships to people, places and activities Business Processes Servers ( APQC model or User-defined ) ( web, app, middleware, database, etc.) Organization Locations ( BU, Department, Group, etc.) ( geographic, regional )76 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  71. 71. Application Portfolio ManagementGraphical views of cost, risk, value measures Key capabilities Business processes modeled and mapped to supporting applications Forward looking projection of portfolio size77 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  72. 72. Many of our clients have done this successfully FINANCIAL INDUSTRY/ MAJOR AUTOMOTIVE MANUFACTURER RETAIL INDUSTRY FINANCIAL APPLICATION • Cut costs substantially • $29MM savings over 5 years • App maintenance cost reduced by 70% • Time to market reduced substantially • Increased productivity • Market share gains • 67% reduction in operating costs • Savings: $1.2M on SAP implementation • Improved part tracking • Server procurement times cut from • Apps reduced by 48% months to hours78 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  73. 73. APM Customer – Public EntityObjectives: To produce a Consolidated Application Portfolio Transformation Roadmap that will drive cost savings, innovation, and increased agility To establish processes and tools that will allow for continued regular Applications RationalizationOutcomes: APM provides a single Application data source accessible by multiple users Displaying business processes through the dynamic graphing feature was powerful; creating wall charts generated excitement about the project Best APM feature is the single-source application portfolio repository coupled with a robust easy-to-use search engine. Automated bubble charts provided the foundation for application value assessment. >25% reduction in number of applications in portfolio79 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  74. 74. We have undertaken this journey ourselves –And are glad we did it Goals Enable better business decisions Significantly reduce costs of IT while delivering more value to the business Lower risk to the enterprise with better control of the infrastructure Approach Corporate-wide IT transformation initiative Results CBR Applications reduced from 7K to 2K IT projects reduced from 1,240 to 700 Ultimately, application portfolio will be rationalized by >80% IT spending from ~4% to ~2% of revenue80 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  75. 75. HP/Results Positive ICD-10 Solution For Healthcare Records ComplianceKey capabilitiesMonitor ICD-10 compliance impacts and ICD-10 Program Managementreadiness HP/Results PositiveConsolidated compliance reporting and visibility ICD – 10 Compliance Readinessfor program, project, vendor, application,location, and business processes Impact Analysis & Readiness Scorecards Impact AnalysisSimple out of the box data loading templates ICD – 10 Readiness TrackingKey benefits Application & Impact Analysis Vendor Business Process & ComplianceReduce administrative time and costs preparing Readiness Mapping Surveysreadiness reportsReduce non-compliance financial risks andimpacts Business Applications Projects Vendors ProcessesEstablish application and business processinventory 81 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  76. 76. Supporting Broad IT InitiativesService Portfolio Management© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  77. 77. HP Service portfolio managementLinking IT business-facing activities with IT Operations Demand Aggregate demand Balance quality, for services Assess budget, Optimize management Service cost and resources service innovation planning and ROI Internal Infrastructure Application support management development Check service IT service development factory IT financial profitability and Service Market and sell the management charge for usage Service Support services service availability support based on contract83 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  78. 78. HP’s Point of Entry to the World84 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  79. 79. Supporting Broad IT InitiativesPPM in the Cloud© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  80. 80. HP PPM – Supports Movement to CloudStrategy, Governance and Project Management Service Lifecycle on Hybrid Delivery 1 2 3 4 Business Value Application Service Cost Service Delivery Service Portfolio Portfolio Mgmt Visibility and control throughout the Service Lifecycle86 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

×