Is PPM Enough?Mahesh Singh, Co-founder/Sr. VP - Product                            © Digite, Inc.
Agenda     The Typical PPM Adoption Model     Challenges in Implementing PPM Successfully     Digité‟s Holistic Approac...
“State of the PPM Implementation”     A significant number of “Failed“ PPM      implementations        Pilot Implementat...
“State of the PPM Implementation”     Most often cited reasons for this state of      affairs        Perception of an “E...
CHALLENGES IN IMPLEMENTING PPM    SUCCESSFULLY5                                    © Digite, Inc.
Typical Tool-mix in an IT/ PMO Organization         BEFORE the PPM Tool                     Strategic                     ...
Typical PPM Tool Implementation Approach                     Strategic                                          PPM Tool  ...
Challenges in PPM Implementations     Perception of an “Executive Tool”         WIIFM Factor – What‟s In It For Me?     ...
Challenges in PPM Implementations     Lack of sufficient “Organizational Preparedness”         “Exactly what are we tryi...
In Summary:     Impact of a PPM Tool-centric Approach      No organized data OR poor quality data at project tracking    ...
PPM tools do not operate in a vacuum!     NEEDED: A MORE HOLISTIC APPROACH11                                           © D...
Digite‟s PTMM – From No Process to Executable Process         Improving                                                   ...
What is the Overall Context for PPM?                                                         Application Deployment/      ...
Portfolio Analysis and Portfolio Management Happens         Across the Lifecycle             Req1                         ...
Holistic Vision – Key Layers Usually Missed                          Portfolio                         Management         ...
IDC View of the ALM + PPM StackSource: IDC, Application Life-Cycle Management, #IDC_P24016                                ...
Benefits of “Bottom-Up” Approach      Automatically generated and consolidated data feed to PPM       tool      Uniform ...
Imperatives for Successful PPM Initiatives      Initiative must consider a „complete‟ or end-to-end vision      Organiza...
Digité‟s Recommended “PPM Adoption Model”         Level 5 – PPM                                                       Orga...
Digite, Inc. – A Quick Summary     THE MOST COMPREHENSIVE ALM +     PPM PRODUCT20                                    © Dig...
Key Capabilities/ Technologies Coverage21                                             © Digite, Inc.
Digité – Key Applications                          Process Definition                                        Program/ Proj...
About Digite, Inc.      Silicon Valley pioneer in Lean/ Agile ALM and Kanban Tools and       solutions for the entire IT/...
Some Key Customers24                        © Digite, Inc.
Thank You!      Q&A      Additional Recommended Reading Material            Gartner Market Scope for ALM – 2010        ...
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Is PPM Enough? A holistic approach with Agile ALM

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Traditional Portfolio Management (PPM) tools do not solve the real business problem.

Portfolio Management aims to help the CIO and senior IT and Business management execs make the right decisions about funding or killing projects and applications. However that requires accurate information from downstream development and maintenance/ operational activity on project/ application costs and benefits.

Purely focusing on PPM and not on the whole Application Lifecycle results in inaccurate and delayed information, insufficient involvement of the overall organization and face the possibility of inaccurate decisions about project and portfolios.

An ALM approach is needed for effective PPM! For a truly integrated ALM/ PPM solution, please visit http://www.digite.com

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Is PPM Enough? A holistic approach with Agile ALM

  1. 1. Is PPM Enough?Mahesh Singh, Co-founder/Sr. VP - Product © Digite, Inc.
  2. 2. Agenda  The Typical PPM Adoption Model  Challenges in Implementing PPM Successfully  Digité‟s Holistic Approach  Brief Overview of Digité  Q&A2 © Digite, Inc.
  3. 3. “State of the PPM Implementation”  A significant number of “Failed“ PPM implementations  Pilot Implementation did not complete  Completed but did not get rolled out to the larger organization  Rolled out but did not meet organization goals  “Petered out” within 6-18 months of rollout3 © Digite, Inc.
  4. 4. “State of the PPM Implementation”  Most often cited reasons for this state of affairs  Perception of an “Executive Management” tool  Resistance to change – old habits die hard  Lack of reliable project execution status data  Complexity of: Collating and feeding in of data from disparate tools Using the PPM tool effectively  Insufficient focus on and definition of organizational and project management processes and measures for PPM4 © Digite, Inc.
  5. 5. CHALLENGES IN IMPLEMENTING PPM SUCCESSFULLY5 © Digite, Inc.
  6. 6. Typical Tool-mix in an IT/ PMO Organization BEFORE the PPM Tool Strategic MS Excel Tactical MS Excel/ MS ProjectOperational Email, MS Office, Remedy, SharePoint6 © Digite, Inc.
  7. 7. Typical PPM Tool Implementation Approach Strategic PPM Tool Manual/ Flat File Based Data Entry Tactical MS Project/ Native PM ToolOperational Email, MS Office, Remedy, SharePoint7 © Digite, Inc.
  8. 8. Challenges in PPM Implementations  Perception of an “Executive Tool”  WIIFM Factor – What‟s In It For Me?  Operational/ Project Teams see no direct benefit  Lack of Reliable Project Execution Data  Typical project management environment based on MS Project and Excel spreadsheets on the desktop  No centralized data on projects, resources, effort and cost  Typical time-keeping is only for Payroll purposes, no „effort-tracking‟ for Earned Value analysis  Project teams do not see automation benefits except effort tracking8 © Digite, Inc.
  9. 9. Challenges in PPM Implementations  Lack of sufficient “Organizational Preparedness”  “Exactly what are we trying to measure?”  Do we understand RoI?  What is demand? Is it just from new projects or also current ones?  What kind of what-if analysis can we perform? Can we really replace/ move resources from project A to B? Do they have the skills?  What is our true capacity? Are these resources really available? I thought they were all working on the “Big Humongous” project?!  Cross-project comparison/ data consolidation needs commonality of processes, measures and metrics  Processes need to cover not just project management but also project execution lifecycle/ resource management/ project costing (AD, software engineering, infrastructure, etc.)  Common budgeting/ accounting processes for resources9 © Digite, Inc.
  10. 10. In Summary: Impact of a PPM Tool-centric Approach  No organized data OR poor quality data at project tracking level  Project manager‟s and team‟s life does not get easier – in many cases, it becomes harder!  Wider participation in the implementation and use of PPM tool is missed due to lack of involvement and „ownership‟  PPM tool ends up becoming a „glorified reporting tool‟ with the same spreadsheets now feeding the PPM tool rather than other spreadsheets  Over a period of 12-18 months (or less) after initial implementation, tool no longer gets used.  Limited or no organizational benefits, especially at Strategic level10 © Digite, Inc.
  11. 11. PPM tools do not operate in a vacuum! NEEDED: A MORE HOLISTIC APPROACH11 © Digite, Inc.
  12. 12. Digite‟s PTMM – From No Process to Executable Process Improving Optimized Integrated Executable Accessible Online Documented Offline Undocumented Cerebral PTMM – Process Technology Maturity Model12 © Digite, Inc.
  13. 13. What is the Overall Context for PPM? Application Deployment/ Ideas/ Feature Application Maintenance (Application) Requests/ Development/ Backlog Implementation Projects (Major/ Minor Release Projects) PM/ Resource/ Financial Processes Dev/ Implementation Maintenance Backlog Process Process Process13 © Digite, Inc.
  14. 14. Portfolio Analysis and Portfolio Management Happens Across the Lifecycle Req1 Proj1 App1 Req2 Proj2 Application Deployment/ App2 Ideas/ Feature Application Maintenance (Application) Requests Development/ App3 Req3 Proj3 (Major/ Minor Release Backlog Implementation Projects Projects) Req4 Proj4 App4 PM/ Resource/ Financial Processes Dev/ Implementation Maintenance Backlog Process Process Process14 © Digite, Inc.
  15. 15. Holistic Vision – Key Layers Usually Missed Portfolio Management Project Management Application Lifecycle Management Process Governance15 © Digite, Inc.
  16. 16. IDC View of the ALM + PPM StackSource: IDC, Application Life-Cycle Management, #IDC_P24016 © Digite, Inc.
  17. 17. Benefits of “Bottom-Up” Approach  Automatically generated and consolidated data feed to PPM tool  Uniform process, measures and metrics across projects to facilitate effective drill-down  Unplanned work gets tracked in lower layers and gets reported upwards  Greater accuracy of data, especially resource assignment and utilization  Pockets of hidden consumption better highlighted for more effective improvement17 © Digite, Inc.
  18. 18. Imperatives for Successful PPM Initiatives  Initiative must consider a „complete‟ or end-to-end vision  Organizational processes at Strategic and Operational Levels must be covered  Just enough processes and automation at all levels, but especially at Operational level must be established to feed the strategic decision making  Organizational buy-in and involvement at operational level is critical  A holistic tools and technology approach should be adopted18 © Digite, Inc.
  19. 19. Digité‟s Recommended “PPM Adoption Model” Level 5 – PPM Organization Environment Optimized Optimized Level 4 – PPM Process Minimum PPM Established Infrastructure Level 3 – PM Project Managers Environment Optimized Optimized Level 2 – Project Project Teams Execution Environment Optimized Level 1 – Minimum Common Objectives End-to-End Process Definition19 © Digite, Inc.
  20. 20. Digite, Inc. – A Quick Summary THE MOST COMPREHENSIVE ALM + PPM PRODUCT20 © Digite, Inc.
  21. 21. Key Capabilities/ Technologies Coverage21 © Digite, Inc.
  22. 22. Digité – Key Applications Process Definition Program/ Project Integrated SDLC Apps Integrated ALM Process Governance Portfolio/ Program Management Process Deployment/ Management • Requirements Mgmt Monitoring Resource Management • Change Mgmt • Defect Tracking Process Performance 2-way Integration with • Test Management Measurement MS Project • Configuration Management Process Improvement Issues/ Risk Management Integrated Traceability Lifecycle Processes – Document Management Integration framework Process Templates Estimation with SW Tools Work processes – Metrics & Reports Out-of-the-box: Sequential/ Parallel/ Project Financials • Eclipse/ Visual Studio Cross-application • VSS/ CVS/ SVN Portfolio Management Customer-specific Customer-specific Integrations with: Support for CMMI/ ITSM/ integrations – Oracle/ • Jira/ Remedy 6-Sigma/ PM-BOK/ Agile/ SAP/ In-house ERP • Test Automation Others22 © Digite, Inc.
  23. 23. About Digite, Inc.  Silicon Valley pioneer in Lean/ Agile ALM and Kanban Tools and solutions for the entire IT/ Software lifecycle  Both SaaS and On-Premise licensing models  Over 75 Customers Worldwide  Over 250,000 Active Licenses Worldwide  Presence in the US, the EU, India  Resellers in Australia/ AsiaPac/ EU/ US  Partnerships with TCS and Wipro  Listed by Gartner in the Market Scope Report for Application Lifecycle Management for 201023 © Digite, Inc.
  24. 24. Some Key Customers24 © Digite, Inc.
  25. 25. Thank You!  Q&A  Additional Recommended Reading Material  Gartner Market Scope for ALM – 2010  Gartner – Key Issues for PPM - 2011  Contact Information:  Product inquiries/ demo requests: sales@digite.com  Mahesh Singh  650-210-3949/ mahesh@digite.com  Digité:  www.digite.com;  www.twitter.com/digite/;  www.facebook.com/digite25 © Digite, Inc.
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