Agile and DevOps development styles rely on highly autonomous, self-contained teams working iteratively to deliver customer value. As these teams work more independently, they can become very siloed. This leads to the potential of duplication of work, uncoordinated delivery of related features and making the wrong work investment tradeoffs. They lack the ability to peer into related teams and the broader company initiatives raising risks in the delivery process.

1. Jeff Keyes
Director of Product Marketing
jeff.keyes@Plutora.com
Simon King
Chief Technical Evangelist
Simon.King@Plutora.com

2. Plutora is the most complete Value Stream
Management platform
FOUNDED IN 2011

3. PAGE 3
IT Software
Delivery
Challenges
• Competitive Pressure / Threat of Disruption
• Growth Focus & Customer Centric
• Security Pressure
• Improve Efficiency
• Microservices
• Automation
• Hybrid Cloud
• Legacy = Technical Debt
• Shortened Releases
• Legacy Dependencies
• Diverse Toolchain
• Heterogeneous Everything
• Autonomous “Teams”
• Compliance

4. Structurally Hard for Enterprises to Adapt
ENTERPRISE
Lifespan > 20 Years
Multiple Businesses
History of Acquisition
Heterogeneous Systems
Heritage Portfolio
Complex Interdependencies
Outsourced Partners
On Premise
CLOUD NATIVE
Lifespan > 10 Years
Single Line of Business
Build Everything In House
Homogeneous System
Modern Technology
Fiercely Decoupled
2 Pizza Teams
Cloud First
DevOps
New Architecture

5. Results? Massive Investment in Tooling
Source: TechTarget

6. For Agile + DevOps, make integrated product teams
the pulsing heart of your organization
Source: Organize Your App-Dev Teams With Agile And DevOps | © 2018 FORRESTER
Value stream
product teams
Shared service
DevOps CoE
ArchitectureSecurityCX/UX
Federated
testing CoE
PMO
Software
platform
services
teams
Operational
platform services
CD dojos
• Common
component
services
• Common
architecture
patterns
Project
teams
• Single release
• Shared
resources
• Finite scope
Shared
services
teams
• Automated self-
service
• Pool of resources
x projects and
products
• Zero wait time or
automated
Development Operations

7. PAGE 7
The J-Curve of Transformation
Digital
Transformation
is Hard
“We’ve been doing
DevOps for 18 months
…
and have yet to release
anything.”
- PLUTORA PROSPECT

8. PAGE 8
Customer
Experience
Remains an
Afterthought
Consumer
Views on
Paper Forms

9. PAGE 9
Company is
Not Aligned
Lack of visibility and
predictability
Plans disrupted by urgent but
not important priorities
Lack of stakeholder
coordination creates
competing IT demand
Code rushed into production
Constant emergencies and
fire drills
Lack of feedback and
continuous improvement
BUSINESS
STRATEGY
IT
STRATEGY
CEO/CFO
CIO
STAKEHOLDERS
IT DEVELOPMENT
IT OPERATIONS
Resulting challenges

10. PAGE 10
• Straight through flow
Agile velocity compounds the difficulty
• Small chunks of work
executed quickly
• Complete work –
move on to the next

11. PAGE 11
Demo 1: Alignment & Timing

12. PAGE 12
Demo 2: Traceability & Testing

13. Solving the
Core Problems
of Functional
Delivery
Ensuring Functional Alignment1
Ensuring Schedule Alignment2
Ensuring Integration3
Ensuring Compliance, Security, Quality4

14. PAGE 14
Plutora
Value Stream
Management
Platform
Improve the speed and quality
of complex application delivery
by providing complete visibility
of the entire process across the
enterprise portfolio.

15. PAGE 15
“I see Plutora as the glue that holds the delivery process
together, communicating with project managers, development
teams, test teams, infrastructure teams, and stakeholders.”
DANNY TOBIAS, PROJECT & PORTFOLIO ENVIRONMENT MANAGER

16. Jeff Keyes
Director of Product Marketing
jeff.keyes@Plutora.com
Simon King
Chief Technical Evangelist
Simon.King@Plutora.com
Q & A