Rego University: Agile Process, CA PPM (CA Clarity PPM)

www.regoconsulting.com Phone: 1-888-813-0444
Agile Process & The Role of CA PPM in the IT Ecosystem
Agile Process,
CA PPM (CA
Clarity PPM)

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● Governance Tool Ecosystem (Dan)
● Use of Integrations – Approach and Cost (Raghu)
● Common Integrations (Raghu)
● Strategic Integrations – Best Practice
○ Financials (Dan)
○ SharePoint (Dan)
○ Excel (Raghu)
○ Service Management (Raghu)
○ Agile (Doug)
Agenda

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Governance Process Ecosystem

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Governance Sub-Process Ecosystem

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Governance Tool Ecosystem

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Governance Tool Ecosystem

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● Event Based
○ This type of Interface is triggered by event in the system. (Either something got created
or updated or deleted)
● Batch
○ This type of interface is scheduled and triggered at a set time (nightly or at certain
interval, etc). Since, batch interfaces will handle multiple instances, you want to
address transaction managements (what happens when a record fails – one fail, all
fail?)
● Manual
○ This type of Interface is manually started by the user when they are ready for data
transmittal.
Integration Basics – Triggers

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● Flat File
○ A .CSV file ftp’ed onto a server can be pulled into CA PPM. The file can be read by custom
GEL scripts within a process that can be scheduled or started manually. (This is CA’s preferred
method of integration for the On-Demand Clients)
● Web Services
○ XML based messaging that makes a call via URLs, or over HTTP to request data from or push
data into CA PPM. This method could leverage GEL scripts, Java classes, or Stored
Procedures in the DB
○ This is the most common approach used by any industry for Integrating different systems.
Most of the big software vendors like SAP, Oracle, HP, CA have web service API’s developed
for bi-directional data exchange with their systems.
● Database Links
○ Establish a link from the CA PPM DB to another system database and just pull data from one
system to another using a stored procedure or SQL statement. Best practice in this form is to
create a “view” in the source system vs. the core tables. (This is not an option for the On
Demand Clients)
● Third Party Tools
○ Leverage a third party integration tool like ITROI, etc to build integrations.
○ Leverage an integration service – Pervasive or Task Top
Integration Basics – Methods

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Comparing Methods
Flat File Web Services DB Link
Available in SaaS Yes Yes No
Rough Effort* 40-60 Hours 80-120 Hours 40-60 Hours
Examples • Send journal entry for
capital entry
• Read data from any
legacy system.
• Create SAP project
from new CA PPM
project
• Auto create support
tickets in CA PPM by
reading data from
ticketing system
• Pull non-labor
financials to CA PPM
• Pull resources into
CA PPM
• Push assignment
data from CA PPM
Components • Process to read
• Error object
• Process for outbound
• Java for inbound
• Error Object
• View to read
• Process to move
from view to object
• Error object
*With an integration, effort is needed on both the sending and receiving application. This means that any CA PPM integration will
require some effort form the support team of the system you are integrating to. The level of effort depends on the type of interface

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● Simpler is Better
○ With integrations, the more complex the interface is the more difficult it will be to
build and maintain. One Direction vs. Bi-Direction is simpler.
● Get it Right the First Time
○ We love agile and iterative development, but not when building an interface.
Interfaces are best done with solid waterfall requirements and signoffs.
● Integrations are recurring jobs.
○ Integration are not for performing one time data loads. Integrations are for exchanging
data between two systems on a regular basis.
● Data Ownership is Key
○ You must determine which system is the “source” vs. the “non-source” of the data.
One source must be the owner of the data in case there is a conflict. Do not make the
mistake to think CA PPM will be the “source” of everything. Leverage other systems to
pull summarized data vs. all detail.
Keys to Success

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● Error Handling / Transaction Management
○ Errors are inevitable when two different systems are being integrated. Therefore plan
to developing an error handing mechanism to handle data errors, connectivity errors,
and system outages.
○ Equally important is transaction management and performance considerations
● Trial First to Avoid Errors
○ Before you build the complete interface – try a semi-automated load to ensure the
“process” you have defined is correct.
○ Have a Testing Environment. It is really important to have test environments that
mirror the productions as much as possible and that the data is representative of
actual production data.
Keys to Success

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Common Integrations – Picture 1

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Common Integrations – Picture 2

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● Overall Strategy
○ CA PPM is not the financial system of record, but it is often the source
for labor actuals and it needs to be the place for PMs to manage
project budgets
● Who Has an Interface?
● Common Uses:
○ Generate Financial Project or Asset element
○ Create Capitalization Journal Entry Data
○ Pull Actuals from financial system
• How do you reconcile CA PPM rates vs. actual labor costs?
● Approach
○ Custom interface for each use
Strategic Integrations: Financials

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○ CA PPM is for Management and SharePoint is for Communication and
Interaction with Stakeholders
● Common Uses:
○ Documents - Show SharePoint Documents in CA PPM – “Frame”
○ Issues / Risks
○ Demand - Pull SharePoint Ideas to CA PPM Ideas
○ Reporting - Create SharePoint Portlets
● Approach
○ OOTB Connector
○ Custom Connector
○ Purchase Add-On: ITROI
Strategic Integrations: SharePoint

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○ Leverage Excel for data manipulation and then import to CA PPM – like
MSP sync
● Common Uses:
○ Financial Plans, Allocations, Bulk Data Load
● Approach
○ Custom interface for each use
○ Purchase Add-On: Integrin, ITROI
Strategic Integrations: Excel

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○ CA PPM is for Project, Resource, and Portfolio Management and
Service Mgmt Tool is for Incident/Problem/HelpDesk Ticket Mgmt
● Common Uses:
○ Pull Time into CA PPM (one way)
○ Pull Tickets into CA PPM Incidents (one way)
• Architecture Decision – what comes over and do you sync back?
○ Pull Tickets to Ideas (one way)
• Architecture Decision – what comes over and do you sync back?
● Approach
○ OOTB light connector with CA Service Desk
○ Custom Connector
Strategic Integrations: ITSM/Demand

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● Agile Introduction
○ Manifesto
○ Benefits
○ Statistics on Growth
● Comparison of Agile Tools
○ CA Agile / JIRA / Rally / Version One
● Using CA PPM AND and Agile Tool
○ Governance & Process
○ Integration Points
Strategic Integrations: Agile

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Agile Manifesto

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Agile Manifesto
Process and tools
Individuals and
interactions
over
Following a plan
Responding to
change
over
Comprehensive
documentation
Working software over
Contract negotiation
Customer
collaboration
over

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Why Companies Want to Move to Agile

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Benefits … With a Downside
● Faster Features to the Customers
● Better Business Involvement
● Easier Ability to Correct/Fix BEFORE going live
BUT
- Little/No Visibility for Management (‘old dog, new trick?’)
- Requires Manual Intervention when aggregating for decision
support
- Co-location is a problem
- Resource management is an issue
- Financial Cap/ex (aka. A “post it wall wont pass an audit”)

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Statistics on Growth
● 35% of all projects use Agile
● 20% or more of the PMs are Agile
● Most have been using it for 3 years or less
● Growth of PMI-ACP: 300%

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Gartner Leaders + CA PPM Agile

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2013 Surveys on Tools Used

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CA PPM Agile
• Key Features:
• Full built-in integration with CA PPM Projects, Tasks, and Timesheets
• Weaknesses
• Not widely used – as of right now it’s mostly limited to CA PPM customers.
• Not mentioned in either Gartner or Forrester Research papers on ALM Solutions for 2012

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Atlassian JIRA + Agile
• Key Features:
• Price: 10x cheaper than other solutions
• Big community (over 20,000 customers)
• Many add-on and plugins available that are easy to install and provide much additional functionality
• Simple, easy to use
• Weaknesses
• Out of the box there isn’t a lot of advanced functionality
• Built-in reporting and dashboarding not very robust

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Rally Software
• Key Features:
• Broad set of features
• One of the most widely used agile-specific software
• Weaknesses
• English only
• Expensive

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VersionOne
• Key Features:
• Broad set of features
• One of the most widely used agile-specific software
• Supports Scrum, Kanban, Lean, XP and Hybrid methodologies
• 50+ pre-packaged agile metrics and reports
• Weaknesses
• Limited but growing technology partnerships
• Support for non-agile processes is limited

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IBM Rational
• Key Features:
• Largest vendor in the market by installed based and ALM revenue
• Broad portfolio provides coverage of the widest variety of functionality and platforms
• Weaknesses
• Complex, overlapping product line
• Accommodation of installed base and legacy products slows the pace of change
• Complex installations and management

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CollabNet TeamForge
• Key Features:
• Long experience with SaaS support of developers
• Access robust ALM capabilities in their own environment
• Mobile access
• Weaknesses:
• Overlaps in product offerings due to acquisitions
• Management outside SCCM is less mature

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Vender Overview
Vendor and
Tool
CA PPM
Integration
Methods
SaaS Solution
Available
Key Features
On Premise
Cost for 100
Users
(annually)
SaaS Cost for
100 Users
(annually)
CA PPM Agile Yes Scrum, Kanban Yes
out of the box
CA PPM
integration
N/A $54,000
IBM Rational
Yes, 3rd party
(Tasktop,
Pervasive, or
custom)
Scrum, IBM
Agile Scaling
Model
Yes
largest vender in
ALM market,
large range of
products
$100K - $150K
plus CA PPM
integration
IBM Rational
Jazz
Atlassian JIRA
+ Agile
Yes, 3rd party
(Tasktop,
Pervasive, or
custom)
Scrum, Kanban Yes
price, large user
base, lots of
add-ons and
plugins
$6,000 ONE
TIME FEE (plus
CA PPM
integration)
$5,400 (plus CA
PPM integration)
Collabnet
TeamForge
Yes, 3rd party
(Tasktop,
Pervasive, or
custom)
Scrum, Kanban Yes
$50K - $75K
plus CA PPM
integration
Web Service
APIs and SDK
Rally Software
Yes, 3rd party
(Tasktop,
Pervasive, or
custom)
Scrum, Kanban Yes
large feature-
set, large agile-
specific user
base
$42,000 -
$58,800 (plus
CA PPM
integration)
$42,000 -
$58,800 (plus
CA PPM
integration)
VersionOne
Yes, 3rd party
(Tasktop,
Pervasive, or
custom)
Scrum, Kanban,
Lean, XP,
Hybrid
Yes
large feature-
set, supports
many
methodologies,
large agile-
specific user
base
$34,800 -
$46,800 (plus
CA PPM
integration)
$34,800 -
$46,800 (plus
CA PPM
integration)

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Using CA PPM and an Agile Tool
● With Agile, tool not as important as process
● Key decisions
○ How to maintain governance
○ Integration points
● Governance vs Agile
○ Visibility for PMO & senior leadership needs to be maintained
○ Only a portion of your project or team may be agile
○ Water-Scrum-Fall
• Ex: general Project Charter with a fixed time frame & budget

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Agile
● Product or Release
● Sprint/Kanban Board
● User Story/Issue
● Task
● Impediment
● Team Member
● Hours Logged
● Remaining Hours
CA PPM
● Project
● Phase
● Activity
● Task
● Issue
● Team Member/Assignee
● Timesheet/Trans. Hours
● ETC
Integration Points

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Integration Points
● Data almost always flows Agile ➞ CA PPM
● Exceptions
○ Project
○ Team allocated in CA PPM, assignments made in Agile tool
○ User Stories…Depends
• Will your product owner be in CA PPM or the Agile tool?

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Questions
Contact US
888.813.0444
Email Contact
info@regoconsulting.com
Web Site
www.regoconsulting.com
Thank you.

Rego University: Agile Process, CA PPM (CA Clarity PPM)

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Rego University: Agile Process, CA PPM (CA Clarity PPM)