PPM Via SaaS from HP Helps Deloitte Australia Streamline Top-Level Decision Making


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Transcript of a sponsored BriefingsDirect podcast, part of a series on application lifecycle management and HP ALM 11 from the HP Software Universe 2010 conference in Barcelona, Spain.

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PPM Via SaaS from HP Helps Deloitte Australia Streamline Top-Level Decision Making

  1. 1. PPM Via SaaS from HP Helps Deloitte Australia StreamlineTop-Level Decision MakingTranscript of a sponsored BriefingsDirect podcast, part of a series on application lifecyclemanagement and HP ALM 11 from the HP Software Universe 2010 conference in Barcelona,Spain.Listen to the podcast. Find it on iTunes/iPod and Podcast.com. Download thetranscript. Sponsor: HP.Dana Gardner: Hello, and welcome to a special BriefingsDirect podcast series coming to you from the HP Software Universe 2010 Conference in Barcelona. Were here in the week of November 29, 2010 to explore some major enterprise software and solutions, trends and innovations making news across HP’s ecosystem of customers, partners, and developers. [See more on HPs new ALM 11 offerings.]Im Dana Gardner, Principal Analyst at Interarbor Solutions and I’ll be your host throughout thisseries of HP sponsored Software Universe Live discussions.Our case study today focuses on Deloitte Australia, and how their business has benefited fromleveraging the software-as-a-service (SaaS) model for project and portfolio management (PPM)activities.To learn more about Deloitte’s innovative use of SaaS hosting for non-core applications, pleasejoin me in welcoming Ferne King, director within the Investment and Growth Forum at DeloitteAustralia in Melbourne. Welcome.Ferne King: Thank you.Gardner: Tell me, Ferne, what led up to the use of SaaS for PPM. Why did this particular modelseem to make sense?King: The SaaS model made sense to us, because we had a strategic direction in our firm thatany non-core application’s strategic intent was to have them as SaaS.Gardner: What is it about PPM, in particular, that made this a leading candidate for thatinitiative?King: It’s the only solution that we found in the marketplace that would help us support andhave visibility into the investments we were going to make for ourselves internally around thegrowth and the maintenance of what we did internally within our own firm.
  2. 2. Gardner: Perhaps for our listeners’ benefit, you could explain a little bit about what you do thereat Deloitte in Australia and the extent to which you went with this PPM solution. How far andwide?King: Deloitte Australia is approximately 5,000 practitioners. In 2010, our revenue was 850 million. We provide professional services to public and private clients, and we are now globally the largest professional services firm. We utilize PPM internally within the firm, and that helps us to understand that portfolio and prioritization. Deloitte UK practice and Deloitte America practice in their consulting areas use PPM to go to the market and help manage deliver investments with their client base.Gardner: From a high level, what have been some of the benefits of PPM in general, butfurthermore, the SaaS deployment method?Three benefitsKing: The three benefits of PPM, primarily for us has been understanding that portfolio andlinking that to our strategy. For example, our executive will have a series of business objectivesthey want to achieve in the Australian practice.By utilizing PPM, we can understand what is going on within the firm that’s meeting thoseobjectives, and then, more importantly for them, with the gap, and then they can take the actionon the gap. That’s the number one priority. The number two priority is being able tocommunicate to our people within the practice the particulars of change.For example, over the next quarter, what will our practitioners in the firm see as a result of all ofthese myriad of initiatives going on, whether it’s a SaaS service HR system or whether it’s a newproduct and service that they can take to market. Whatever change is coming, we can bettercommunicate that to them within their organization.Our third priority which the PPM product helps with discipline is our area of delivery. So, in ourproject management methodology, it helps us improve our disciplines. We had a journey of 18months of doing things manually and then we brought PPM to technology enable what we weredoing manually.From a SaaS perspective, the benefit we’ve achieved there is that we can focus our people on theright things. Instead of having our people focused on what hardware, what platform, what changerequest, what design do we need to be happening, we can focus on what our to-be process shouldbe, what our design should be. Then we basically hand that over the fence to the SaaS team,which then help execute that.We don’t have to stand in a queue within our own IT group and look for a change window. Wecan make changes every Wednesday, every Sunday, 12 months of the year, and that works for us.
  3. 3. Gardner: Great. Now you described how you’ve decided on the prioritization of moving toSaaS as non-core. But, forgive me, PPM, the way you described it, it sounds rather missioncritical. How was it that you decided on this, even though it seems so pertinent and perhaps itforms mortar to other types of business processes?King: We would say it’s non-core, but high value. Just because it’s non-core, doesn’t mean thatit’s not a top priority. Our firm has approximately 2,500 applications within our Australianpractice. PPM, at our executive level, is seen as one of our top 10 applications to help ourexecutive, our partners, the senior groups of our firm register ideas to help our business grow andbe maintained.So, it’s high value but it’s not part of our core practice suite. It doesn’t bring in revenue and itdoesn’t keep the lights on, but it helps us manage our business.Gardner: Could you give me a sense of the timeline? Is this something that is relatively new,something that youre well into, something that youre looking at through the rear-view mirrorand assessing? Where are we within your roll-out of this PPM for SaaS?The roadmapKing: I’d answer that in the question of where are we in our roadmap of strategic enterprise portfolio management. In that journey, were four years in and we are two years into technology enablement. We undertook the journey four years ago to go down strategic portfolio management and we lasted about 18 months to 2 years, manually developing and understanding our methodology, understanding the value where we wanted to go to. In our second year we technology enabled that to help us execute moreeffectively, speed to value, time to value, and now we are entering our third year into thematurity model of that.Gardner: When you describe this as something that doesn’t directly impact your bottom-line, itcertainly sounds as if it’s impacting the users within your organization. What’s been the feedbackfrom the front lines, those who are involved with are actually using this? Has this beensomething that they’ve embraced or something they needed to learn to embrace over time?King: Fantastic results, particularly at the executive levels who are the ones who pay for us tocreate the time to work on this. Deloitte itself has taken the transformation over the years, Ifanybody in the market follows the professional services, industry group areas, Deloitte globallyis 160,000 practitioners and over 250 billion of revenue on FY10. Were coming together andhave been taking a journey for some time to be as one.So, if youre a client in the marketplace, you don’t have to think about what door you need toenter the Deloitte world. You enter one door and you get service from whatever service groupyou need.
  4. 4. If I take the example of three years ago, our tax group would only be interested in what’shappening in their tax group. Our consultant group would really only be interested in what’shappening in the consultant group.Now that we are acting as one, the tax service line lead and the consulting service line leadwould like visibility of what’s happening firm wide. PPM is now enabling us to do that.What I would summarize there is that PPM has enabled us to help the executive achieve theirvision of firm-wide visibility of the enterprise investments we are making to improve our growthand support our maintenance.Gardner: Tell me if you could, Ferne, a little bit about how you came to the HP solution. Whatwas it that you were looking for in a solution and what requirements did you feel were mostimportant in leading up to that choice?King: First of all, probably, 27 years experience with project delivery, coming from anengineering construction background, getting very detailed knowledge over the years about theone-on-one delivery components and dealing with a lot of vendors over the years in the clientmarketplace.So, well-versed in what we needed and well-versed in what was available out there in themarketplace. When we went to market looking for a partner and a vendor solution, we were veryclear on what we wanted. HP was are able to meet that.I actually took my own role out of the scoring process. We helped put scripts together, scenariosfor our vendors to come and demonstrate to us how we were going to achieve meeting ourobjectives. Then, we brought people around the table from that business with a scoring method,and HP won on that scoring method.Gardner: With you being fully into this project and for those listening who might be consideringmoving to a more holistic PPM approach and perhaps evaluating the different sourcing options,is there anything in hindsight that you could offer in terms of advice when beginning such aproject?King: Understand the method or the approach that you want to use PPM for. You cannot bringPPM and expect it to answer 80 percent of your issues. It can support and help direct resolutionof issues, but you need to understand how you are expecting to do that. An example would be ifyou want to capture ideas from other business units or groups or the technology department onwhat theyd like to do to improve their application or improve product development, any area ofthe business, understand the life-cycle of how you want that to be managed. Don’t expect PPMto have preset examples for you.Gardner: Very good. We’ve been discussing how Deloitte Australia has benefited fromleveraging SaaS as a model for delivery of project and portfolio management activities. I’d like
  5. 5. to thank our guest. We’ve been discussing this with Ferne King, Director within the Investmentand Growth Forum at Deloitte Australia. Thanks so much.King: Thank you, Dana.Gardner: And I’d also like to thank our listeners in joining us with this BriefingsDirect podcast,coming to you live from the HP Software Universe 2010 Conference in Barcelona. Look forother podcasts from this HP event on the hp.com website as well as via the BriefingsDirectnetwork.Im Dana Gardner, Principal Analyst at Interarbor Solutions, your host for this series of SoftwareUniverse Live discussions. Thanks again for listening, and come back next time.Listen to the podcast. Find it on iTunes/iPod and Podcast.com. Download thetranscript. Sponsor: HP.Transcript of a sponsored BriefingsDirect podcast, part of a series on application lifecyclemanagement and HP ALM 11 from the HP Software Universe 2010 conference in Barcelona,Spain. Copyright Interarbor Solutions, LLC, 2005-2010. All rights reserved.You may also be interested in: • HP rolls out ALM 11 in Barcelona to expand managed automation for modern applications • HPs new ALM 11 helps guide IT through shifting landscape of modern application development • Dave Shirk details how HPs Instant-On Enterprise initiative takes aim at shifting demands on business and governments • New book explores automating the managed applications lifecycle to accelerate delivery of business applications