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NextGen PPM
This document discusses next generation project and portfolio management (PPM) tools and processes. It outlines common struggles organizations face with current PPM systems and processes, such as having multiple sources of project data and unclear organizational objectives. It then discusses trends in the PPM industry, including a shift towards more lean and product-oriented portfolio views that focus on business value and time to market over traditional project measures. The document also outlines the presenter's journey towards maturing their organization's PPM processes and systems with a focus on establishing processes first before selecting tools.
NextGen PPM
- 1. Next Gen Project& Portfolio Management (PPM) Tools Discussion Value Delivery in the new PPM Ecosystem @PPM Warrior, Q3 2014
- 2. ITILConsulting Services: Fortune500 and Government agencies with diverse type, size, market, location and PPM proficiency or ITSM maturity @PPMWarrior LinkedIn: Erich Kissel Erich.Kissel@Citrix.com
- 3. • “Next-Generation Portfolio Management:Strategic, Lean, And Delivery- Enabled” report, May 13, 2013 • Gartner “MarketScope for IT Project and Portfolio Management Software Applications” May 16, 2014 • Gartner “The 2014 CIO Agenda”, May 19, 2014 • Gartner “Magic Quadrant for Application Development Life Cycle Management” November 19, 2013 • Gartner “Magic Quadrant for Business Intelligence and Analytics Platforms” Feb 20, 2014 • “To The Victor Goes The Spoils: How The Need For Speed Is Reshaping The ALM Landscape” report, July 11, 2013
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- 6. Portfolio Management P Q DMaking, Selling, Doing ($ Business Processes) Operational Services,SLAs, Bus Value Making Investment Decisions “Prioritize”: Business Requirements “Qualify”: Scope, Cost, Schedule “Delivery”: Design, Built, Test, Transition Aligned Strategic Planning, What if Scenarios based on Resource Thresholds / Supply & Demand, Quality Delivery Perceptions of PPM
- 7. Next Gen PPMTools
- 8. 2014 Magic Quadrantfor Cloud-Based IT Project and Portfolio Management Services
- 9. 2014 MarketScope forIT Project and Portfolio Management Software Applications
- 10. 2013 Magic Quadrantfor Application Development Life Cycle Management
- 11. 2014 Magic Quadrantfor Business Intelligence and Analytics Platforms
- 12. Agenda Understanding Impacts ofPPM and Current Tools – Quicksand – common issues with processes and system – #Trending within the industry and how organizations pivot to add more value – My/Our path – Q/A
- 13. Sometimes I feellike I am in Quicksand
- 14. Current Struggles withPPM Processes and Systems • Multiple sources of the “truth” • Organizational objectives not clear • Being asked to release “faster”, even when requirements are not tracked with quality • Requirements changing during project • Struggle to keep resources and understanding impacts • Department thinking creates islands of isolation in a sea of tools • Complexity of tools • . . .
- 16. • Project-Centric viewsare giving way to Lean, Product-Oriented Portfolio Views • Value, Capacity and Time-to-Market replace Iron-Triangle Measures • Next Generation Portfolio Management Focuses & Aligns Initiatives #Now Trending
- 17. #Now Trending Focus onBusiness Value, not just on delivery of the project…
- 18. You have seenthis before
- 20. My/Our Journey towards maturing& pivoting to PPM
- 21. Check out myBrightTALK
- 22. Process 1st Then tool, includingwhen we mature
- 23. Project/ Program / Product Management Resource Management Demand Management Project/ Program / Product Reporting Project/ Program / Product Financial Management
- 24. Value of aprocess/system can be measured by the efficiency of input and value of output intuitive flow, “low clicks”, direct tie between process/system insight: right information, people, time with context
- 25. Value Practical Roadmap toInsight/Valuable Reporting
- 26. Top Down PPMManagement Project & Program Portfolio & Planning Scenarios
- 27. Top Down PPMManagement Resource Financials
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- 30. - Information isout there for free Browser: whitepapers, webinars . . . Community Groups . . . - Process 1st, Tools 2nd - Maturity is step by step - Processes & Systems are dependent on each other when reaching for PPM Maturity @PPMWarrior LinkedIn: Erich Kissel Erich.Kissel@Citrix.com
Editor's Notes
- #2 Gave this prez to a PMI group and they liked it . . . Lots of evaluation currently happening and it was a great discussion . . .
- #3 Started career with Accenture in, what at the time was called: the Communications & High Tech vertical I moved to Citrix Consulting Services, many of you are aware of Citrix, it’s an amazing organization that enables us to work and play better with workspaces that are mobile, virtual and secure . . . I was able to work on this presentation from the beach because of this technology, so, you know I love it, lol I worked on consulting projects large to small, governments and companies, and found myself focusing on the functional side of projects and software implementations, and really identified value with adaptable processes and reusable design My career was very exciting and I was successful! I left Citrix to focus on ITIL training and consulting full time, but, within a year, Citrix decided to build their IT PPM practice and I jumped back in That was about 6.5 years ago – 10,000 hours I encourage you to follow me on Twitter, or my blog www.PPMWarrior.com, I like to communicate PPM stuff, sneak peeks, for example, if you already have been following me, you would have already seen some of these slides I am very transparent about interests and what I think is exciting within the industry and what others have to say I chose the term Warrior because it represents someone with great utility, willing to put the needs of the many above their own, so, in this case, doing the right things, even if it is much more difficult, within an organization, this is being . . . Good corporate citizen I have partnered with Gartner for their PPM Magic Quadrant, CA Clarity PPM Product Advisory Committee, as well as User Communities, PMI, Agile . . .
- #4 Influencers to this presentation and referenced throughout Google them to download
- #5 Describe the pieces of PPM and how the “add up” into PPM insight and alignment
- #6 Describe Citrix and then how these practices support them, in their unified ecosystem
- #7 Another way to look at PPM and alignment to business
- #8 Many tools within the PPM space, from “post it” notes, through “MS XL” all the way to advanced applications like “Clarity” Time-to-market pressure is driving the application development life cycle management market to evolve and expand. This research evaluates leading ADLM providers to help application development and IT managers select appropriate technology partners that drive quality and productivity. The application development life cycle management (ADLM) tool market is focused on the planning and governance activities of the software development life cycle (SDLC). ADLM products are focused on the "development" portion of an application's life, with the term ADLM evolving from the term application life cycle management (ALM).
- #10 I was a in industry PPM expert interviewee for this report
- #12 Insight and value comes from output, or reporting, so, included tools for this as well
- #15 We work to consolidate “truth” and simple processes Our digital world calls for analog planning Context is lost in translation – Current tools may compound the problem Today’s feedback loops are broken – game telephone image – more people get more complex and context is lost and isolation Multiple priorities may impact
- #17 Describe adding Value instead of just producing quickly. Focus on delivery, pivot, different directions .. . We find a lot of PMs black boxed and not always familiar with this This is Portfolio focused, why matter to PM? - is your project going to get the attention that it needs . . . understanding why and why not - PMs play important role in providing visibility Knowing where to invest and when to rebalance portfolios Right information at right time to make sound strategic investments Optimize use of scarce resource capacity (cost, time) Align & Influence Organizational Objectives The evolution of the PMO is making portfolio management decisions more strategic. Successfully connecting strategic plans with operational execution requires organizations to have comprehensive transparency into demand, resources, and associated costs. The concept of the PMO is changing from project management to program and portfolio management organizations, is now sitting at the corporate level, and is often called the enterprise portfolio management organization or ePMO Organizations need to bring greater transparency to their planning process so that they can actively see their ability to take advantage of market opportunities or to pivot when an initiative isn’t delivering desired value. The ability to innovate remains a critical success factor for today’s business, but, organizations cannot sustain innovation unless they balance operating expense Organizations are now considering how to leverage application life-cycle management tools to help them successfully manage the flow of high value work through their portfolios Assigning “talent” to higher value projects Can a tool help here? Yes, shows where resources and priority are . . .
- #18 Describe “requirements “features” Upon initial discussion with the sponsors, we ask “why would this not be an Agile project?” Industry status – projects delivered and nut used functionality
- #19 Agile v. Waterfall and mixes comparison images Value refers to desired outcomes Deliver what the customer wants, ability to re-shift easily Capacity is the measure of an organizations ability to deliver value Time to market means the shortest time necessary to achieve market or financial objectives Successful organizations are changing the way they think about Portfolio Management processes and tools Successful outcomes require clear objectives and measures to validate them Pragmatic measures that whether initiatives that stay the course or pivot to change direction based on market or organizational conditions Project based thinking is giving way to Lean, product focused models Transition from large, complex, discrete projects to a steady stream of continuously delivered projects that focus resources on higher value activities to leverage new business opportunities and sustain growth
- #20 This is another way to look at Agile – created 2 min cartoon
- #23 We learned Must identify the process issues, then, when a process is operational, may automate with a tool Long story short, but we learned a lot of lessons “information is abundant, wisdom is scarce” - Druids “fool with a tool is still a fool” and in many cases worse
- #24 Layers of maturity working together . . . Story, they must mature together! Can’t have Portfolio level management without all components at a supportive level of maturity.
- #29 Box Scores, Game Summary, Finance Variance