Removing the Friction Between Project and Portfolio Management and Agile

1 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Removing the Friction
Between PPM and Agile
Kurt Steinle
Agile Management
CA Technologies
CA PPM VP of Product Management
AMT35S
Steve Demchuk
CA Technologies
CA Agile Central Chief Product Owner

For Informational Purposes Only
© 2015 CA. All rights reserved. All trademarks referenced herein belong to their respective companies.
The content provided in this CA World 2015 presentation is intended for informational purposes only and does not form any type
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Removing the Friction Between PPM and Agile
Portfolio management is where strategy meets execution,
taking organizations from an aspirational strategy to
realistic delivery while managing investments and work.
For organizations with agile teams, there can
be friction between the investment governance of their
project portfolio and the adoption of Agile practices,
stifling their ability to innovate. This session will examine
the issues involved and discuss how connecting PPM and
agile via CA PPM and CA Agile Central can alleviate
this friction and empower organizations to innovate,
prioritize investments and deliver rapidly.
Kurt
Steinle
CA Technologies
CA PPM VP of Product
Management
Steve
Demchuk
CA Technologies
CA Agile Central Chief
Product Owner

The PPM Agile Friction
I have no visibility into
business deliverables
when teams use agile
PMO
What do you mean you
can’t tell me what I get for
my $$ if you use agile?
EXECS
I can’t link agile delivery
to approved funding
PMO
I don’t know how to
capitalize agile work, so
please stick to waterfall
FINANCES
Are my product plans
aligned with my company
strategy. What’s our
strategy again?
PRODUCT MANAGERS
Why do I have to track
capex/opex?. It’s not my
world!
ENGINEERING
Why do I have to go to another
tool to fill out my timesheet?
It’s such a waste of time!
ENGINEERING
FRICTION
PPM AGILE
“Agile is is a black box to the PMO!” “PPM does nothing for Engineering!”

How Do We Maintain Governance While Building Agility?
Governance
(Visibility, Priorities & Business Value)
Agility
(Predictability, Time to
Market & Responsiveness)

Impediments to Balancing Agility with Governance
LACK OF STRATEGY-EXECUTION ALIGNMENT
SUBOPTIMAL INVESTMENT DECISIONS LEADING TO MISSED OPPORTUNITIES
SUBOPTIMAL AGILE ADOPTION LEADING TO POOR BUSINESS RESULTS
LACK OF VISIBILITY TO KEY STAKEHOLDERS
1
2
3
4

Importantly: As revenue size increase, the use of Agile is smaller as
compared traditional project management.
Execution Challenge: Bimodal is Here to Stay
1 - Source: Actuation consulting 2015 Study of Product Team Performance
45%
of organizations choose a blended
approach (some agile, some waterfall) 1
Remained constant for the last
4 years of the study
of firms use a
development approach other than
agile (blended, pure waterfall,
some other unique process) 1
2/3
And yet: Agile adoption is a key initiative for most engineering
organizations today.

Execution Challenge
AS ORGANIZATIONS ADOPT A MORE AGILE MINDSET, HOW DO YOU ANSWER:
Are we focused on the right priorities?
What are we funding?
What are teams working on?
Where are we getting behind in our strategy?
Are we getting results from our investments?

Agile Challenge: First Wave Agile Not Sufficient
Scattershot
Organic adoption
Limited business impact
Team commitments
Development metrics
Excel manual updates
Orchestrated
Synchronized adoption
Strategic alignment
Business commitments
Business metrics
Real-time dashboards
Coordinated TeamsIndividual Teams
First Wave (2001–2012) Next Level Agile (2012+)
What business results are you
getting from this Agile adoption?
Time to market from 12 to 3 months
100% on-time delivery
50% cost reduction
95% decrease in defects
Happy sponsors and teams
Telstra Presentation on SAFe at Agile Australia 2013

First Wave Agile: Fragmented Tools & Practices = Waste
PORTFOLIO
PROGRAM
TEAM
??
Spreadsheet & Methodology Chaos

Agile Challenge
1 - Source: Actuation consulting 2015 Study of Product Team Performance
Only 37%
Even with agile development providing engineering optimization, there
are still challenges ensuring that the right investments are being chosen
to begin with.
of product managers stated their efforts are
aligned with their firm’s business strategy1

Lack of Business-Technology Collaboration = Inability to Compete
Disconnects agile
teams from
business needs
Amplifies chaos Misaligns funding and
resource allocation
Hinders innovation

Investment Approval
PPM Meets Effective Agile
Investment
Planning
Project Delivery Enterprise Scale Agile

Project & Portfolio Management
Rank and select
the right
Investments
Fund the work Allocate resources
Actionable insight
into
all development
projects

Enterprise Scale Agile
Agree on
business
deliverables
Focus work on
what matters most
Continuous
planning cadence
Real-time
progress visibility
Training Coaching
Platform
Transformation
Consulting

STORYSTORY
STORY STORY STORYSTORY
ITERATIONS
(weeks)
Feature 62%
47%Project
Task
Task
Agile “Portfolio Items”
47% Initiative
62%
Task Task
“Portfolio Items” Enable An Intelligent Integration
PROGRAM
Program Increment
(quarters)

CA PPM - Agile Central Integrated Solution
PPM Project
Agile Initiative
PPM Roadmap

Removing the PPM/Agile Friction
PPM
I now have visibility into
what is being delivered!
PMO
I can see where my $$ are
being spent and the value
I am getting for it!
EXECS
Agile delivery is linked
to approved funding!
PMO
I now understand and trust the information
I get from development, enabling increased
depreciation and less taxes.
FINANCE
I am confident my product
plans are supporting
investment goals
PRODUCT MANAGERS
I don’t have to worry
about tracking capex
vs opex!
ENGINEERING
I don’t have to worry about
tracking capex vs opex!
ENGINEERING
AGILE
“We want more agile delivery –
predictability on deliverables
is a great thing!”
“We feel appreciated when our
efforts are connected to investment
decisions and our time is valued!”

Strategy Execution
CA PPM and Agile Central bring you the feedback loops
you need to remove the friction

Q & A

Recommended Sessions
SESSION # TITLE DATE/TIME
AMT01S CA PPM Strategy and Roadmap 11/18/2015 at 4:30 pm
AMT17S CA Agile Central Strategy and Roadmap 11/19/2015 at 10:30 am
FGH456IJ Agile Capitalization for Greater Business Value 11/19/2015 at 4:30 pm

Must-See Demos
Drive Project
Execution and
Delivery
CA PPM
Theater—Agile
Management
Identify the
Right
Investments
CA PPM
Theater—Agile
Management
Enterprise Scale
Agile
Business
Transformation
CA PPM
Theater—Agile
Management
CA Agile Central
Theater—Agile
Management

For More Information
To learn more, please visit:
http://cainc.to/Nv2VOe
CA World ’15

Removing the Friction Between Project and Portfolio Management and Agile

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