is ppm enough? a holistic approach with agile alm

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Is PPM Enough?

Mahesh Singh, Co-founder/ Sr. VP - Product

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Agenda

The Typical PPM Adoption Model Challenges in Implementing PPM Successfully Digité’s Holistic Approach Brief Overview of Digité Q&A

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“State of the PPM Implementation”

A significant number of “Failed“ PPM implementations

Pilot Implementation did not complete

Completed but did not get rolled out to the larger organization

Rolled out but did not meet organization goals

“Petered out” within 6-18 months of rollout

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“State of the PPM Implementation”

Most often cited reasons for this state of affairs

Perception of an “Executive Management” tool

Resistance to change – old habits die hard

Lack of reliable project execution status data

Complexity of:Collating and feeding in of data from disparate tools Using the PPM tool effectively

Insufficient focus on and definition of organizational and project management processes and measures for PPM

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CHALLENGES IN IMPLEMENTING PPM SUCCESSFULLY

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Typical Tool-mix in an IT/ PMO Organization BEFORE the PPM Tool

MS Excel

MS Excel/ MS Project

Email, MS Office, Remedy, SharePoint

Strategic

Tactical

Operational

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Typical PPM Tool Implementation Approach

PPM Tool

MS Project/ Native PM Tool

Email, MS Office, Remedy, SharePoint

Strategic

Tactical

Operational

Manual/ Flat FileBased Data Entry

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Challenges in PPM Implementations

Perception of an “Executive Tool” WIIFM Factor – What’s In It For Me?

Operational/ Project Teams see no direct benefit

Lack of Reliable Project Execution Data Typical project management environment based on MS Project and

Excel spreadsheets on the desktop

No centralized data on projects, resources, effort and cost

Typical time-keeping is only for Payroll purposes, no ‘effort-tracking’ for Earned Value analysis

Project teams do not see automation benefits except effort tracking

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Challenges in PPM Implementations

Lack of sufficient “Organizational Preparedness” “Exactly what are we trying to measure?”

Do we understand RoI? What is demand? Is it just from new projects or also current ones? What kind of what-if analysis can we perform? Can we really

replace/ move resources from project A to B? Do they have the skills?

What is our true capacity? Are these resources really available? I thought they were all working on the “Big Humongous” project?!

Cross-project comparison/ data consolidation needs commonality of processes, measures and metrics

Processes need to cover not just project management but also project execution lifecycle/ resource management/ project costing (AD, software engineering, infrastructure, etc.)

Common budgeting/ accounting processes for resources

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In Summary: Impact of a PPM Tool-centric Approach

No organized data OR poor quality data at project tracking level

Project manager’s and team’s life does not get easier – in many cases, it becomes harder!

Wider participation in the implementation and use of PPM tool is missed due to lack of involvement and ‘ownership’

PPM tool ends up becoming a ‘glorified reporting tool’ with the same spreadsheets now feeding the PPM tool rather than other spreadsheets

Over a period of 12-18 months (or less) after initial implementation, tool no longer gets used.

Limited or no organizational benefits, especially at Strategic level

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NEEDED: A MORE HOLISTIC APPROACHPPM tools do not operate in a vacuum!

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Digite’s PTMM – From No Process to Executable Process

Undocumented Cerebral

Documented Offline

Accessible Online

Integrated Executable

Improving Optimized

PTMM – Process Technology Maturity Model

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What is the Overall Context for PPM?

Ideas/ Feature (Application) Requests/

Backlog

Application Development/ Implementation Projects

Application Deployment/ Maintenance

(Major/ Minor Release Projects)

Backlog Process Dev/ Implementation Process

Maintenance Process

PM/ Resource/ Financial Processes

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Portfolio Analysis and Portfolio Management Happens Across the Lifecycle

Ideas/ Feature (Application) Requests

Backlog

Application Development/ Implementation Projects

Application Deployment/ Maintenance

(Major/ Minor Release Projects)

Backlog Process Dev/ Implementation Process

Maintenance Process

PM/ Resource/ Financial Processes

Req4

Req3

Req2Req1

Proj4

Proj3

Proj2Proj1

App4

App3

App2App1

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Holistic Vision – Key Layers Usually Missed

Portfolio Management

Project Management

Application Lifecycle Management

Process Governance

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IDC View of the ALM + PPM Stack

Source: IDC, Application Life-Cycle Management, #IDC_P240

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Benefits of “Bottom-Up” Approach

Automatically generated and consolidated data feed to PPM tool

Uniform process, measures and metrics across projects to facilitate effective drill-down

Unplanned work gets tracked in lower layers and gets reported upwards

Greater accuracy of data, especially resource assignment and utilization

Pockets of hidden consumption better highlighted for more effective improvement

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Imperatives for Successful PPM Initiatives

Initiative must consider a ‘complete’ or end-to-end vision

Organizational processes at Strategic and Operational Levels must be covered

Just enough processes and automation at all levels, but especially at Operational level must be established to feed the strategic decision making

Organizational buy-in and involvement at operational level is critical

A holistic tools and technology approach should be adopted

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Digité’s Recommended “PPM Adoption Model”

Level 1 – Minimum End-to-End Process

Level 2 – Project Execution Environment

Level 3 – PM Environment Optimized

Level 4 – PPM Process Established

Level 5 – PPM Environment Optimized

Organization Optimized

Minimum PPM Infrastructure

Project Managers Optimized

Project Teams Optimized

Common Objectives Definition

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THE MOST COMPREHENSIVE ALM + PPM PRODUCT

Digite, Inc. – A Quick Summary

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Key Capabilities/ Technologies Coverage

Project/ Portfolio

Management

Integrated Application

Development/ Maintenance

Process Governance

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Digité – Key ApplicationsP

roce

ss G

over

nanc

e Process DefinitionProcess Deployment/ MonitoringProcess Performance MeasurementProcess Improvement

Lifecycle Processes – Process TemplatesWork processes – Sequential/ Parallel/ Cross-application

Support for CMMI/ ITSM/ 6-Sigma/ PM-BOK/ Agile/ Others

Por

tfolio

/ Pro

gram

Man

agem

ent Program/ Project

ManagementResource Management2-way Integration with MS ProjectIssues/ Risk ManagementDocument ManagementEstimationMetrics & ReportsProject FinancialsPortfolio ManagementCustomer-specific integrations – Oracle/ SAP/ In-house ERP

Inte

grat

ed A

LM

Integrated SDLC Apps• Requirements Mgmt• Change Mgmt• Defect Tracking• Test Management• Configuration Management

Integrated TraceabilityIntegration framework with SW ToolsOut-of-the-box:• Eclipse/ Visual Studio• VSS/ CVS/ SVNCustomer-specific Integrations with:• Jira/ Remedy• Test Automation

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About Digite, Inc.

Silicon Valley pioneer in Lean/ Agile ALM and Kanban Tools and

solutions for the entire IT/ Software lifecycle Both SaaS and On-Premise licensing models Over 75 Customers Worldwide Over 250,000 Active Licenses Worldwide Presence in the US, the EU, India Resellers in Australia/ AsiaPac/ EU/ US Partnerships with TCS and Wipro Listed by Gartner in the Market Scope Report for Application

Lifecycle Management for 2010

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Some Key Customers

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Thank You!

Q&A

Additional Recommended Reading Material Gartner Market Scope for ALM – 2010

Gartner – Key Issues for PPM - 2011

Contact Information: Product inquiries/ demo requests: sales@digite.com

Mahesh Singh 650-210-3949/ mahesh@digite.com

Digité: www.digite.com; www.twitter.com/digite/; www.facebook.com/digite