Technological Breakthroughs in 2011 and Beyond

PROJECT MANAGEMENT
ALM (application lifecycle
management)
Agile development

Moldova ICT Summit 2011

Name Wilfried Grommen
Role CTO
Date May 19, 2011

1 ©2011 HP Confidential Moldova ICT Summit 2011 Project Management

AGENDA

Overall challenges

The value of HP Project and
Portfolio Management
within Application Lifecycle

Agile Development

Q&A


THE CHALLENGES


IT IS CONSTANTLY CHANGING…
Yesterday’s applications: Today’s applications:

New and Agile Business Capabilities
Shared Services / Composite Apps

• Next generations of SAP and Oracle
based on SOA
• SOA driving new custom applications
• Valuable, but growth is capped and legacy integration
• Costly, brittle, monolithic and proprietary • New Web 2.0 models
• Must change structure to evolve • “Mashups” in the enterprise

4 ©2011 HP Moldova ICT Summit 2011 Project Management

MANAGING APPLICATIONS – THE
CHALLENGES
Major MULTIPLE and simultaneous
New Upgrades
Applications New Deployments, fixes and patches
Fix
Minor Patches Application Request Prioritization
Releases How to capture and manage requests for
applications?

Business Value
What really matters for the Business?

Resource Management
Do you have enough resources to deliver?

Cost (Plan vs. Actual)
How much are you spending? How much is
remaining?


MANAGING APPLICATIONS – MORE
CHALLENGES…
Waterfall Spiral
MULTIPLE Methodologies
Standards to the development processes
Agile Rational
Unified

Compliance
XP Scrum
Ensure Business compliance

Scope Changes
Manage requirements changes within the Lifecycle

Time Management
Accurate Time Planning

Scope
Guarantee intended features are fully
delivered

THE REALITY IS…
According to analysts,
68% of IT projects fail to WHY…
meet their goals
IT goals & investments out of
alignment with overall business
Succeeded strategy
Failed /Challenged
Projects and Application Scope not
clearly defined
32%

Manual processes being used, trying
to manage projects
68%

Ever more scarce resources

IT being asked to deliver more projects
*Extracted from Chaos Manifest report 2009 – than possibly can be delivered
68% represents: 44% Challenged and 24% Failed


THE “CHALLENGES” SUMMARY

– Growing complexity of software solutions

– Different ways of building applications to support business
processes

– Legally enforced compliance issues

– Rising need for thorough Portfolio Management right from the
application requirements to delivery

– Resource allocation and Cost Management for optimized
business outcome in continually changing environments


HP SOLUTION

Focus on Strategy for ALM

HP Project & Portfolio
Management


HP APPLICATION LIFECYCLE
MANAGEMENTcomplete application lifecycle
The

STRATEGY APPLICATIONS OPERATIONS
“Invest in what matters” • Deploy

New • Monitor
Deployment • Support
Major
New Upgrades New • Maintain
Applications Deployment Major
Upgrades • Manage Operational
Fix Fix/ Changes
Minor Patches patch Fix/
Fix/
Fix patch • Application
Releases patch
Retirement
Minor release Minor release Minor

Portfolio Management Full Quality Process Application Infrastructure

Managing beyond the Application Development

Adding Project & Portfolio Management


MANAGEMENTcomplete application lifecycle
The

“Invest in what matters” • Deploy

New • Monitor
Deployment • Support
Major
New Upgrades New • Maintain
Applications Deployment Major
Upgrades • Manage Operational
Fix Fix/ Changes
Minor Patches patch Fix/
Fix/
Fix patch • Application
Releases patch
Retirement
Minor release Minor release Minor

Portfolio Management Full Quality Process Application Infrastructure

Alignment of Application Initiatives and Business Needs

Application Portfolio Optimization

Execute, Manage & Control – Application Programs, Projects and Demands

Visibility of ALL IT Application Initiatives and Operational activities


MANAGEMENT
New Application

HP PPM manages Application Lifecycle Phases end-to-end
Request for
New
Application Request
Ensure request Validation and
data is accurate Approval
Program & Project Management
Validate
Business
Benefits and Quality Center Integration Service Mgr
when the
request can Plan/Define Impact Analysis and
be delivered Develop/Test Change Approval
Requirements
Deploy (BSA)

IT Portfolio Management and Optimization

Financial Resource Risk and Issue Compliance
Time Tracking Management
Management Management

MANAGEMENT
Application Maintenance leveraging Demand Management

HP PPM manages the end-to-end Application Lifecycle Phases
Change Management
Application Changes
Application changes are created in HP PPM

Request for
Application Update
Change Change Information
Ensure request
Request
Validation and Manage,
Align
Data is accurate Approval
Execute ALM – Request For Change
Demand
and Optimize
Validate
Business Control
Benefits and Quality Center Integration
when it can be Deploy (BSA)
delivered Plan/Define
Requirements Visibility
Develop/Test uCMDB
Integration
Release Control
Integration
Identify Affected Impact Analysis
Configuration and Change
items Approval

IT Portfolio Management and Optimization

Financial Resource Risk and Issue Compliance
Time Tracking Management
Management Management

MANAGEMENT – Visibility of ALM end-to-end
HP Project & Portfolio Solution

Real-Time Dashboard at your fingertips
- Compare investments in application maintenance and new
strategic initiatives
- Understand how the budget and resources are being allocated

HP PPM provides:
GAIN - Comprehensive, real-time, role based dashboard for ALM
Visibility - Top-Down, Bottom-up navigation
- Detail drill-down for exposing potential trouble spots
- 100+ Out-of-box Portlets
Project status Trend analysis of SDLC or testing
Quality status indicators
(based on timelines requirements, tests, defects status
based on QC results
& risks)


MANAGEMENT – Manage Application Demands

Understand your Business Demands
Be proactive, manage ALL requests and validate
what really matters for the Business Outcomes

HP PPM enables:
- Application demand consolidation
Align - Prioritization of application demands
- Process automation through its robust workflow capability


MANAGEMENT – Manage Application Projects

Manage End-to-End Application Lifecycle
Stay in Control on day-to-day application project
work using standard project practices

Manage, HP PPM enables:
Execute - Defining Standard Project templates
and - Manage Work Breakdown Structure, Milestones, Gates
Control - Control Costs and allocate Resources efficiently
- Ensure Application Projects are completed on Time and
Scope
- Identify and Mitigate Risks and Issues
- Manage Scope Changes


MANAGEMENT – Optimize Application Portfolio

Make effective Decisions
Focus on applications that delivers VALUE to Business
Make the best use of Resources and Investments

HP PPM enables:
- Creating “What-if” scenarios to evaluate IT applications
Optimize portfolio aligned with Business Objectives.
- Compare the Portfolio with available Resources and
Budget, allowing proactive decisions


MANAGEMENT – Proven ROI

Average 6.5% ROI within 1year

Request Capture 13.3% improvement
45.2% more Projects completed early
Process Efficiency 16.3%


AGILE
DEVELOPMENT

HP Applications
Development Services


METHOD ANALOGY
Application development is more like sailing a ship than baking a cake…but we
seem to think and act as if the reverse were true
Baking a Cake (Predictive) Sailing a Ship (Adaptive)

 Assumes predictability  Expects the unexpected
 Little ability to adjust for change  Ready to adjust for change
 Follow the Recipe  Minimize risk
 Stable environment (fixed oven temp)  Changing environment (wind shifts and waves)
 Few variables  Many variables
 Variables are controllable  Variables are uncontrollable

PREDICTIVE METHOD CONTINUUM
ADAPTIVE


DEVELOPMENT METHOD CONTINUUM
HP Enterprise Services supports multiple development methods from predictive to
adaptive on the method continuum

Linear and sequential (discontinuous) Continuous work flow

Work product: Document driven Work product: Results driven

Assumes that the details of the entire Develops very high level requirements and
project can be accurately determined at identifies a potential future state or
the project start, including requirements framework to serve as guidance
Scope is well defined Requirements and scope are not firmly
and requirements are known defined and can change

Changes are controlled Embrace change as it occurs

Plan and process driven Value and people driven

PREDICTIVE ADAPTIVE


FACTORS INFLUENCING SELECTION
One size does NOT fit all – Waterfall, Iterative and Agile Methods each have
their place

• Requirements dynamism • Onshore / offshore mix
• Project type and size • Experience and skills-mix (affinity)
• Organizational culture and understanding • Infrastructure readiness
• Technology type • Business involvement
• Team size • Application complexity
• Overall number of core team members

Waterfall Iterative Agile

PREDICTIVE METHOD CONTINUUM
ADAPTIVE


AGILE MANIFESTO
We are uncovering better ways of developing software by doing it and helping
others do it

Through this work we have come to value:

 Individuals and interactions over processes and tools
 Working software over comprehensive documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan

That is, while there is a value in the items on the right,
we have come to value the items on the left more


AGILE DEVELOPMENT
HP delivers agile applications development projects based on the Scrum
management framework and eXtreme Programming (XP) engineering practices

Scrum Management Framework
 Product Backlog
 Sprint Backlog
 Sprints (1 – 4 weeks)
 Daily Scrum Meetings
 Sprint Reviews
 Product Increments

XP Engineering Practices
 Pair Programming
 Simple Design
 Collective Ownership
 Modeling
 Continuous Integration
 Testing
 Application Frameworks
 Refactoring
 Coding Standards

HP AGILE PROCESS
The HP agile development process enables agile teams to reach high velocity and develop
product increments faster with higher levels of quality

Agile Process Configuration HP EDGE Process Sets

 Processes and Guidance
 Work Breakdown Structures
 Work Products / Templates
 Responsibilities
 Inputs and Outputs
 Best Practices


AGILE IS VALUE DRIVEN
Waterfall Agile

Release Date

Fixed Fixed
Scope Cost Schedule

Value
Driven
Quality $ Quality
Plan
Driven

Estimated Prioritised and
and fixed Cost Schedule negotiable Scope

Moving away from activity based Project Management toward value
based Project Management

AGILE MAXIMISES ROI
A waterfall-based project only delivers value at the
end, while agile approaches can deliver value more
progressively:
Waterfall-based project Agile project

Project Project

Solution Definition Design & Build System Integration/ Release1 Release 2 Release 3
Acceptance
Test Test
Iteration1 Iteration 2 Iteration 1 Iteration 1 Iteration 2

0

0

Capability deployed Capability deployed

Value Realised over time $ Value Realised over time $
Value
Value

$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $ $ $
Time Time


AGILE PROJECT – COST AND VALUE

Feature
$

Value

Time

Cost per feature is fairly linear because the team size is relatively constant.
Early releases deliver highest priority features and therefore the most value.
Governance Checks allow for future value to be compared to future cost.
Projects can be stopped if only low value features remain to be delivered.


AGILE FACTS
Agile development methods are successfully being used to compress
the application development lifecycle and deliver higher quality
software products
Some Facts about Agile
7.0

FASTER TIME TO MARKET:
6.0
 87% said time to market improved or significantly
improved (1)
 Agile Projects are Faster to Market by 37% (2) 5.0

Agile
INCREASED PRODUCTIVITY: 4.0
Iterative
 82% said productivity is somewhat or much higher
(3) Traditional
3.0
Ad-Hoc
HIGHER QUALITY: 2.0
 68% said quality had improved or significantly
improved (1)
1.0
 84% said defects had gone down by 10% or more (1)
 30% said defects were down by 25% or more (1)
0.0

REDUCED COST: Quality Functionality Money Time
 37% said development cost was improved or
significantly improved (1,3)
SOURCES: Results from Scott Ambler’s December 2008 Software Development Project Success Survey
(1.) 3rd Annual State of Agile Adoption Survey, VersionOne, 2008 posted at www.ambysoft.com/surveys/success2008.html
(2.) Michael Mah, QSMA, 2008 Based on responses by 279 people surveyed
(3.) Agile Adoption Survey, Dr Dobb’s Journal, Scott Ambler, 2008


AGILE IS NOW MAINSTREAM…
Gartner predicts by 2012, agile development methods will be utilized in 80% of
all software development projects.

Agile 35%

Iterative 21%

Waterfall 13%

33 ©2011
Forrester/Dr. Dobb’s Global Developer Technographics Survey, Q3 2009
Source:HP Moldova ICT Summit 2011 Project Management

CLOSING REMARKS
– Agile is recognized as a mainstream methodology
– Requires a paradigm shift
– New development tools and principles
– The key to Agile’s success is found in people,
communication, expectations management
and values
– Agile acknowledges the fact that planning,
design, and development is a learning process
– Be vigilant against falling into to old habits There is no silver bullet

“It's not the plan that is important, it's the planning.”
- Dr. Graeme Edwards

“No battle plan survives contact with the enemy.”
- Helmuth von Moltke

Questions? Thanks!
Thank you!

wilfried.grommen@hp.com

Technological Breakthroughs in 2011 and Beyond

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