CA PPM14.x Agile Integrations

CA PPM
14.x Agile Integrations
James Chan
Agile Management
CA Technologies
Director, Presales, CA PPM
AMX08E
@JamesNChan
#CAWorld
Brian Nathanson
CA Technologies
Sr Principal Product Manager, CA PPM
AMX08E
@BrianNathanson
#CAWorld

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For Informational Purposes Only
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Abstract
Integrating CA Project & Portfolio Management
(CA PPM) to an agile management application is
a growing need throughout the PPM
community. Whether you are using Rally,
Version One or, even Jira, the needs are the
same: to gain a unified perspective on
resources, projects and budgets. Attendees in
this course will learn about CA PPM agile
integrations and how to gain visibility across the
organization.
James Chan
CA Technologies
Director, Presales
Brian
Nathanson
CA Technologies
Sr Principal Product
Manager, CA PPM

Agenda
A BRIEF HISTORY OF PPM & AGILE
VISION OF PPM & AGILE TOGETHER
FUTURE ROADMAP
BENEFITS OF PPM & AGILE TOGETHER
STANDARDS FOR INTEGRATION
RALLY / VERSIONONE / JIRA
1
2
3
4
5
6

A Brief History of PPM & Agile

In the good old days...before the dot-com bubble
burst...
Start up firms received large
amount of venture capital for
unproven concepts as long as
they were “web” related.
Companies -- especially CIOs --
spent endless piles of money on
“web” technology just because
they felt like they needed to do
so in order to keep up with the
competition.
For technologists, it was one big
party. Large sums of money
handed out with no proof of
progress or success required.
Many technology shops became
“black holes” for funds.

Well...we all know what happened next...
Quote Source: The Incredible Shrinking CIO; CIO Magazine; October 15, 2003
Of course, when the dotcom
bubble burst and the bottom
fell out of the market, CEOs
didn’t need to look far for a
scapegoat. "As a leadership
position, the CIO role had little
or no credibility left, and we
deserved every bit of it," says
Malcolm Fields, CIO of office
furniture and fireplace
manufacturer Hon Industries.

As a result, many companies implemented new controls
Quote Source: The Incredible Shrinking CIO; CIO Magazine; October 15, 2003
which only got worse after SOX was passed in 2002
and within 5 years, fully ½ of CIOs would report into CFOs
CFO
CIO
"It’s not that CIOs were irresponsible; it’s just that they weren’t fiscally
aware," says Bill Glassen, CIO of Cashman Equipment, which sells and leases
Caterpillar construction equipment. "If the president of the company said
one day, ’Hey, I want to do e-commerce,’" Glassen says, "the CIO bought
tons of servers, hired Web programmers, basically spent a lot of money,"
frequently without building a business case.

Meanwhile...back at the ranch...a revolt had begun...
In 2001, an experienced group of
developers wrote a document
advocating a shift in the way people
develop software -- primarily in
response to what they saw as the
overly rigid and process-oriented
methods used traditionally.
While it wasn’t directly in response to
the dot-com crash, it certainly
coincided with a dramatic increase in
corporate policies and procedures
thanks to the aforementioned history.

Fast forward 10 years...and the revolt is a revolution
By 2013, 88% of organizations
were practicing agile software
development.
4 out of every 5 of those
organizations started their
agile use within the previous 5
years (i.e. since the 2008
financial collapse).
The widespread adoption of
agile has come as firms that
survived the economic
downturn survey the
landscape, believe the
opportunity is there to
innovate & grow, and want
superior methods for doing so.

Today...the war has been won -- in the application
economy
Most firms have recognized
that agile execution methods
deliver superior results for
work where a significant
amount of the information
necessary is unknown at the
time of inception.
Gartner calls these projects
“Mode 2” type efforts.
Since this pretty much
describes all software
development efforts in a fast-
moving world, the agile
champions have won the day.

Agility is Your Competitive Advantage
Agile ﬁrms grow revenue 37% faster
Agile firms generate 30% higher proﬁts
MIT SLOAN
Every industry is subject to disruption. Only a truly
agile business is equipped to respond.
FORRESTER RESEARCH

The problem is --
There’s a difference between rebelling and governing
Now that agilists have successfully
convinced the world to adopt agile
methodologies to optimize engineering
efficiency, they have turned their
attention toward “scaling” agile for
running the enterprise --
-- and immediately hit the problem that
they have started turning into what they
initially rebelled against.
It’s one thing to run a project team or
even a set of teams in an agile fashion.
It’s an entirely different thing to run an
entire organization that way.

It’s all about the money (or rather the lack of it)
Generally, it goes back to the problem all those CIOs had back in the dot-com
days: The $$$ business case
For example: One of the core agile principles centers on the use of persistent
teams. By keeping teams together and focused on the same product,
everyone benefits from the combined learning the accumulates over time.
There’s one big problem with this scenario.
While we can control our costs, it is often difficult to control revenue. Since
revenue can be influenced by a number of external factors, it may decline
unexpectedly or vary in other ways --
-- and if our investors demand preservation of their margins, then we have to
make cuts -- which changes the teams, impacts the work, and essentially poses
a problem that agile methods are ill-equipped to address.

PPM and Agile: Mixed mode (bi-modal) is the reality today
9 out of 10
organizations reported
practicing agile software
development
organizations reported
delivering more than half of
their projects using agile
techniques
Only 1 out of 10
BUT
Sources: VersionOne 8th Annual State of Agile Survey 2013; 3500 independent responses
ESI International 3rd Annual PMO Survey; 2300 independent responses

And, of course, there’s this...
Even with agile development providing engineering
optimization, there are still challenges insuring that the right
investments are being chosen to begin with.

What’s a “victorious” agilist supposed to do?
Capacity planning
Blended approaches
Business cases
Strategic alignment
Traditional work

What’s a PMO under siege supposed to do?
Agile planning
Scaled Agile Framework
(SAFe)
Development dependencies
Enterprise “agility”
Kanban

Vision of PPM & Agile Together

PPM & Agile - How do you find the right balance?
Governance
(Visibility, Compliance &
Traceability)
Productivity
(Customers and Velocity)

Main Value Proposition
PPM Agile
Friction
Removing the friction between two antagonistic worlds

CA PPM and ALM Landscape
Strategic Planning / Capital Planning
Enterprise Portfolio Planning / Enterprise Resource Planning
Governance
Hybrid
Enterprise Agile and
Agile Team Planning
Agile Execution
ALMCA PPM
ChecklistWaterfall

Connect Strategy to Execution: From Funding to Features
Capturing innovative
ideas
Management
Insights
Execution: Agile or
Waterfall
Prioritize and Plan
Determine Investment Mix
based on market needs,
strategic vision, and within
budget / resource constraints
Deliver work using the
methodology that best fits
the job.
Evaluate performance:
• Products
• Deliverables
• Resources
• Financials
Manage incoming Ideas
and Opportunities

Benefits of PPM & Agile Together

CA PPM & ALM: From Funding to Features
Unify Portfolio Decisions in a Hybrid World
• Help the business prioritize and fund initiatives across the entire portfolio
Bring Financial Accountability to Agile
• Connect funding to execution
Gain visibility into all Business Deliverables
• Reflect features delivered by Agile in PPM, eliminating spreadsheet
inefficiencies
Unify Project Status Reporting
• Reflect Agile team progress alongside other work in PPM

Standards for Integration

Feature
Initiative
StoryStory
Story Story StoryStory
Project
Task
Task
PMO Engineering
47%
62%
Task Task
47%
62%
CA PPM / ALM Integration (Basic)

Feature
Initiative
StoryStory
Story Story StoryStory
Project
Task
Task
PMO Engineering
47%
62%
Task Task
47%
62%
CA PPM / ALM Integration (Advanced)
Assignments
Team
Timesheet Entries
Team

Rally / VersionOne / Jira

CA PPM / Rally Integration Flow
PPM Project
Create Initiative and link to
the PPM Project
Import Work Status
Information from the Initiative
Create PPM Task and link to
the Rally Feature
Import Work Status
Information from the Feature
PPM Task
Rally Initiative
Rally Feature

RallyPPM
Portfolio Manager
1. BU Requests
$20M Project
Project
2. Governance
Process
Applied
CA PPM / Rally Integration (Phase 1)

RallyPPM
InitiativeProjectPortfolio Manager Program Manager
2. Rally
Initiativeis
created
1. Project is
Approved

RallyPPM
Initiative
Feature
Project
Product Manager
Portfolio Manager
Feature
Portfolio Manager
Agile Product
Managers Break
Initiativesinto
Features

RallyPPM
Initiative
Feature
Project
Product Manager
Portfolio Manager
TaskTask Feature
Portfolio Manager
Tasks are created in
PPM, reflecting
Rally Features

RallyPPM
Initiative
Feature
Project Investment
Product Manager
Portfolio Manager
Product Owner
ScrumMaster
SW Engineer
QA Engineer
TaskTask Feature
Portfolio Manager
1. Agile teams
break Features into
Stories and Tasks
2. Tasks reflect work
status of Features
(%complete,
start/end dates)
2. Project reflect
work status of
Initiative
(%complete,
start/end dates)

RallyPPM
Initiative
Feature
Project
Product Manager
Portfolio Manager
Product Owner
ScrumMaster
SW Engineer
QA Engineer
TaskTask Feature
Portfolio Manager
1. Agile teams
add/remove scope
as needed
2. Task status are
updated based on
new scope reality
✓ ✓
✓OnPrem
SaaS / OnDemand
Rally PPM

Rally Integration – Integration Object Instance

e

Generating Rally API Key
Here are the steps to get the Rally API Key
1. https://help.rallydev.com/rally-
application-manager and login using
your Rally login (Requires workspace
admin privileges)
2. Click on “API KEYS” tab
3. Click on “Create New API Key” link in the
middle of the page to generate a new
API key

CA PPM / VersionOne Integration Flow
PPM Project
Create Initiative and link to
the PPM Project
Import Work Status
Information from the Initiative
Create PPM Task and link to
the V1 Feature Epic
Import Work Status Info from
the Feature Epic
PPM Task
V1 Initiative Epic
V1 Feature Epic

CA PPM / VersionOne Integration Flow

Agile Project Mgmt.
3rd Party Add-ons
Dev/QA Tools
The JIRA® Ecosystem
Collaboration

50000 foot overview on how JIRA is structured
JIRA Agile
• Epics
• Stories
• Defects
• Sprints
• Boards
• Agile
Reports
IssueProject Tag: Version

Prospective Integrated Workflow for Jira Project
• Agile Project Kickoff
• Work Synchronization
• Capacity Allocation
• Development Effort (Hrs)
• Per resource
• Per day
• Per task
• Project Tasks = epics, stories, defects
• Name
• Assignee
• Start Date
• End Date
• % Complete
• Total Story Points
• Completed Story Points
• Project = Project
• Name
• Description
• Start Date
• End Date
Link Project
Time Sheets
Work Sync

APIs –The Differentiating Design
Our APIs are going to be a differentiator in the market and help us attain velocity.
Simple
•Easy to build, extend, maintain, discover and consume
Consistent
•Standard patterns and metaphors; know one, know all
Flexible
•Works equally well for partners and customers
Lightweight
•Consumer of the API can control the verbosity
Scalable
•Statelessness lends itself for infinite horizontal scalability

Interacting with the New RESTful APIs
 More than an integration: a
Platform for connection
 Non-brittle – build once and
upgrade seamlessly
 Available for other integrations
(ex: Jira)

Future Roadmap

RallyPPM
Initiative
Feature
Project
Product Manager
Portfolio Manager
Product Owner
ScrumMaster
SW Engineer
QA Engineer
TaskTask Feature
Portfolio Manager
1. Teams perform
work in Rally using
standard Agile
proceses
Collaborators are
Aggregated
2. Rally users involved
in delivery
(collaborators)are
aggregated
3. PPM Task rosters
are populated using
Rally Collaborators
Team Rosters w/ Collaborators
✓ ✓
✓OnPrem
SaaS / OnDemand
Rally PPM
Product Owner
ScrumMaster
SW Engineer
QA Engineer

RallyPPM
Initiative
Feature
Project
Product Manager
Portfolio Manager
Product Owner
ScrumMaster
SW Engineer
QA Engineer
TaskTask Feature
Portfolio Manager
Teams can track time
in PPM
Time tracking in PPM
✓ ✓
✓OnPrem
SaaS / OnDemand
Rally PPM

RallyPPM
Initiative
Feature
Project
Product Manager
Portfolio Manager
Product Owner
ScrumMaster
SW Engineer
QA Engineer
TaskTask Feature
Portfolio Manager
1. Teams track time
using Task, Stories,
Defects in Rally
2. Time Tracking data
is populated by
Feature into Tasks
Time Tracking in Rally
✓ ✓
✓OnPrem
SaaS / OnDemand
Rally PPM

RallyPPM
Initiative
Feature
Project
Project Manager
TaskTask Feature
1.Tasks are created,
and approved in PPM
2. Features are are
created in Rally
Product Manager
Task Initiation in PPM
✓ ✓
✓OnPrem
SaaS / OnDemand
Rally PPM

✓ ✓
✓ ✓OnPrem
SaaS / OnDemand
Rally PPM
 Other Enhancements
– Milestone and Release Passback
– Easy traversal to Rally with URL Links to Rally artifacts
– Rally OnPrem support with Basic Auth
– Integration Admin page support with Rally Integration Headers
– Simplified Configuration process

PPM
Project
Project Manager
TaskTask
2.Scope changes
aggregated to the
Feature/Initiative
Real Time Work Status Updates
Rally
Initiative
Feature Product Manager
Product Owner
ScrumMaster
SW Engineer
QA Engineer
Feature
Portfolio Manager
1. Agile teams add
or remove scope
3. PPM is notifiedof
each of the changes
immediately
4. PPM reflects the
current Rally status
immediately
Webhookevent
Webhookevent
Webhookevent
✓ ✓
✓*OnPrem
SaaS / OnDemand
Rally PPM
CA PPM / Rally Integration (Later Phase)

Q & A

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

CA PPM14.x Agile Integrations

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