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Project and portfolio management
1.
HP Project and
Application Portfolio Management Management for top investment returns
2.
Accelerating innovation and
change 98,000 tweets 23,148 apps downloaded 400,710 ad requests Main- Client/ The Mobile, social, big data & every New technology frame server internet the cloud 60 seconds access methods 2000 lyrics played Change how technology is on Tunewiki consumed & value it can bring 1,500 pings Open up new business models sent on PingMe Remove current inhibitors & unleash 34,597 people power of innovation are using Zinio 208,333 minutes Angry Birds played 4 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
3.
How can we
unleash the power of innovation? We need to deliver faster by: Removing the barriers between the business, development and operations Working on the highest priorities Automating for velocity Driving collaboration Ensuring speed doesn’t trump quality And support it with a performance system 5 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
4.
Yet we’re often
failing in delivery According to analysts, 62% of projects fail to meet their goals WHY… 49% suffered budget overruns 47% had higher-than-expected maintenance costs, and Investments out of alignment with 41% failed to deliver the expected business value and ROI overall business strategy 0 Projects and Application Scope not Succeeded Failed /Challenged clearly defined 38% Manual processes being used, trying to manage projects 62% Ever more scarce resources Desire to deliver more projects than possibly can be delivered *Extracted from CIO.Com © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 6
5.
Let’s drill down– Project
and Portfolio Management and Application Portfolio Management © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
6.
The 10 top
CIO Challenges… Delivering business value in a tough economy Aligning IT and business goals Controlling IT costs IT governance and portfolio management Business process redesign Leadership development/staff training Marketing IT’s business contribution Rationalizing or centralizing the application portfolio Protecting customer data privacy Scaling IT globally Regulatory compliance Source: Top Ten list from the CIO Magazine "State of the CIO 2010" survey *Challenges Related to Project & Portfolio Management 11 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
7.
PMO Challenges… Juggle demands
from the business while enabling diverse teams Lack a consolidated view of enterprise-wide status Constantly changing priorities Activities are not based on solid business decisions Portfolio Manager Program Manager Budgets & resources not managed efficiently Manual, non-standardized processes Reactive project and portfolio management Project Manager Resource Manager 12 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
8.
You can perform
better Average Best in class Innovation 30% 50% Your best-in-class peers free up 66% more IT Operations 70% budget for innovation 50% 14 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
9.
The reality for
today’s for Enterprise PMO Manual reports or data extracts passed between teams PMO Finance Project team A Project Team B Development QA Operations Corporate Financial and annual Service desk cost analysis budget Application lifecycle Project Project management Business Service pipeline scheduling & Asset Mgmt Time Investment recording portfolio mgmt Resource planning Project issues, risks, scope changes PPM environment 15 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
10.
HP software approach
to PPM Bring order to the chaos PMO Finance Project team A Project Team B Development QA Operations Demand management Resource management Project proposals HP Project and Business Service & Asset Mgmt Budgeting/Financial Management Portfolio Investment portfolio management Project scheduling/Time tracking Management Application lifecycle & Portfolio Mgmt Issues, risks, scope changes Center Service desk or 3rd party integrations Operational Reporting Strategic & Analytics Reporting 16 PPM environment © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
11.
HP Project and
Portfolio Management Understanding the full lifecycle approach Users/Requests Business value Business Demand IT Financial Mgmt Scorecards, KPIs, Objectives /priorities Reporting, Status Service Catalog Portfolio management / Application Portfolio Management Demand Deliverables Management Program/ Maintain Proposal project Investment Strategic demand Time management Resource management Application PMO Financial management demand Application lifecycle management Operational demand Service desk 17 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
12.
PMM: Bruce Randall
HP Project and Portfolio Management Center HP Project and Portfolio Management Center Executive Scorecard/Financial Planning and Analysis Dashboard Portfolio Optimization Application Portfolio Management Project Program Portfolio Management Management Management Financial Time Resource Management Management Management Demand Management PPM Mobile Applications PPM Reporting Integrations Foundation Workflow Administration Security Web services 18 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
13.
Features and Capabilities ©
Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
14.
Provide Actionable Information
to Executives Executive Scorecard Key capabilities Combine capabilities and aggregates strategic, operational, financial, resource and performance data from HP and non-HP solutions Includes KPIs that are threshold based and preset out of the box by best practices Key benefits Provides rapid and concise strategic decision- making via actionable information Delivers productivity enhancements by automating time consuming data aggregation processes 20 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
15.
Aggregate Demand Understand and
Gain complete visibility on Business Demands Key capabilities Provide aggregated ”top down” view of activites Demands by Manage and prioritize demand from Business Objective budget and resource availability Objective process control Key benefits Provide transparency into all work activities Automate and streamline approval Proposals by processes Status Objectively compare cost and value of services 21 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
16.
Manage strategic Portfolio
Investments Effectively manage Investments Key capabilities Gain early indication of cost deviations Optimization through financial summary pages What If Scenarios Objective and constraint based optimization Scenario based portfolio management Key benefits Leverage “cash flow” analysis to increase accuracy of investment decisions Support business reviews with rich, actionable, information Rapidly adapt to shifting business requirements 22 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
17.
Application Portfolio Management Assess
and Manage Applications Key capabilities Centralized repository of applications, business processes, organizations, owners, business objectives and servers Survey distribution and processing engine Powerful analysis and visualization experience Enhanced ability to make strategic choices and manage the portfolio Key benefits Visibility where to invest and how to reduce maintenance costs Sound IT investment decision aligned to strategic priorities Efficiencies derived from standard business process, application2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 23 © Copyright and platforms
18.
Consolidate and Analyze
Financial Investments Transparency of Investments Hierarchical Portfolio Key capabilities Aggregate Financial data of Portfolio programs and projects Flexible hierarchy structure to manage investment by Services, Business Unit Organization, geography or functional Strategic needs Unlimited hierarchy levels Key benefits Decisions that supports the Business Goals Support over the entire Investment Lifecycle Investment transparency 24 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
19.
Focus on Financial,
Cost allocation and exploration Financial Planning & Analysis Key capabilities Combine capabilities and aggregates financial, resource and performance data from HP and non-HP solutions KPIs are threshold based and preset out of the box by best practice Key benefits Drives full understanding of cost lifecycle: Strategic & Operational labor and non-labor costs 25 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
20.
Enterprise Program &
Project management Ensure successful work completion Program Overview Key capabilities Management by exception 100% zero-client project management Bidirectional integration with Microsoft Project Integration with Microsoft Sharepoint Key benefits Clearly communicate the status and health of programs/projects Risks, Issues and Reduce the number, cost and impact of failed projects Scope Changes Manage programs/projects across geographically, outsourced, or organizationally dispersed environments contained herein is subject to change without notice. 26 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information
21.
Enterprise Resource management Maximize
Resource efficiency Key capabilities Multi-dimensional resource planning and tracking Analyze and compare skill sets, levels of proficiency, availability, and projected resource utilization Support global teams with multiple languages in the same instance; HP or partner provided languages Key benefits Enhanced usability and integrations to drive and secure global adoption Foster improved collaboration around resource supply and demand Heighten quality and balance with the right resources on the right activities Visibility into complete resource utilization 27 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
22.
Detailed Task and
Time management Ensure execution of work delivers business results Key capabilities Non-intrusive time and cost management Staff time tracked to facilitate labor roll- up for each project and program Key benefits Strategic decision making across the entire Enterprise portfolio investment Focus on critical business projects within the Enterprise Maximize the resources available to support innovation 28 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
23.
Consistent Process Ensure Governance
and flexibility Flexible and Powerful Workflow Key capabilities Flexible and Powerful Workflow Define approval and check points including Mobility Audit trail Key benefits Automate and streamline approval processes Maintain consistency to validate Business needs and deliver services 29 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
24.
HP Anywhere with
PPM Mini Apps Key capabilities One installation, multiple platforms (iOS and Android) Request review and detail Time Mgt review and approval Executive Scorecard Works on Tablets and smartphones Key benefits Manage PPM functions on-the-go One platform for multiple HP Software tools Extend PPM usage to wider audience 30 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
25.
HP PPM Reporting Visibility
to ALL types of end users • Persona-based dashboards SOLUTION: • Cascaded dashboards Executive Scorecard Strategic • KPI engine & library • Scorecard Measurements • Long-term & “eagle eye” view SOLUTIONS: • Focus on decision-making Financial Planning and Analysis Analytical • Based on a data warehouse Executive Scorecard* Applications • Universe compliant with DM PPM Dashboards and Portlets • Correlate across sources • Real or near real time access to SOLUTIONS: Operational product data PPM on Business Objects • Operational users PPM Dashboards and Portlets Reporting • Embedded with product • Silo reporting solution 31 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
26.
Operational Reporting Efficiency
in reviewing and analyzing data Key capabilities Industry leading reporting platform Complements existing PPM dashboards and portlets Designed with Web Intelligence and Universe Designer File and trace reports for archiving and retroactive analysis Business Objects software license included with HP PPM foundation Key benefits Provides self-service ad hoc queries and reporting capabilities Flexible and scalable information infrastructure 32 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Minimize performance impact on PPM Center
27.
Social Media: PPM
Community on HP Live Network HP Experts, Partners and Customers to share knowledge, best practices and add-on content. Access to PPM HPLN is provided at no additional cost through Passport. HP PPM Operational Reporting Content Packs and HP Anywhere mini-apps are available on PPM HPLN. Customers need to subscribe at: www.hp.com/go/PPM_HPLN for receiving notifications on PPM updates. 33 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
28.
Thank you
Go to www.hp.co/go/ppm Outcomes that matter. © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
29.
Supporting Broad IT
Initiatives Complete Application Lifecycle Management © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
30.
Applications are Key Most
ERP inventory management organizations wikis Research and supply Intelligence mobile apps now run major billing HR chain software website operations procurement order entry Embedded software CRM 36 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
31.
And the way
we deliver is changing rapidly THEN NOW who CO-LOCATED TEAMS DISTRIBUTED TEAMS what SELF-CONTAINED APP REUSABLE SERVICES when INFREQUENT / BATCH RELEASE CONSTANT RELEASES where INTERNAL / PC CLOUD / MOBILE how SEQUENTIAL AGILE STABILITY AGILITY 1:1 N:N LOCAL VIRTUAL 37 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
32.
Worlds colliding? Strategy and
Planning Agile Delivery IT Operations “Invest in what “Be more agile - “Change is matters most” deliver faster” evil” How do we bridge the gaps? 38 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
33.
Deliver what matters
most…. Strategy and Planning Agile Delivery Keys to bridge the gap: Prioritization Governance Measurement “Invest in what matters most” “Build to priority” 39 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
34.
Extend Agile: DevOps
& continuous delivery Agile Delivery IT Operations Keys to bridge the gap: Automation Collaboration Quality “Build to run” “Regular releases reduce risk” 40 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
35.
Effective Change Management
Strategy and Planning IT Operations Keys to bridge the gap: Automation Collaboration Resourcing “Manage application “Analyze change investments” impacts” 41 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
36.
IT Performance Suite
for Apps Plan, build, and run cloud, web & mobile apps App. Portfolio Project & Complete lifecycle Mgmt. Portfolio Core lifecycle Mgmt. coverage excellence Project & Portfolio Systinet Agile Management Management Svc. Mgmt. Requirements Application Portfolio Mgt Center Quality & Performance Application Governance Ops IDE, SCCM & Build Executive Executive Scorecard Orchestration & Integration Scorecard Business Availability Auto. Security Service Management App. Perform. Lab Management DevOps Quality Mgmt. Center Perform. Fortify Center 42 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
37.
Begin at the
top with a single lens for performance Executive Scorecard for Applications App. Portfolio Project & Mgmt. Portfolio Mgmt. Systinet Svc. Mgmt. Center Ops Orchestration & Executive Auto. Scorecard App. Perform. Quality Mgmt. Center Fortify Perform. Center KPIs FOR THE COMPLETE APP LIFECYCLE REAL-TIME VIEW INTO PERFORMANCE CHOOSE FROM 60+ LEADING METRICS 43 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
38.
Support with an
integrated portfolio of software and services Project and Portfolio Application portfolio Application Application Lifecycle Lab Management management management Governance Management automation Hybrid Delivery—On premise, SaaS, Cloud Development Performance testing Functional testing Service management Virtualization © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
39.
A word on
PPM and APM Ensure Priority, Project Success, understand total costs and value App. Portfolio Project & Application Mgmt. Planning & Portfolio Mgmt. TCO & value Assessment Systinet Svc. Mgmt. Center Ops Governance Executive Orchestration & Scorecard Auto. Project & resource Release Control App. Perform. Mgmt. Mgmt Quality Center Perform. Fortify Center 45 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
40.
HP PPM in
ALM - Example New Application App. STEPS & CAPABILITIES Portfoli Project & o Mgmt. Portfolio Capture demand for new capabilities Mgmt. Systinet Assess value against current application portfolio and process support Svc. Mgmt. Center Prioritize against in-process work and other new initiatives – supply Ops Orchestration & Executive approval workflow Auto. Scorecard Plan program/project, budget needs, determine requisite skills, assign App. Perform. Mgmt. Quality Center resources Perform. Fortify Track project steps, issues, risks, quality targets and budget burn rate. Center Provide mgmt and executive reports Manage hand-off to release control and ITSM *Agile or traditional waterfall approach Manage/track application TCO and value Key: PPM Standalone PPM Integrated to Quality Center/ALM PPM Integrated to Release Control, ITSM and ITAM 46 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
41.
HP PPM in
ALM - Example Application Change/Modernization App. STEPS & CAPABILITIES Portfoli Project & o Mgmt. Portfolio Approved requests for change Mgmt. Collect application rationalization proposals Systinet Svc. Mgmt. Center Prioritize above against in-process work and other new initiatives – supply Ops Orchestration & Executive approval workflow Auto. Scorecard Plan program/project, budget needs, determine requisite skills, assign App. Perform. Mgmt. Quality resources Center Perform. Fortify Track project steps, issues, risks, quality targets and budget burn rate. Center Provide mgmt and executive reports Manage hand-off to release control and ITSM *Agile or traditional waterfall approach Manage/track application TCO and value Key: PPM Standalone PPM Integrated to Quality Center/ALM PPM Integrated to Release Control, ITSM and ITAM 47 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
42.
The complete agile
lifecycle using PPM and ALM PPM Manage enterprise level resources and time management Manage the portfolio strategy Manage the projects Summary Reporting Process enforcement ALM Manage the requirements Manage user stories and tasks Manage the backlog Reporting (burn down charts etc…) Testing - definition and execution Defect management Manage releases and cycles 48 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
43.
HP Application Lifecycle
Management HP Project & Portfolio Solution – Visibility of ALM end-to-end 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: Comprehensive, real-time, role based dashboard for ALM Top-Down, Bottom-up navigation Detail drill-down for exposing potential trouble spots 100+ Out-of-box Portlets Project status (based Quality status indicators Trend analysis of SDLC or testing on timelines & risks) based on QC results requirements, tests, defects status 49 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
44.
HP PPM Application
Lifecycle Management Assess and Govern Applications Understand your Application needs Constantly assess your application set. Reduce redundancies, lower costs and take control of your applications HP PPM enables: Comprehensive visibility into apps and processes Ability to rationalize based on application value scoring Govern all applications and transformation initiatives 50 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
45.
HP Application Lifecycle
Management HP Project & Portfolio Solution – 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 Prioritization of application demands Process automation through its robust workflow capability 51 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
46.
HP Application Lifecycle
Management HP Project & Portfolio Solution – Prioritize 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 portfolio aligned with Business Objectives. Compare the Portfolio with available Resources and Budget, allowing proactive decisions 52 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
47.
HP Application Lifecycle
Management HP Project & Portfolio Solution – Manage Application Projects and Resources Manage End-to-End Application Lifecycle Stay in Control on day-to-day application project work using standard project practices HP PPM enables: Defining Standard Project templates Manage Work Breakdown Structure, Milestones, Gates Control Costs and allocate Resources efficiently Ensure Application Projects are completed on Time and Scope Identify and Mitigate Risks and Issues Manage Scope Changes 53 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
48.
Continuing the conversation… Investing
in what matters most Adopting Agile for Faster Delivery? Closing the gaps on Continuous Delivery with DevOps? Attaining relentless efficiency through Testing Centers of Excellence? Facing a major Application Transformation? Embracing Mobility? Moving Apps to the Cloud? 54 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
49.
Supporting Broad IT
Initiatives IT Financial Management © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
50.
IT Financial Management Optimizing
resources to deliver highest value to business Financial year Capital and resources Capex Change the business Now How to account for How to predict IT Opex IT spend? costs? Run the business CIO How to govern IT investments? Governance Accountability Predictability Effective management of the IT Accurate forecasting of resource Reporting & analysis of IT spend, & capital requirements, investment planning process, assessment of IT service costs, cost/benefit (ROI) determination, continuous tracking of IT cost allocation and recovery spending & resource consumption data integrity 56 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
51.
IT Financial Management
- Challenges Business No actionable Immature investment cost information decisions “The IT organization cannot be “IT has weaker internal credible unless it can have management systems today than meaningful conversations in the manufacturing had in 1982” IDC Industry Insights, 2008 language of business. This CIO means having the right information to guide business Only 36% of the average CIO’s decisions.” budget can be devoted to Barbara Gomolski, Research VP, Gartner providing new capabilities CIO Magazine “The State of the CIO” online survey, January 2008 57 Operational © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. inefficiencies
52.
HP IT Financial
Management …What is in it? Summarizes the key elements of IT performance in one place using data merged from different operational IT systems Actionable cost information that supports effective cost containment and allocation by linking together disparate IT budgets and cost information Provides IT executives with real-time visibility into strategic and operational demand so they can rapidly identify and prioritize HP Project & the projects and initiatives to sustain alignment with corporate Portfolio goals. Tracks costs and budgets associated to Mgmt projects/programs HP Asset Manages the physical, financial, and contractual aspects of all IT Manager assets—from request and procurement to retirement and disposal—making it easy to optimize costs, mitigate security and 58 compliance risks, and drive business decisions © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
53.
Focus on Financial,
Cost allocation and exploration Financial Planning & Analysis Key capabilities Combine capabilities and aggregates financial, resource and performance data from HP and non-HP solutions KPIs are threshold based and preset out of the box by best practice Key benefits Drives full understanding of cost lifecycle: Strategic & Operational labor and non-labor costs 59 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
54.
Going beyond traditional
IT Financial Management Combining ITFM with Performance Management for unparalleled insight ITFM brings financial depth to Executive Scorecard performance management ITFM also focuses on the specific needs of finance as it relates to IT • Because we need to think in business-related IT investment terms not financial cost centers • To allocate financial information to be considered by service (e.g. service-based costing) • To allow deep exploration of financial data as it relates to IT perspectives • To ease the IT budgeting process by leveraging prior plans and actual data 60 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
55.
ITFM with the
Executive Scorecard IT financial performance management Allocate financial data based on metrics Budgeting • Spreadsheet-based IT budgeting is tedious and lacks governance • Executive Scorecard leverages historical financial data to simplify and standardize Understand performance in the context of detailed costing Provide further insights with a bill of IT report or experiment in the cost explorer 61 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
56.
Supporting Broad IT
Initiatives Application Portfolio Management © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
57.
Major Challenges to
IT Aging applications Brittle and change resistant Rigid infrastructure and sprawl Physical and virtual sprawl Unknown threats Connectedness an open doorway Information explosion Magnitude of growth driving up cost, effort and risk Custom built applications Dedicated stacks of hardware and software 63 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
58.
Rationalization will address
your pain points User access complexities, Inefficient use of Aging IT staff Disparate and incompatible Redundancies in aging need mobility for infrastructure tools and with critical applications not aligned application portfolios employees/customers technologies support skills with business direction Tower driven investment Increased pressure on IT Unclear TCO of Inadequate executive undermines need for budgets to do more with IT services oversight of IT investments enterprise wide less, reduce IT costs standardization 64 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
59.
Rationalization and modernization
figure high on organizations’ software goals Of the most important software priorities for supporting current business goals… Update/modernize key legacy applications Consolidate or rationalize enterprise applications Increase number of mobile applications available to employees, customers and partners Source: Forrester Research, Inc., Application Retirement – It's Time To Put The Elephant In The Room On A Diet, February 3, 2011, by Phil Murphy; pg. 2 65 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
60.
Time for application
transformation APPROACH ASSESS GOVERN MANAGE MODERNIZE Transforming Applications to Reduce 66 Costs & Increase Agility © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
61.
What is Application
Transformation? Assess, Optimise and Modernise the Enterprises Application Portfolio to the minimum number of applications required to run the business delivered in the most cost effective way. Insource, Project Application Application Outsource, Portfolio Release Retirement Cloud Management Management Customers Application Modernization & Application DevOps & Application Data & Demands Rationalization Hybrid IT Records Portfolio Projects Lifecycle Performance Management Management Management Management Assess Modernize Manage Rationalize Secure Performance Govern Improve Availability Prioritize Cost Effective Apps Investments 67 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
62.
Application Portfolio Management
(APM) First step to Application Transformation APPROACH A way of analyzing and ASSESS governing your applications portfolio from multiple perspectives: financial, GOVERN business, functional, and technical and maps the portfolio to your tactical and MANAGE MODERNIZE strategic business objectives 68 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
63.
Portfolio Assessment Process A
framework to understand the present and a path to the future Establish the Define the Identify Gaps, Build the Overlaps and ground rules baseline Opportunities Roadmap Define the objectives Conduct interviews Follow the money Assign disposition for all Identify existing data Administer surveys Investigate redundancy apps Plan data collection Build process model Highlight divergence from Prioritize opportunities activities Define relationships standards Build business case Identify stakeholders Hypothesize Define initiatives Review business context opportunities Schedule activities 69 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 6
64.
APM solution model
Assess Discover Analyze Decide Classification & Analysis Outputs 2 Discovery data BU or Process specific Relative Business Value Discovery data Rationalisation Automated data Surveys Alignment to Business Process data data Existing Policies and Frameworks Policy Standards • Graphical relationships and dependencies between Application Portfolio Functional Classification applications and processes Management Model Repository • Application quality, risk, value Assets used for Usage Data ( usage Applications (hardware & based on: load, users, score software) transactions) Automated Cost based classification • Custom attributes also reported Discovery against. • Strategic designation for each CMS/DDM Assets 1 Existing Standards & Polices application Incidents Problems • Survey results 70 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. • Improvement recommendations
65.
HP Application Portfolio
Management (APM) Business Ideas, Demands opportunities Comprehensive Visibility and knowledge of application portfolio – Cost, Value, Risk, Quality Filter and Conceptualize Project Charters Business Case Risk v/s Value Rationalize Opportunities via business and technical data-driven decisions aligned to PPM PPM/APM business priorities and enterprise policies Monitor Assess and generate options Schedule Governance Project Risk Business Process Cost Business Value Ongoing governance through business Quality & Risk events such as M&A, divestiture, IT strategy change, sourcing strategy change… Choose and Execute Create Projects Initiate, plan, execute PPM 71 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
66.
Application Portfolio Management Assess
and Manage Applications Key capabilities Centralized repository of applications, business processes, organizations, owners, business objectives and servers Survey distribution and processing engine Powerful analysis and visualization experience Enhanced ability to make strategic choices and manage the portfolio Key benefits Visibility where to invest and how to reduce maintenance costs Sound IT investment decision aligned to strategic priorities Efficiencies derived from standard business process, application2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 72 © Copyright and platforms
67.
Visibility within the
Application relationships HP APM Product Features APM Application Business Processes Owning Organization Supports Downstream Upstream Runs On Contacts Servers 73 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Locations
68.
Visibility within the
Application processes HP APM Product Features Key capabilities View Process to Application Mapping Filter by Application Set or Attributes 74 74 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
69.
Application scoring and
Weighting HP APM Product Features Application Data Vendor Value Risk Total Quality of Integrity and Stability, Business Value Security, App + Data + Application Consistency Responsive… and Impact Continuity… Vendor + ( 5 – Risk) 0–5 (Best) 0–5 (Best) 0-5 (Best) 0-5 (Best) 0-5 (Worst) 0-25 (Best) APM can be configured for custom weighting formulas (company level) Relatively low scores suggest opportunities for improvement 75 75 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
70.
Supporting Data
Document relationships to people, places and activities Business Processes Servers ( APQC model or User-defined ) ( web, app, middleware, database, etc.) Organization Locations ( BU, Department, Group, etc.) ( geographic, regional ) 76 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
71.
Application Portfolio Management Graphical
views of cost, risk, value measures Key capabilities Business processes modeled and mapped to supporting applications Forward looking projection of portfolio size 77 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
72.
Many of our
clients have done this successfully FINANCIAL INDUSTRY/ MAJOR AUTOMOTIVE MANUFACTURER RETAIL INDUSTRY FINANCIAL APPLICATION • Cut costs substantially • $29MM savings over 5 years • App maintenance cost reduced by 70% • Time to market reduced substantially • Increased productivity • Market share gains • 67% reduction in operating costs • Savings: $1.2M on SAP implementation • Improved part tracking • Server procurement times cut from • Apps reduced by 48% months to hours 78 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
73.
APM Customer –
Public Entity Objectives: To produce a Consolidated Application Portfolio Transformation Roadmap that will drive cost savings, innovation, and increased agility To establish processes and tools that will allow for continued regular Applications Rationalization Outcomes: APM provides a single Application data source accessible by multiple users Displaying business processes through the dynamic graphing feature was powerful; creating wall charts generated excitement about the project Best APM feature is the single-source application portfolio repository coupled with a robust easy-to-use search engine. Automated bubble charts provided the foundation for application value assessment. >25% reduction in number of applications in portfolio 79 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
74.
We have undertaken
this journey ourselves – And are glad we did it Goals Enable better business decisions Significantly reduce costs of IT while delivering more value to the business Lower risk to the enterprise with better control of the infrastructure Approach Corporate-wide IT transformation initiative Results CBR Applications reduced from 7K to 2K IT projects reduced from 1,240 to 700 Ultimately, application portfolio will be rationalized by >80% IT spending from ~4% to ~2% of revenue 80 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
75.
HP/Results Positive ICD-10
Solution For Healthcare Records Compliance Key capabilities Monitor ICD-10 compliance impacts and ICD-10 Program Management readiness HP/Results Positive Consolidated compliance reporting and visibility ICD – 10 Compliance Readiness for program, project, vendor, application, location, and business processes Impact Analysis & Readiness Scorecards Impact Analysis Simple out of the box data loading templates ICD – 10 Readiness Tracking Key benefits Application & Impact Analysis Vendor Business Process & Compliance Reduce administrative time and costs preparing Readiness Mapping Surveys readiness reports Reduce non-compliance financial risks and impacts Business Applications Projects Vendors Processes Establish application and business process inventory 81 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
76.
Supporting Broad IT
Initiatives Service Portfolio Management © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
77.
HP Service portfolio
management Linking IT business-facing activities with IT Operations Demand Aggregate demand Balance quality, for services Assess budget, Optimize management Service cost and resources service innovation planning and ROI Internal Infrastructure Application support management development Check service IT service development factory IT financial profitability and Service Market and sell the management charge for usage Service Support services service availability support based on contract 83 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
78.
HP’s Point of
Entry to the World 84 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
79.
Supporting Broad IT
Initiatives PPM in the Cloud © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
80.
HP PPM –
Supports Movement to Cloud Strategy, Governance and Project Management Service Lifecycle on Hybrid Delivery 1 2 3 4 Business Value Application Service Cost Service Delivery Service Portfolio Portfolio Mgmt Visibility and control throughout the Service Lifecycle 86 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
81.
Service Portfolio Governance Moving
Applications to the Cloud Business Services Demands (Strategic & Vendor Mgmt Operational) Financial IT Service Resources Portfolio Investment Prioritization & Management Planning Time Public, Private Build or Buy and Hybrid Risks Vendor Selection Cloud services Issues Program & Project Mgmt Changes Service Delivery Compliance Governance Operational Demands © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 87
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