Managing and Rationalizing the Application Portfolio with CA PPM

Managing and Rationalizing the
Application Portfolio with CA PPM
David Levine
Application Portfolio Management
BB&T
SVP, Integrated Demand Mgmt
and Global Delivery Services
AMX11S
@CAPPM
#CAWorld

2 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Abstract
One of the fastest-growing business usages for
CA Project and Portfolio Manager (CA PPM) is
application portfolio management. More and more
organizations are implementing CA PPM to first
understand and manage projects and portfolio, and
then taking the next step to leverage for application
management. In this session, learn about Application
Portfolio Management in the financial services industry.
David Levine
BB&T
SVP, Integrated
Demand Mgmt and
Global Delivery
Services

What is Application Portfolio Management (APM)?
 APM is all about understanding and managing costs, quality,
and efficiency of IT applications to best meet business
objectives with an acceptable level of risk.
 This starts with a basic understanding of what are the IT
applications in your organization and where are the costs
and risk.

Why is APM Critical?
 In financial services there is no longer an option related
to APM related to risk of applications
 Efficiency drivers around duplication of applications in
larger organizations
 Alignment of project priorities and spend to the most
critical applications
 Moving towards understanding of TCO by business
services and underlying applications

Key APM Themes
 Outdated Infrastructure or Platforms
 Outdated/Aged Applications
– End of Support / End of Life
– Supportability and Resiliency
 Vendor Risk
– Financial Risk / Vendor Performance
 Optimization of Applications
 Business Value Generation
– Need for new business capabilities

Application Rationalization – Example Methodology
Eliminate
(Retire/
Consolidate
Asset)
Accept
(Re-assess on
regular basis –
leverage where
possible)
Grow and
Leverage
(Maintain and
increase leverage)
Retire
(Move off these
applications /
Shut down)
Invest / Move
(Invest to address
technical health
or migrate to
other application)
Business ValueLOW HIGH
TechnicalHealthLOWHIGH
 There are different models around rationalizing
applications – all should consider the following:
– Balance of Business Value vs. Technical Health
– Dependent on obsolete technology (i.e. old)
– Redundant (through acquisitions or
consolidations)
– Disparate & incompatible applications
(unable to tie together via automation)
– Non-core functions
(abandoned business strategies, etc.)
– Non-core technologies
(due to enterprise architecture choices)

Why Leverage CA PPM for APM?
APM
Rationalization
of applications
PPM
Execute on
the Roadmap
List of
applications we
want to retire
and migrate
Track retired
& migrated
applications
Decision Action

What Are the Steps to APM?
1. What are your applications?
2. Which ones do you care about most and why?
3. How do you feel about those applications?
4. What should you do first?
5. What will these investments cost, how long will they take, and how do they fit
with other priorities?
6. How do I report and show progress against getting better?

How Does APM Fit Together with PPM in CA PPM?
Source of Record
for Applications
(could be external
to CA Clarity)
CA Clarity
Applications Idea
Technical / Risk
Assessment
Business
Assessment
Drivers
Projects
Portfolio for
Planning Process
Portfolios of
Applications
Execute on
Approved Ideas
APM PPM

Business Value Received – Points of Success
Portfolio Management
Streamline PPM Processes
Application Portfolio Management
Demand and Supply Management
Financial Transparency
 Ensure regulatory compliance and Risk
Management for APM and PPM
 Transparency to our key critical assets –
people and assets
 Strategic and tactical portfolio management
of all work types
 Improved Balance of Supply and Demand
to focus efforts on highest priority work
 Single source of record
CA PPM can be used
to support:
Value it brings to Financial
Services Organizations:

 Governance
 Approvals, audit trail, locking data, lifecycle
 Ability to view historical data
 Security Driven
 Ease of Configuration
 Flexible solution
 Changes to scoring model
 Changes to workflow
 Simple export of data
 Reporting
CA PPM Capabilities Used for APM

Recommendations
 Start simple – an inventory with high level information
 Define your critical drivers and how you will assess
– Are they application rationalization, stability of applications, etc.?
 Define your process
– How often, which applications, RACI
 Determine your requirements to manage the process and report results
– Do you need a tool to manage?
– Is Excel good enough to start with?
 Set Objectives and get needed resources/funding
– What are your goals?
– Model for APM Maturity (Ad Hoc, Repeatable, Defined, Optimized)

Q & A

Recommended Sessions
SESSION # TITLE DATE/TIME
AMT015
Vision and Roadmap: CA Project & Portfolio
Management Strategy
011/18/2015 at 1:00 pm
AMX25S
Removing the Friction Between Project and Portfolio
Management and Agile
011/18/2015 at 3:00 pm
AMT17S Vision and Roadmap: Rally Strategy 011/19/2015 at 10:30 am

Must-See Demos
Simplify your
Application
Portfolio
CA PPM
Theater - Agile
Management
Identify the
Right
Investments
CA PPM
Theater – Agile
Management
Align Resources
to Meet
Demand
CA PPM
Theater – Agile
Management
Business
Transformation
CA PPM
Theater – Agile
Management

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

Managing and Rationalizing the Application Portfolio with CA PPM

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