6.18.2013 - 2013 - Prj & Port Mgmt SftDev - Portfolio Management - For the Manager - Making Good Decisions

Global Business Services
© 2013 IBM Corporation
2013 - Prj & Port Mgmt SftDev -
Portfolio Management - For the
Manager - Making Good
Decisions
Christopher Wolters
GBS North America PM&T Tools Enablement
Leader
June 18, 2013

© 2013 IBM Corporation2
Objectives
 We will discuss:
Product Portfolio Management as a practice used for the identification
and continuous oversight of the organizational initiatives, enabling
the achievement of the organizational goals.
How tools solutions help organizations to:
– Evaluate and select the right project investments for the business
– Execute and manage projects in a highly collaborative
environment
– Measure and monitor performance to optimize successful delivery

Agenda
 Project Portfolio / Program Management
 IBM solutions and capabilities
 PPM Key Areas:
– Application Portfolio Management
– Demand Management
– Delivery Management
– Product Management & Product Portfolio Management
 Tools for PPM
 Key Benefits of Tools in PPM solutions
3

Project and Program Management
 What is a Project?
– Time-bounded work efforts that produce a unique result
 What is a Program?
– Sets of projects that can be beneficially managed together
• Shared resources
• Dependencies
 What is the primary concern ?
– Project execution within the established time, cost, and quality
constraints
 What is an Operational Risk ?
– An event that might occur and negatively impact the project
4

Project Portfolio Management
 What is a Portfolio ?
– Sets of related projects and programs that can be beneficially managed
together from an investment viewpoint
 Portfolio Management:
– is a financial discipline, not an engineering discipline
– includes both project initiation and periodic review to ensure ongoing
alignment and value. This review may result in project acceleration,
deferment, or termination
 What is the primary concern ?
– It is aligning these investments with strategic business goals and
maximizing the value, within established risk criteria
 What is an Investment Risk ?
– The uncertainty of realizing the project value
5

Performance Management
 What is Performance Management ?
– Enable organizations to apply quantitative management techniques to
their projects:
• Define metrics (KPIs) that are aligned with business goals
• Automatically collect metrics from operational repositories and store them in a
data warehouse for reporting and analysis
• Monitor metrics versus targets within allowed variances
• Diagnose root cause of variances and take corrective action
• Quantify benefit of practices and tools
• Track trends over time
6

Agenda
 PPM Key Areas:
 Tools for PPM
7

IBM’s modular, flexible, open and integrated solutions
Performance
Management
Portfolio
Management
Product
Management
Project
Management
“Doing
Things
Right”
“Measure
Performance
Against
Business
Objectives”
Align portfolio
investments
with business
priorities
Manage
and optimize
project execution
Improve
predictability
of product success
Measure team
performance and
project results
“Making
the Right
Investments”
“Right Market,
Right Time,
Right Scope”
IBM’s Product, Project, Portfolio and Performance Management Solutions

The IBM Software Delivery Platform capabilities
9
Transform
Information Technology
Modernize
Enterprise Assets
Deliver
Smarter Products
Collaborative Lifecycle Management
Compliance & Security
Design & Development
Development
Tools
Testing
Tools
Modeling
Tools
Architecture
Tools
Quality
Management
Asset
Management
Requirements
Definition
& Management
Build
& Deploy
Management
Security
Management
Compliance
Management
Product & Project ManagementBusiness Planning & Alignment
Enterprise
Architecture
Portfolio
Management
Configuration
& Change
Management
Product
& Project
Management
Performance
Management

Agenda
 PPM Key Areas
 Tools for PPM
10

Application Portfolio Management
Increase strategic spend and improve business agility
 Enable a shift in application investments towards business
innovation by reducing cost of maintenance and
operations and improving business agility
 Better align application investment decisions with
organizational strategies and priorities through an
effective dialog between business and IT
 Improve efficiency in the governance of application
portfolio rationalization efforts, leading to optimized
allocation of capital and resources with reduced time to
decisions
 Enable realization of application decisions through road
mapping and integration with cross-platform ALM

Demand Management
Prioritize, evaluate, compare, visualize and plan for optimized portfolios
supporting business needs
 Capture new investment ideas from a large
community of stakeholders
 Prioritize business needs, ideas, project proposals for
an optimized portfolio
 Model the project's Net Present Value (NPV)
and understand the impact of risk and uncertainty
surrounding these values
 Understand value and perform the tradeoffs such that
projects are set up for success, and operate within
resource, finance and time constraints

Delivery Management
Manage value and change in delivery via increased transparency, collaboration
and communication across teams
 Focus on managing value and change to create true
business value
 Drive efficiencies and control through collaboration,
communication and transparency around project
information
 Inform decision making at all levels with improved
traceability
 Create “self directed teams” and enable agility on a
wider scale with increased transparency and governance
 Respond quickly to business and project changes
to ensure that risk is mitigated early and priorities
are adjusted as appropriate

Product Management & Product Portfolio Management
Right products to the right market at the right time with Market Driven Product
Development
 Capture “voice of the customer” from external and
internal stakeholders
 Drive efficiencies and control through collaboration,
communication and transparency around product and
requirement information
 Prioritize ideas, requirements, features and products in
order to optimize products and portfolios
 Enable realization of application decisions through road
mapping and integration with cross-platform ALM
(development and engineering)
 Handle the early phases of product development and
secure the right things are done – before they are done
the correct way

Agenda
 PPM Key Areas:
 Tools for PPM
– Rational Tools
– IBM Program Work Center
– Collaborative portfolio management and team planning solution
15

Change, Configuration and Build Management
(Collaboration, Planning)
Manage value and change in delivery via increased
transparency, collaboration
and communication across teams
Rational Team Concert (RTC)
Application Portfolio
Management
Management
Demand ManagementDemand Management
• High costs (maintenance operations)
• Can’t respond to customer and stakeholder
requests and requirements (lack of business
agility)
Rational tools
16
Rational solution for
Collaborative Lifecycle Management (CLM)
Align Requirements, Development and test teams
to reduce cost and improve predictability, value,
quality and time to delivery
[RRC + RTC + RQM]
Product Development/PLE
Make product development market driven. Improve
capacity to deliver value by effectively capturing,
prioritizing, managing and monitoring requirements
throughout the lifecycle
Rational DOORS
Requirements Definition
Improve capacity to deliver value by effectively
capturing, prioritizing, managing and monitoring
requirements throughout the lifecycle
Rational Requirements Composer (RRC)
Common Entry Points
To discuss Focal Point
Capabilities/ Accelerators Why add Focal Point to a deal
Customer Pain Point
Enterprise Architecture
Free up maintenance and operations budgets and
increase innovation and agility by for example
consolidating and modernizing applications
Rational System Architect
• Ineffective collaboration & requirements
between the business, IT and Suppliers
• Recurring delays in delivery, lower than
expected quality, extensive scrap and rework
Product Portfolio
Management
Product Portfolio
Management
• Funds and resources spent on prod and req
with no market or business value
• Can’t effectively prioritize and make informed
decisions and lack of collaboration and
communication (business and development)
Ultimately it’s all about choices and
tradeoffs. Our ability to manage value and
change will determine business success.
Focal Point provides this, allowing
organizations to gain the most value,
aligning to the organizational and business
objectives. In addition it drives end to end
communication, collaboration and
transparency
RationalFocaRationalFoca
Delivery ManagementDelivery Management
• Reduce waste and increase business value by
managing the end-to-end lifecycle
• Align investments with business objectives with
IT capability focus, not an application, service or
single-project focus
Outsourcing/Requirements Definition
Lower the risks associated with outsourcing part or
all of the application development process, by
providing a governance model adapted to a multi
supplier sourcing structure
Rational Requirements Composer (RRC)
Governance Application
Development Outsourcing
• No way to prioritize business needs, ideas,
project proposals for an optimized portfolio
• Can’t capture new investment ideas,
requirements etc
Management
Management
Demand and Delivery
Management
Demand and Delivery
Management

IBM Program Work Center
17
 Focus on value added activities, capitalizing on gained
efficiencies through automation & centralization of information
 Improve collaboration and awareness by highlighting key focal
points (e.g. risks, issues) via “Smart Links”
Links action to
strategy
 Track current program status via real-time updates, including
dashboards, reports and value drivers.
 Increase turnaround time on decisions, modifications and
learnings with real-time view
Enables real-
time visibility
 Reduces costly issues and dropped balls through increased
visibility across countries and workstreams
 Eliminates administrative burdens allowing your team to focus
on value
Reduces costs
for your program
 Enable a fast-start up by leveraging leading practice deal
templates, metrics and industry standards
 Drive consistency in execution; realize continuous
improvement by factoring learning into your process
Drives best
practice
Empowers your business and IT project management teams in the following ways

IBM Program Work Center
 Application for coordinating large-scale programs,
initiatives or transformations
– Easy to setup
– Designed for business users
 Comprehensive end to end program management
capabilities
– Project Plans / Tasks
– Issues and Risks
– Document Centralization
– Business Benefits Tacking
 Role based visibility and reporting
– Real-time visibility across all data including documents
– Personalized home pages to be ‘one click away’ from
relevant project information
 Powerful access control & permission scheme
 Integrated with best-of-breed project management and
desktop tools
– Integrates with MSProject and excel for plan updates
18

Problem: I have a development team that are rapidly adopting agile techniques, a project
management community that feels out of control. We want to become more flexible but not at
the risk of introducing error and inefficiency into the process.
Our solution: Tightly coupled portfolio management and team planning
19
 Capture, evaluate, and prioritise customer needs
 High-level financial budgeting and planning
 Road-mapping and high-level release planning
 High-level status, cost and benefit tracking
 Capture, evaluate, and prioritise customer needs
 High-level financial budgeting and planning
 Road-mapping and high-level release planning
 High-level status, cost and benefit tracking
 Development iteration planning
 Task management and work item tracking
 Team collaboration
 Integrated developer IDE
 Development iteration planning
 Task management and work item tracking
 Team collaboration
 Integrated developer IDE
 Elaborate customer needs with process flows, story
boards or user interface sketches
 Review and approval of requirements
 Manage change and impact
 Elaborate customer needs with process flows, story
boards or user interface sketches
 Review and approval of requirements
 Manage change and impact
Requirements Composer
/ IPWC

High-level solution workflow
Rational Focal Point Rational Team Concert / IPWC
Rational Insight
Capture Idea
Develop
Business Case
Analyze and
Prioritize
Plan Roadmap
Develop WBS
& Schedule
Define Risks
….
Snapshot
Target Work to
Iterations
Select
Authorize
Create Project
Elaborate Work
Items
Perform Work
Assign
Resources
Report Time
Monitor
Project
Review
Portfolio
Schedule
Business Needs
Effort estimates
Work reflected in PM views
Project actuals collected
Potential change
based on review
Monitor
Portfolio

Collaboration and planning between business and delivery
Business / Product Manager
• Captures the voice of the customer
• Establishes business priorities
• Agrees budgets and roadmaps
• Communicates status
Analyst / Architect
• Confirms understanding of customer needs
• Translates needs into deliverable
requirements
• Provides delivery cost and risk assessment
• Determines functional dependencies
Project Manager / Team Lead
• Expands requirements to actionable tasks
• Confirms delivery schedules and estimates
• Allocates resources and manages workload
• Identifies and escalates delivery issues
One
Delivery
Team
No one operates in isolation.
Each decision has a “knock-on” effect.

Collaborative Lifecycle Management
The Rational solution for Collaborative Lifecycle Management (CLM) provides integrations across the Change and
Configuration Management (RTC), Requirements Management (RTC), and the Quality Management (RQM) Jazz-based
applications, to connect the work of analysts with development and test teams.

Agenda
 PPM Key Areas:
 Tools for PPM
23 IBM Confidential

Key Benefits of Tools in PPM solutions
 Effective Project Management of multiple IT projects
 Track cost/effort/benefit/risk/ROI across the portfolio
 Compare baselines and track variances
 Track delivery progress
 Health alerts and variance reporting
 Focus on what matters most in driving business results
 Align features to business direction and strategy
 Objective decision making
 Organize work around value
 Perform cost/benefit and trade-off analysis to make informed investment decisions
 Identify and prioritise product features by the value they deliver
 Align and adjust product roadmaps to changing market needs and business value
 Visibility and Collaboration
 Capture market inputs, business needs and demands, customer feedback in one place to make sure the best
ideas become reality
 Capture approvals and decision points with full traceability
24

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