Application Portfolio Rationalization - The Open...
Transcript of Application Portfolio Rationalization - The Open...
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© CGI GROUP INC. All rights reserved
_experience the commitment TM
Application Portfolio Sustainability:A Holistic Approach
Erik WynnDirector, ConsultingSolutions Management Office© CGI GROUP INC. All rights reserved
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Perfection in Architectural Design
Perfection is attained not when there is nothing left to
add, but when there isnothing left to take away.
- Antoine de Saint Exupéry
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Introduction
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Application Portfolio Management
Continuous Improvement Process
Enterprise Architecture
Project Portfolio Management
Case Study and Best Practices
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Application Portfolio Sustainability
Application Portfolio Sustainability
Continuous Improvement Process
Enterprise Architecture
Project Portfolio Management
Case Study and Best Practices
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The Beauty and Complexity of Nature
Nature has a beautiful
complexity that is, at the
same time, a simplicity
that mankind will never be
able to duplicate.
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The Beauty and Complexity of Nature
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The Complexity of the Modern World
Mankind finds a
way to make
simple things
complicated.
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The Complexity of the Modern World
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The Complexity of the Modern World
Sometimes overly
complicated.
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The Complexity of the Modern World
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The Complexity of IT
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The Complexity of IT
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The Complexity of IT
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The Neglected
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The Forgotten
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The Need for Proper Custodianship
Ownership has its privileges
http://www.westin.com/villalacupola
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The Need for Proper Custodianship
And its obligations
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The Need for Proper Custodianship
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The Need for Proper Custodianship
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Application Portfolio Sustainability
Application Portfolio Sustainability
• A holistic view of the application portfolio
• Optimize efficiencies in the design, delivery, and maintenance of the portfolio
• Ensure that the portfolio remains aligned (or is realigned) with business
• Part of a comprehensive IT asset management approach
• Enables organizations to make informed decisions about their applications
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Application Portfolio Management Benefits
Main Benefits of APM
• Reduce application maintenance costs
• Improve software quality
• Reduce application sustainability risks
• Reduce carbon emissions!
• Reduce duplication within the portfolio
• Enable architectural transformation
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2004 2005 2006 2007 2008
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$ M
illio
ns
Year
New Development
Maintenance
Some organizations spend as much as
90% of their IT budget on application
maintenance.
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Show Me the Money
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Confidential
Personnel37%
Software19%
Hardware18%
Outsourcing18%
Other8%
2009 IT Spending Profile – All Industries
Source: Gartner 2009 IT Spending and Staffing Report
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Where are the Savings?
• Application Portfolio Rationalization1
• Infrastructure Rationalization2
• Human Resource Alignment3
• Process Maturity Improvement4
• Project Portfolio Alignment5
• Outsourcing6
• Enterprise Architecture723
Confidential
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Do the Math
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IT Budget: $10M
Maintenance as % of Budget: 70%
Application Development: $3M
Application Maintenance: $7M
Maintenance Savings: 15%
$1M
New Development Budget $4M
Development Budget Increase 33%
Example 1
IT Budget: $150M
Maintenance as % of Budget: 80%
Application Development: $30M
Application Maintenance: $120M
Maintenance Savings: 20%
$24M
New Development Budget $54M
Development Budget Increase 80%
Example 2
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Business and IT Alignment Drift
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Requirements
Time
Business-IT Alignment Gap
Inadequate funding, the wrong
people, poor governance, and
lack of innovation can all widen
the gap between business and IT
over time.
Business
IT
Business Drivers
Market
ConditionsCompetition
LegislationMergers and
Acquisitions
IT Drivers
Funding Governance
People Innovation
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A Brief History of Application Architecture
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Application architecture has evolved over
time to become increasingly decoupled
from the underlying technology.
Language
decoupling
Hardware
decoupling
Platform
decoupling
Organizational
decoupling
Monolithic
Two-tier
Client-Server
N-Tier
SOA
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Application: What’s in a Name?
Application Definition
• Definition has evolved with application architecture
• Monolithic applications were complied and deployed as a single entity
• Successive decoupling, dynamic runtime binding, component reuse, SaaS, and cloud computing make a definition more difficult
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Application (noun): “Exhaustive set of
executable software components and
artefacts required to fulfill a collection
of logically bundled business services.”
- me
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Taking an Application Inventory
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Application Registry
• A definitive and authoritative list of all applications within the enterprise
• The application registry should keep information about these applications, including:
• Application inter-relationships
• Application-database interactions
• Database accessed
• Data elements used
• Deployment configuration
• Incident history
• Information comes from multiple sources within the organization
quality
cost
age size
An application registry
is at the core of an
APM approach.
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Create a Balanced View of Application Health
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Process
• Application, Information, and Technology Architectures
Technology
• Organization and People
• Business architecture
• Alignment with Business
People
• Operational alignment
• Policies and ProceduresProcess
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What to Measure?
Technology
• Cost of application development / maintenance
• Alignment with architectural standards
• Quality
• Complexity
• Responsiveness of IT to implement changes
People and Organization
• Business cost
• Alignment with Business objectives
• Business Agility
• Client satisfaction
• Quality (Business Perspective)
Process
• Cost of operations to support application
• Alignment with policies and procedures
• IT asset utilization
• Availability of support skills
• Process Quality
Business Criticality
• Strategic value
• Revenue generated
• Mission critical
• Priority to Senior Management
• Number of users/transactions
• Overall ROI for application
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Continuous Improvement Process
Application Portfolio Sustainability
Continuous Improvement Process
Enterprise Architecture
Project Portfolio Management
Case Study and Best Practices
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A Continuous Improvement Process
• Select applications and metrics
Plan
• Conduct application assessment
Measure
• Analyze resultsAnalyze
• Establish action plans
Manage
Plan
MeasureAnalyze
Manage
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Plan
Determine Stakeholders
• Find project champion in senior management
• Engage stakeholders from technology, business, and operations
• Communicate!
SelectApplications
• Determine sources for application lists
• Expect differences in these lists!
• Use a CMDB or application registry if available
• Merge and splice as required, but do not boil the ocean
SelectMetrics
• Determine metrics and select sources
• Make sure metrics are readily available or easily collectable
• Remember the human factor: people will have to work to get this information
DevelopMaterial
• Assessment plan and project schedule
• Interview guides
• Questionnaires
• Set up or identify a database to hold the assessment results
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quality
cost
agesize
Process
…..…….
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Measure
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Create Measurement Plan
• Create measurement plan
Establish Score Targets and Rating Scales
• Create a rating scale for each metric based on how well they reach target values
• Select scoring criteria beforeassessment is conducted
Record Measurements
• Record measurements
• Summarize by category
• Summarize by application
excellentpoor
average
Target
…..…….
quality
cost
age
size
People
Process
Technology
Overall
Cost
Alignment
Other metric
Sub-total
Cost
Alignment
Other metric
Sub-total
Cost
Alignment
Other metric
Sub-total
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Analyze
Look for Patterns
• Patterns in:
• Technology
• Business
• Operations
• Compare year-over-year results
• Identify enterprise-wide risks and issues
• Identify singletons
Analyze Risks
• Assess “portfolio risk” for each application
• Determine mitigation strategy
Summarize Results
• Determine assessment scores for individual applications
• Plot applications into matrix according to business value and portfolio risk
• Examine results for trends by technology, line of business, etc…
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Confidential
Moderate
management
required: consider
business
transformation
and architectural
fine-tuning
Moderate
management
required: actively
monitor risk and
business value
Considerable
management
required:
proactively
monitor
application risk
and business
value
Significant
management
required: consider
business
transformation
and architectural
fine-tuning
Significant
management
required: consider
business
transformation
and architectural
renewal
Extensive
management
required: consider
architectural
renewal and
business
transformation
Moderate
management
required: actively
monitor risk and
business value
Moderate
management
required: consider
business
transformation
and architectural
fine-tuning
Insignificant
management
required: consider
application
retirement or
business
transformation
PO
RT
FO
LIO
RIS
K
HIG
HM
ED
IUM
LO
W
LOW MEDIUM HIGH
BUSINESS VALUE
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Analyze
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Moderate
management
required: consider
business
transformation
and architectural
fine-tuning
Moderate
management
required: actively
monitor risk and
business value
Considerable
management
required:
proactively
monitor
application risk
and business
value
Significant
management
required: consider
business
transformation
and architectural
fine-tuing
Significant
management
required: consider
business
transformation
and architectural
renewal
Extensive
management
required: consider
architectural
renewal and
business
transformation
Moderate
management
required: actively
monitor risk and
business value
Moderate
management
required: consider
business
transformation
and architectural
fine-tuning
Insignificant
management
required: consider
application
retirement or
business
transformation
PO
RT
FO
LIO
RIS
K
HIG
HM
ED
IUM
LO
W
LOW MEDIUM HIGH
BUSINESS VALUE
Risk Matrix
• Each cell in the risk matrix corresponds to a specific mitigation strategy
• Applications with high business value require constant vigilance
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PO
RT
FO
LIO
RIS
K
HIG
HM
ED
IUM
LO
W
LOW MEDIUM HIGH
BUSINESS VALUE
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Manage
Improve Portfolio
• Determine which applications present the highest risk to the portfolio
• Risk mitigation strategy is determined by matrix position
• Establish plan to mitigate risks
• Create strategic and tactical holistic plans to improve portfolio
2009
2012
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Communicate
Communications Plan
• Communicate the right message to the right people at the right time
• Who, What, When, How, Why
• Strategic, Tactical and Operational communications
Communications Material
• Status Reports
• Assessment Results
• Application Scorecards
Communications Vehicle
• Use a web site to bring stakeholders together
• Take advantage of social computing tools to help people collaborate
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Process
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Enterprise Architecture
Application Portfolio Sustainability
Continuous Improvement Process
Enterprise Architecture
Project Portfolio Management
Case Study and Best Practices
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Enterprise Architecture
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Mapping the Dependencies
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Business
service
Data elements
used by the
business service
Applications
using these
data elements
Infrastructure
supporting
these
applications
Dependency Map
A dependency map
identifies relationships
between business
services, data
elements used by these
business services,
applications using
these data elements,
and infrastructure
supporting those
applications.
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Mapping the Dependencies
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Investment Decisions
Architectural mapping,
combined with volumetric
and system utilization data,
allows organizations to get
a true value on the cost of
service delivery.
This enables informed
decisions to improve
efficiencies through:
• Investment
• Outsourcing
• SaaS
Business
service
Information
costs
Applications
costs
Infrastructure
costs
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Building a Holistic Transformation Roadmap
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Bu
sin
ess
Arc
hit
ectu
re
Info
rmati
on
Arc
hit
ectu
re
Ap
pli
cati
on
Arc
hit
ectu
re
Tech
no
log
y
Arc
hit
ectu
re
Technology
Process
Organization
& People
2010 2011 2012 2013 2014
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Project Portfolio Management
Application Portfolio Sustainability
Continuous Improvement Process
Enterprise Architecture
Project Portfolio Management
Case Study and Best Practices
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Project Portfolio Management
The Enterprise Project View
• Ensures the right mix of projects to meet organizations goals and objectives
• Provides a detailed view of all projects within the enterprise, including:
• Cost (size)
• Risk status (color)
• Priority (Y-axis)
• Release date (X-axis)
• Effort
• Resources
• Applications impacted
45
2009 2010 2011
Year
Pri
ori
ty
Low
Mediu
mH
igh
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Project Portfolio Management Objectives
• Determine project mix to ensure alignment with business objectives
• Align project investment with business and IT objectives
• Provide framework for selecting and monitoring projects
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Confidential
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Governance
Project Portfolio Management
PPM Enables Project Selection
• Aligns projects with organization priorities and capabilities
• Top-down governanceapproach to determine which projects to fund
• Uses a set of project selection criteria to rank project proposals
• Creates a diversified project portfolio by selecting a proper mix of project work across different technologies and lines of business
• Maps project work to individual applications within the portfolio
47
Funded Projects
Project 3
Project 2
Project 1
Project 4
Project 5
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The Line-of-Business Dilemma
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. . .
Funding silos discourage collaboration among lines of business and
present a significant barrier to enterprise transformation.
Project 3
Project 2
Project 1
LOB n$
Project Review Board
Funded Projects
Project 2
Project 1
Project 1
LOB 1
Project Review Board
$
Funded Projects
Project 3
Project 2
Project 1
LOB 3$
Project Review Board
Funded Projects
Project 2
Project 1
Project 1
LOB 2$
Project Review Board
Funded Projects
Governance Governance GovernanceGovernance
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The Line-of-Business Dilemma
• Similar to the Prisoner’s Dilemma problem
• Co-operation is not always in the best interest of each of the participants
• This is a very difficult problem to tackle
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Confidential
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Enterprise-wide governance
Enterprise Project Portfolio Management
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Project 2
Project 1
Project 2
Project 1
Project 3
Project 2
Project 1
Project 3
Project 2
Project 1
Project 1
Project 1
LOB 1 LOB 2 LOB 3 LOB n
. . .Enterprise Project / Strategic Investment Review Board
Funded Projects
$ $ $ $
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Case Study and Best Practices
Application Portfolio Sustainability
Continuous Improvement Process
Enterprise Architecture
Project Portfolio Management
Case Study and Best Practices
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Case Study: Canada Revenue Agency
Application Sustainability Assessment Framework
• Project initiated to mitigate risk of decreasing agility and increasing costs in line of business applications
• Portfolio of 450+ applications, and counting
• Some LOBs spending 90% of their IT budget on maintenance
• ~40 million lines of COBOL code
• Older database technology, including IDMS and VSAM deemed to be the greatest risk to the portfolio
• Process to create a rolling multi-year application renewal strategy
• Received in perpetuity funding to address ongoing sustainability
• First priority is to migrate 8M lines of COBOL/IDMS code to DB2
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Five Best Practices
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• Find an executive champion1
• Piggyback on existing processes2
• Communicate!3
• Establish action plans before results4
• Track metrics for several years5
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Closing Thoughts
You've got to be very careful if you don't know where
you're going, because you might not get there.
- Yogi Bera
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“
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© CGI GROUP INC. All rights reserved
_experience the commitment TM
Questions?
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© CGI GROUP INC. All rights reserved
_experience the commitment TM
Erik WynnDirector, Consulting
Solutions Management Office, CGI275 Slater Street, 14th Floor
Ottawa, Ontario K1P 5H9613-234-2155
Thank You!