Removing the Friction Between Project and Portfolio Management and Agile

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Removing the FrictionBetween PPM and Agile

Kurt Steinle

Agile Management

CA Technologies

CA PPM VP of Product Management

AMT35S

Steve Demchuk

CA Technologies

CA Agile Central Chief Product Owner


For Informational Purposes Only

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Removing the Friction Between PPM and Agile

Portfolio management is where strategy meets execution, taking organizations from an aspirational strategy to realistic delivery while managing investments and work. For organizations with agile teams, there can be friction between the investment governance of their project portfolio and the adoption of Agile practices, stifling their ability to innovate. This session will examine the issues involved and discuss how connecting PPM and agile via CA PPM and CA Agile Central can alleviate this friction and empower organizations to innovate, prioritize investments and deliver rapidly.

Kurt SteinleCA Technologies

CA PPM VP of Product Management

Steve DemchukCA Technologies

CA Agile Central Chief Product Owner


The PPM Agile Friction

I have no visibility into business deliverables when teams use agile

PMO

What do you mean you can’t tell me what I get for my $$ if you use agile?

EXECS

I can’t link agile delivery to approved funding

PMO

I don’t know how to capitalize agile work, so please stick to waterfall

FINANCES

Are my product plans aligned with my company strategy. What’s our strategy again?

PRODUCT MANAGERS

Why do I have to track capex/opex?. It’s not my world!

ENGINEERING

Why do I have to go to another tool to fill out my timesheet? It’s such a waste of time!

ENGINEERING

FRICTIONPPM AGILE

“Agile is is a black box to the PMO!” “PPM does nothing for Engineering!”


How Do We Maintain Governance While Building Agility?

Governance(Visibility, Priorities & Business Value)

Agility(Predictability, Time to

Market & Responsiveness)


Impediments to Balancing Agility with Governance

LACK OF STRATEGY-EXECUTION ALIGNMENT

SUBOPTIMAL INVESTMENT DECISIONS LEADING TO MISSED OPPORTUNITIES

SUBOPTIMAL AGILE ADOPTION LEADING TO POOR BUSINESS RESULTS

LACK OF VISIBILITY TO KEY STAKEHOLDERS

1

2

3

4


Importantly: As revenue size increase, the use of Agile is smaller as compared traditional project management.

Execution Challenge: Bimodal is Here to Stay

1 - Source: Actuation consulting 2015 Study of Product Team Performance

45%of organizations choose a blended approach (some agile, some waterfall) 1

Remained constant for the last 4 years of the study

of firms use a development approach other than agile (blended, pure waterfall,some other unique process) 1

2/3

And yet: Agile adoption is a key initiative for most engineering organizations today.


Execution Challenge

AS ORGANIZATIONS ADOPT A MORE AGILE MINDSET, HOW DO YOU ANSWER:

Are we focused on the right priorities?

What are we funding?

What are teams working on?

Where are we getting behind in our strategy?

Are we getting results from our investments?


Agile Challenge: First Wave Agile Not Sufficient

Scattershot

Organic adoption

Limited business impact

Team commitments

Development metrics

Excel manual updates

Orchestrated

Synchronized adoption

Strategic alignment

Business commitments

Business metrics

Real-time dashboards

Coordinated TeamsIndividual Teams

First Wave (2001–2012) Next Level Agile (2012+)

What business results are you getting from this Agile adoption?

Time to market from 12 to 3 months

100% on-time delivery

50% cost reduction

95% decrease in defects

Happy sponsors and teams Telstra Presentation on SAFe at Agile Australia 2013

http://www.slideshare.net/ScaledAgile/agile-aus-2013final


First Wave Agile: Fragmented Tools & Practices = Waste

PORTFOLIO

PROGRAM

TEAM

??

Spreadsheet & Methodology Chaos


Agile Challenge

1 - Source: Actuation consulting 2015 Study of Product Team Performance

Only 37%

Even with agile development providing engineering optimization, there are still challenges ensuring that the right investments are being chosen to begin with.

of product managers stated their efforts are aligned with their firm’s business strategy1


Lack of Business-Technology Collaboration = Inability to Compete

Disconnects agile teams from

business needs

Amplifies chaos Misaligns funding and resource allocation

Hinders innovation


Investment Approval

PPM Meets Effective Agile

Investment Planning

Project Delivery Enterprise Scale Agile


Project & Portfolio Management

Rank and selectthe right

Investments

Fund the work Allocate resources

Actionable insight into

all development projects


Enterprise Scale Agile

Agree onbusiness

deliverables

Focus work on what matters most

Continuous planning cadence

Real-time progress visibility

Training Coaching

Platform

TransformationConsulting


STORYSTORY

STORY STORY STORYSTORY

ITERATIONS (weeks)

Feature 62%

47%Project

Task

Task

Agile “Portfolio Items”

47% Initiative

62%

Task Task

“Portfolio Items” Enable An Intelligent Integration

PROGRAM

Program Increment(quarters)


CA PPM - Agile Central Integrated SolutionPPM Project

Agile Initiative

PPM Roadmap


Removing the PPM/Agile Friction

PPM

I now have visibility into what is being delivered!

PMO

I can see where my $$ are being spent and the value I am getting for it!

EXECS

Agile delivery is linked to approved funding!

PMO

I now understand and trust the information I get from development, enabling increased depreciation and less taxes.

FINANCE

I am confident my product plans are supporting investment goals

PRODUCT MANAGERS

I don’t have to worry about tracking capex vs opex!

ENGINEERING

I don’t have to worry about tracking capex vs opex!

ENGINEERING

AGILE“We want more agile delivery –predictability on deliverables is a great thing!”

“We feel appreciated when our efforts are connected to investment decisions and our time is valued!”


Strategy Execution

CA PPM and Agile Central bring you the feedback loops you need to remove the friction


Q & A


Recommended Sessions

SESSION # TITLE DATE/TIME

AMT01S CA PPM Strategy and Roadmap 11/18/2015 at 4:30 pm

AMT17S CA Agile Central Strategy and Roadmap 11/19/2015 at 10:30 am

FGH456IJ Agile Capitalization for Greater Business Value 11/19/2015 at 4:30 pm


Must-See Demos

Drive Project Execution and Delivery

CA PPM

Theater—Agile Management

Identify the Right Investments

CA PPM


Enterprise Scale Agile

Business Transformation

CA PPM


CA Agile Central



For More Information

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CA World ’15

http://cainc.to/Nv2VOe

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Removing the Friction Between Project and Portfolio Management and Agile

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