Technological Breakthroughs in 2011 and Beyond

©2011 HP Moldova ICT Summit 2011 Project Management 1 ©2011 HP Confidential 1

PROJECT MANAGEMENT

Name Wilfried Grommen

Role CTO

Date May 19, 2011

Moldova ICT Summit 2011

ALM (application lifecycle

management)

Agile development


AGENDA

Overall challenges

The value of HP Project and

Portfolio Management

within Application Lifecycle

Agile Development

Q&A


THE CHALLENGES

©2011 HP Moldova ICT Summit 2011 Project Management 4

• Valuable, but growth is capped

• Costly, brittle, monolithic and proprietary

• Must change structure to evolve

• Next generations of SAP and Oracle

based on SOA

• SOA driving new custom applications

and legacy integration

• New Web 2.0 models

• “Mashups” in the enterprise

New and Agile Business Capabilities

Shared Services / Composite Apps

Yesterday’s applications: Today’s applications:

IT IS CONSTANTLY CHANGING…


MULTIPLE and simultaneous

New Deployments, fixes and patches

Application Request Prioritization

How to capture and manage requests for

applications?

Resource Management

Do you have enough resources to deliver?

Cost (Plan vs. Actual)

How much are you spending? How much is

remaining?

Business Value

What really matters for the Business?

MANAGING APPLICATIONS – THE CHALLENGES

Major Upgrades

New

Applications

Minor

Releases

Fix Patches

http://news-libraries.mit.edu/blog/wp-content/uploads/2008/01/money.jpg


MANAGING APPLICATIONS – MORE CHALLENGES…

MULTIPLE Methodologies

Standards to the development processes

Compliance

Ensure Business compliance

Time Management

Accurate Time Planning

Scope

Guarantee intended features are fully

delivered

Scope Changes

Manage requirements changes within the Lifecycle

Agile

Waterfall Spiral

XP Scrum

Rational Unified


THE REALITY IS…

According to analysts,

68% of IT projects fail to

meet their goals

32%

68%

Succeeded

Failed /Challenged

WHY…

IT goals & investments out of

alignment with overall business

strategy

Projects and Application Scope not

clearly defined

Manual processes being used, trying

to manage projects

Ever more scarce resources

IT being asked to deliver more projects

than possibly can be delivered *Extracted from Chaos Manifest report 2009 –

68% represents: 44% Challenged and 24% Failed


THE “CHALLENGES” SUMMARY

– Growing complexity of software solutions

– Different ways of building applications to support business

processes

– Legally enforced compliance issues

– Rising need for thorough Portfolio Management right from the

application requirements to delivery

– Resource allocation and Cost Management for optimized

business outcome in continually changing environments


HP SOLUTION

Focus on Strategy for ALM

HP Project & Portfolio

Management


HP APPLICATION LIFECYCLE MANAGEMENT

New Deployment Major

Upgrades

New Deployment

Minor release Minor release

Fix/

patch

Fix/

patch Fix

Fix/

patch

Minor

Full Quality Process

• Deploy

• Monitor

• Support

• Maintain

• Manage Operational

Changes

• Application

Retirement

“Invest in what matters”

Application Infrastructure

STRATEGY OPERATIONS APPLICATIONS


The complete application lifecycle

Major Upgrades

New

Applications

Minor

Releases

Fix Patches

Managing beyond the Application Development

Adding Project & Portfolio Management



New Deployment Major

Upgrades

New Deployment

Minor release Minor release

Fix/

patch

Fix/

patch Fix

Fix/

patch

Minor

Full Quality Process

“Invest in what matters”

Application Infrastructure



The complete application lifecycle

Alignment of Application Initiatives and Business Needs

Execute, Manage & Control – Application Programs, Projects and Demands

Application Portfolio Optimization

Visibility of ALL IT Application Initiatives and Operational activities

Major Upgrades

New

Applications

Minor

Releases

Fix Patches

• Deploy

• Monitor

• Support

• Maintain

• Manage Operational

Changes

• Application

Retirement



IT Portfolio Management and Optimization


Request for New

Application Request Validation and

Approval

HP PPM manages Application Lifecycle Phases end-to-end

Program & Project Management

Financial Management

Validate Business Benefits and when the request can be delivered

Ensure request data is accurate

Resource Management

Risk and Issue Management

Compliance Time Tracking

Service Mgr

Develop/Test

Quality Center Integration

Plan/Define Requirements

Impact Analysis and Change Approval

Deploy (BSA)

New Application


Application Maintenance leveraging Demand Management


Demand ALM – Request For Change


Request for Application

Change Request Validation and

Approval

HP PPM manages the end-to-end Application Lifecycle Phases

Identify Affected Configuration

items

Impact Analysis and Change

Approval

Quality Center Integration

uCMDB Integration

Release Control Integration

Application changes are created in HP PPM

Change Management Application Changes

IT Portfolio Management and Optimization

Validate Business Benefits and when it can be delivered

Ensure request Data is accurate

Deploy (BSA)

Financial Management

Resource Management

Risk and Issue Management

Compliance Time Tracking

Update Change Information

Plan/Define Requirements

Develop/Test

Optimize

Manage, Execute and

Control

Align

Visibility


HP Project & Portfolio Solution – Visibility of ALM end-to-end


GAIN Visibility

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 on timelines & risks)

Quality status indicators based on QC results

Trend analysis of requirements, tests, defects

SDLC or testing status


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

Align


Manage, Execute

and Control

HP Project & Portfolio Solution – Manage Application Projects


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


HP Project & Portfolio Solution – Optimize Application Portfolio


Optimize

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


HP Project & Portfolio Solution – Proven ROI


Request Capture 13.3% improvement

Process Efficiency 16.3%

Average 6.5% ROI within 1year

45.2% more Projects completed early


AGILE DEVELOPMENT

HP Applications

Development Services


METHOD ANALOGY

Application development is more like sailing a ship than baking a cake…but we

seem to think and act as if the reverse were true

Baking a Cake (Predictive)

Assumes predictability

Little ability to adjust for change

Follow the Recipe

Stable environment (fixed oven temp)

Few variables

Variables are controllable

Sailing a Ship (Adaptive)

Expects the unexpected

Ready to adjust for change

Minimize risk

Changing environment (wind shifts and waves)

Many variables

Variables are uncontrollable

PREDICTIVE ADAPTIVE METHOD CONTINUUM


DEVELOPMENT METHOD CONTINUUM

HP Enterprise Services supports multiple development methods from predictive to

adaptive on the method continuum

Plan and process driven

Changes are controlled

Scope is well defined

and requirements are known

Value and people driven

Requirements and scope are not firmly

defined and can change

Embrace change as it occurs

PREDICTIVE ADAPTIVE

Assumes that the details of the entire

project can be accurately determined at

the project start, including requirements

Develops very high level requirements and

identifies a potential future state or

framework to serve as guidance

Work product: Results driven

Continuous work flow

Work product: Document driven

Linear and sequential (discontinuous)


FACTORS INFLUENCING SELECTION

One size does NOT fit all – Waterfall, Iterative and Agile Methods each have

their place

PREDICTIVE ADAPTIVE

Iterative Agile

METHOD CONTINUUM

Waterfall

• Requirements dynamism

• Project type and size

• Organizational culture and understanding

• Technology type

• Team size

• Overall number of core team members

• Onshore / offshore mix

• Experience and skills-mix (affinity)

• Infrastructure readiness

• Business involvement

• Application complexity


AGILE MANIFESTO

We are uncovering better ways of developing software by doing it and helping

others do it

Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is a value in the items on the right,

we have come to value the items on the left more


AGILE DEVELOPMENT

HP delivers agile applications development projects based on the Scrum

management framework and eXtreme Programming (XP) engineering practices

XP Engineering Practices

Simple Design

Modeling

Testing

Refactoring

Scrum Management Framework

Product Backlog

Sprint Backlog

Sprints (1 – 4 weeks)

Daily Scrum Meetings

Sprint Reviews

Product Increments

Pair Programming

Collective Ownership

Continuous Integration

Application Frameworks

Coding Standards


HP AGILE PROCESS

The HP agile development process enables agile teams to reach high velocity and develop

product increments faster with higher levels of quality

HP EDGE Process Sets

Processes and Guidance

Work Breakdown Structures

Work Products / Templates

Responsibilities

Inputs and Outputs

Best Practices

Agile Process Configuration


AGILE IS VALUE DRIVEN Waterfall Agile

Plan

Driven

Cost Schedule

Scope

Estimated

and fixed

Fixed

Quality

Prioritised and

negotiable

Release Date

Cost Schedule

Scope

Fixed

Quality

Value

Driven

$

Moving away from activity based Project Management toward value

based Project Management


AGILE MAXIMISES ROI

Waterfall-based project

A waterfall-based project only delivers value at the

end, while agile approaches can deliver value more

progressively:

Agile project

Project

Release1

Iteration1

Release 2

Iteration 2 Iteration 1 Iteration 1 Iteration 2

Release 3

0

Capability deployed

Value Realised over time

$ $ $

$ $

$ $

$

Time

Valu

e

$ $

$

$

$

$

$

$

$

$

Project

Solution Definition Design & Build

0

Capability deployed

Value Realised over time

$

$

$

$

Time

Valu

e

System

Test

Integration/

Acceptance

Test


Cost per feature is fairly linear because the team size is relatively constant.

Early releases deliver highest priority features and therefore the most value.

Governance Checks allow for future value to be compared to future cost.

Projects can be stopped if only low value features remain to be delivered.

$

Time

Feature

Value

AGILE PROJECT – COST AND VALUE


AGILE FACTS

Agile development methods are successfully being used to compress the application development lifecycle and deliver higher quality software products

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

Quality Functionality Money Time

Agile

Iterative

Traditional

Ad-Hoc

Results from Scott Ambler’s December 2008 Software Development Project Success Survey

posted at www.ambysoft.com/surveys/success2008.html

Based on responses by 279 people surveyed

Some Facts about Agile

FASTER TIME TO MARKET:

87% said time to market improved or significantly

improved (1)

Agile Projects are Faster to Market by 37% (2)

INCREASED PRODUCTIVITY:

82% said productivity is somewhat or much higher

(3)

HIGHER QUALITY:

68% said quality had improved or significantly

improved (1)

84% said defects had gone down by 10% or more (1)

30% said defects were down by 25% or more (1)

REDUCED COST:

37% said development cost was improved or

significantly improved (1,3)

SOURCES:

(1.) 3rd Annual State of Agile Adoption Survey, VersionOne, 2008

(2.) Michael Mah, QSMA, 2008

(3.) Agile Adoption Survey, Dr Dobb’s Journal, Scott Ambler, 2008

http://www.ambysoft.com/surveys/success2008.html


AGILE IS NOW MAINSTREAM…

Gartner predicts by 2012, agile development methods will be utilized in 80% of

all software development projects.

Agile 35%

Iterative 21%

Waterfall 13%

Source: Forrester/Dr. Dobb’s Global Developer Technographics Survey, Q3 2009


CLOSING REMARKS

– Agile is recognized as a mainstream methodology

– Requires a paradigm shift

– New development tools and principles

– The key to Agile’s success is found in people,

communication, expectations management

and values

– Agile acknowledges the fact that planning,

design, and development is a learning process

– Be vigilant against falling into to old habits

There is no silver bullet

“It's not the plan that is important, it's the planning.”

- Dr. Graeme Edwards

“No battle plan survives contact with the enemy.”

- Helmuth von Moltke


Questions? Thank you!

Thanks!

[email protected]

Technological Breakthroughs in 2011 and Beyond

Business

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