nextgen ppm
TRANSCRIPT
Next Gen Project & Portfolio Management (PPM) Tools Discussion
Value Delivery in the new PPM Ecosystem
@PPM Warrior, Q3 2014
ITIL
PPM
Consulting Services: Fortune 500 and Government agencies with
diverse type, size, market, location and PPM proficiency or
ITSM maturity
@PPMWarriorLinkedIn: Erich Kissel
• “Next-Generation Portfolio Management: Strategic, Lean, And Delivery- Enabled” report, May 13, 2013
• Gartner “MarketScope for IT Project and Portfolio Management Software Applications” May 16, 2014
• Gartner “The 2014 CIO Agenda”, May 19, 2014
• Gartner “Magic Quadrant for Application Development Life Cycle Management” November 19, 2013
• Gartner “Magic Quadrant for Business Intelligence and Analytics Platforms” Feb 20, 2014
• “To The Victor Goes The Spoils: How The Need For Speed Is Reshaping The ALM Landscape” report, July 11, 2013
Alignment and
Planning
Human Resource
Management
PPM Reporting
Proj/Prog and Financial Managemen
t
Perceptions of PPM
Organizational Strategy
Resource DemandRe
sour
ce Su
pply
Delivery
Perceptions of PPM
Lead
ersh
ip
Portfolio Management
Serv
iceDes
k
Users
P
Q
DMaking, Selling, Doing
($ Business Processes)
Operational Services, SLAs,
Bus Value
Making Investment Decisions
“Prioritize”: Business
Requirements
“Qualify”: Scope, Cost,
Schedule
“Delivery”: Design, Built,
Test, Transition
Aligned Strategic Planning,What if Scenarios based
on Resource Thresholds / Supply & Demand, Quality
Delivery
Perceptions of PPM
Next Gen PPM Tools
2014 Magic Quadrant for Cloud-Based IT Project and Portfolio Management Services
2014 MarketScope for IT Project and Portfolio Management Software Applications
2013 Magic Quadrant for Application Development Life Cycle Management
2014 Magic Quadrant for Business Intelligence and Analytics Platforms
Agenda
Understanding Impacts of PPM and Current Tools– Quicksand – common issues with processes and
system– #Trending within the industry and how
organizations pivot to add more value– My/Our path– Q/A
Sometimes I feel like I am in Quicksand
Current Struggles with PPM Processes and Systems
• Multiple sources of the “truth”• Organizational objectives not clear• Being asked to release “faster”, even when requirements
are not tracked with quality• Requirements changing during project• Struggle to keep resources and understanding impacts• Department thinking creates islands of isolation in a sea
of tools• Complexity of tools• . . .
• Project-Centric views are giving way to Lean, Product-Oriented Portfolio Views
• Value, Capacity and Time-to-Market replace Iron-Triangle Measures
• Next Generation Portfolio Management Focuses & Aligns Initiatives
#Now Trending
#Now Trending
Focus on Business Value, not just on delivery of the project…
You have seen this before
My/Our Journey towards maturing & pivoting to PPM
Check out my BrightTALK
Process 1st
Then tool, including when
we mature
Project/ Program / Product
Management
Resource Management
Demand Management
Project / Program / Product Reporting
Project/ Program / Product Financial
Management
Value of a process/system can be measured by the efficiency of input
and value of output
intuitive flow, “low clicks”, direct tie
between process/system
insight: right information, people,
time with context
Value
Practical Roadmap to Insight/Valuable Reporting
Top Down PPM Management
Project & Program Portfolio & Planning Scenarios
Top Down PPM Management
Resource Financials
PPM Status
PPM Dashboards
- Information is out there for freeBrowser: whitepapers, webinars . . .Community Groups . . .
- Process 1st, Tools 2nd
- Maturity is step by step
- Processes & Systems are dependent on each other when reaching for PPM Maturity
@PPMWarriorLinkedIn: Erich Kissel