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

Erich.Kissel@Citrix.com

• “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

Erich.Kissel@Citrix.com