CA PPM Rationalizaiton
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Transcript of CA PPM Rationalizaiton
Application Portfolio Management
David Messineo
CA SPM Product Management
Target Audience
2
CFOFinance
CIOIT Manager
Service Providers
How do we balance value, agility, quality risk and cost?
How do we make the best
IT investments?
Can IT support
Our BusinessStrategy?
Service Delivery ManagerSupplier ManagerQuality Manager
Procurement
How do we meet
customer expectations
continuously?
Chief ArchitectOperations Manager
How do I maintain a
flexible, effective architecture?
Application Portfolio Management (APM) focus on providing value to
customers by supporting the following proof points:
Management of applications, services, and projects from a strategic
portfolio perspective
Ability to transition from existing portfolio to new portfolio based on fit for
purpose along business, financial, operational, and technical perspectives
Structure the rationalizing decision making process and ensuring proper
governance
Managing strategic investments through better sourcing, transparency, and
performance tracking
APM - Problem Definition
3
OperationsMaintenance
OperationsSupport
ApplicationsSupport
ApplicationsEnhancement
NewApplications
Total Cost ofSupporting
Applications &Operations
TODAY TARGET
OperationsMaintenance
OperationsSupport
ApplicationsSupport
ApplicationsEnhancement
StrategicSolutions
StrategicCapacity
DirectSavings
Rationalization – The search for effective investments
4
ExistingApplication
Portfolio
FutureApplication
Portfolio
Capture Categorize Evaluate Select Transition
RationalizationKey challenges of managing application value
Maintaining Catalog
Categorization
Business Fitness
Infrastructure Sprawl
Personnel Skills
Architecture / Infrastructure
Integration Capabilities
Economic Efficiency
Developmental Enhancements
Security Risks
On-going Availability
Organizational Priority
5
Application Portfolio Management (APM)- A CA Technologies Perspective
Step I – Register applications in target environment. Discover and/or document the necessary background meta data for each application for assessing the various rationalization strategies.
Step II – Rationalize based on business and technical fit. Mapping and Chunking. Applications are grouped into logical categories with business meaning. Dependencies and linkages are established among resources to document their interrelationships.
Currently this generally involves creating application ‘suites’ and mapping into business processes (e.g. for application rationalization)
Eventually this will involve create application ‘suites” and grouping applications by architecture (e.g. for infrastructure rationalization).
Step III – Evaluate based on identified criteria (e.g. risk, cost, etc). Costs and risks for each application are allocated by grouping. Users and key stakeholders for each application are surveyed to identify their relative importance and priority to the strategic goals of the organization. Survey results are related to organizational financials and risk objectives to determine ratings (i.e. scoring).
Portfolios are constructed and evaluated on the basis of cost, asset values, usage, financial return, strategic importance and other defined objectives.
Rationalization strategies are evaluated to determine the optimum approach using a combination of cost benefit analysis, portfolio optimization, risk assessment and financial impact.
Step IV – Identify Portfolio Transformation requirements. Layout the appropriate programs and supporting projects to transition the old portfolio to the new portfolio.
Programs and Projects should include the appropriate resource plan, investment schedule, and cost controls.
Register applications in
targeted environment
Rationalize based on
business and technical fit
Evaluate based on identified criteria (e.g.
risk, cost, etc)
Identify Portfolio
Transformation requirements
6
APM Drivers / Triggers Based Analysis(Examples)
Drivers Triggers {s=strategic, o=operational} Rationale Role
Merger & Acquisition • Redundant Business Processes {o} • Align Processes • Portfolio Planner / Business Analyst
Demand Management • Resource Shortages {o}• Conflicting Priorities {s, o}
• Workload Effectiveness• Organizational Prioritization
• CIO / Project Manager / Resource Mgr• Business Analyst / Resource Mgr
Enterprise Architecture • Process / Service Requirements {s}• Platform Capabilities {s}• Outdated Technology {o}• Resource Utilization
• Align Processes• Improve Agility• Architectural Standardization• Capacity Turnover
• Business Analyst / Chief Architect• IT Applications Mgr• Infrastructure Mgr• Infrastructure Mgr / Chief Architect
Cost Determination(Financial Performance)
• Business Requests {s, o}• IT Requests {o}• Cost Recovery {o}
• Improve Agility• Optimize SLA• Business Value
• CIO / Business Mgr• Business Analyst / Chief Architecture• IT Finance Mgr / Portfolio Mgr
Vendor Consolidation • Opportunities (Supply Chain) {s,o} • IT Staff Right Sourcing {s,o}
• Align Processes• Capacity Turnover
• Business Mgr / Analyst• CIO / Business Mgr
Cost Reduction(Financial Performance)
• Total IT Investment {s,o}• License Renewals {o}• Redundant applications {o}
• Business Value• Reduce Costs• Reduce Costs
• Business Mgr• IT Finance Mgr / IT App Mgr• Portfolio Planner / IT App Mgr
Risk Reduction • Security Issues {o}• Performance Issues {o}• Stability Issues {o}• Operational Issues {o}• Business Complaints {o}
• Risk Reduction• Workload Effectiveness• Risk Reduction• Risk Reduction• Optimize SLA
• CIO / Chief Architect• Chief Architect / IT App Mgr• IT Applications Mgr• Infrastructure Mgr• Business Manager
Technology Consolidation • Architectural Complexity {o}• Technology Spend {o}• Business and IT Risk {o}
• Improve Agility• Resource Consolidation• Risk Reduction
• Chief Architect• IT Finance Mgr• Business Mgr / Analyst
Work Management • Ratio Planned / Unplanned Work {o}• Environment Monitoring {o}
• Reduce Costs• Workload Optimization
• IT App Mgr / Project Mgr / Resource Mgr• Infrastructure Mgr
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marquee features – based on APM 1.1
Best Practice
Industry
KPI’s
Application
Discovery &
Automated Data
Collection
Operational
PlanningPortfolio
Transformation
(Scenarios)
Performance
Monitoring
fastAPM Wizard
And
Reporting /
Dashboards
Library of KPI’s
that are already
tied to BSI for
quick
deployment
Performance and
usage data
collected and fed
to portfolio
automatically
Portfolio’s tied to
business
planning around
Services and
Applications
Automated
discovery of
Services and
Applications and
linkages
Role based
Rationalization
analysis based on
pre-configured
optimizations
Looking a Rationalization Holistically
9
product roadmap– Application Portfolio Management (APM)
20152012 2013 2014 2016
Exis
tin
gP
lan
ned
Un
der
Co
nsi
de
rati
on
CY
• Productize Cloud Compass• Content Based Solution • Built on Clarity 13• Easy install & setup
• Clarity Feature Enhancement• Portfolio Mgmt Capabilities
• Integrated Project / Program Mgmt• BSI APM Content
• Usage (SCM, Accounting)• Performance (Nimsoft)
• Application / Service Dependency• Troux Integration
• Advanced Scenario Management• Reliability Index• Analysis – Improve Agility• Analysis – Align Processes• Analysis – Work Effectiveness
• Integration with BSI• BSI APM Content
• Usage (Clarity, Catalog)• Performance (USD, SOI,
Wily APM)• FastAPM Wizard• Enhanced Discovery capability• Application / Service Dependency
• CMDB• Scenario Planning• Analysis – Cost Reduction• Analysis – Risk Reduction• Analysis – Tech Standardization• Clarity On-Demand Enablement
(with BSI)
• First full APM release• Clarity Content Base• Application Discovery / Clustering• Application & Service Portfolio• Portfolio Scoring• Application Dependency (Manual)• Analysis – Cloud Migration • Analysis – Business Fit• Analysis – Redundancy• Clarity On-Demand Enablement
• Cloud Compass• APM (EMEA), APM (APJ), • Plan Build Run
• Clarity Feature Enhancement• Solution Integration
• Unified Demand Mgmt• Automated Fitness Analysis• Automated Risk Analysis• Automated Project Creation• Analysis – Organizational Prioritization• Analysis – SLA optimization• Analysis – Capacity Turnover
project context– APM & BSI
Clarity
ServiceDesk
ServiceCatalog
ServiceAccounting
Clarity SOIHwAM/SwAM
Wily APM
QualityWorkSLA’sCosts
ServicesApps
DeliverySLA’s
RevenueCosts
Services
QualitySLA’s
MeteringCosts
Services
ProfileWorkCostsSMI
ServicesApps
QualityAvailability
Services
QualityResponseServices
Apps
BSI
ContractsCostsApps
Info
rmatio
n So
urces
Tech Complexity
Volatility
Domain Skills
Interfaces
Scalability
Costs
Business Fit
Biz Complexity
Details
ClarityAttributes
APM(Rationalize)
CommitsContracts
SLA’s
SCM
QualityWorkApps
BSI
PerformanceDatabasePortfolio
Plan & Build Build & Run
Clarity / BSI Interplay
CreateApplication
CreateService
CreatePortfolio
CreateContract
IdentifyAttributes
Map Attributes to Metrics
AssignMetrics to Contract
RationalizePortfolio
Collect RawPerformance
Data
CalculateMetrics
Create Projects to
Execute Plan
CreatePortfolioFuture State
Move Metric Data
to Clarity
MDR MDR MDR
Track Portfolio
Performance
IdentifySLA
Violations
TrackProject
Performance
CLARITY
BSI
ResourceModel
CaptureSMI Survey
Info
Continuous ImprovementRationalization Maturity Model
LEVEL 0 - Initial Manual Process
•Process Defined
•Portfolio Info Collected
•Classifications Defined
•Roles and Ownership
Identified (RACI)
•Data Collection
•Investment Criteria
Identified
LEVEL 1 - ActiveLimited Automation
•Leverage Portfolio Mgmt
System
•Portfolio, Rationalization,
Investment, and Risk
Models Defined
•Information Model
Defined by Portfolio Type,
Driver Type, and
Rationalization Type
•Automated Data
Collection
LEVEL 2 - EfficientFormal Process
•Performance Information
Collected
•Continuous
Rationalization Process
•Benefits Identified and
Tracked to
•Automated Computations
for Various Models
•Automated Prioritization
Based on Defined Fitness
Functions
•Policy Management (&
Gap Identification)
•Minimal Enterprise
Architecture Information
LEVEL 3 - OptimizedScenarios &Predictive Performance
•Industry Centric
Standardized KPI’s
•Model Prediction and
Planning Optimized
•Performance Goal
Tracking (Planned vs.
Actual)
•Automated Model
Adjustments
•Advanced Constraints
•Optimization
•Automated Risk Analysis
LEVEL 4 – Biz DrivenAutomated Recommendations
•Measure the Effectives of
the Rationalization
Process
•Automated
Rationalization
Recommendations
•Automated Investment
Options
•Integrated Enterprise
Architecture
•Portfolio Leveling (by
investment, strategic fit,
risk, etc…)
13