_experience the commitment TM Enabling Enterprise ...
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_experience the commitment TM Enabling Enterprise Transformation with Application and Project Portfolio Management Presented by Erik Wynn, CGI Statistics Canada IT Conference, Ottawa April 15-16, 2009 © CGI GROUP INC. All rights reserved
Transcript of _experience the commitment TM Enabling Enterprise ...
_experience the commitment TM
Enabling Enterprise Transformation with Application and Project Portfolio Management
Presented by Erik Wynn, CGIStatistics Canada IT Conference, OttawaApril 15-16, 2009© CGI GROUP INC. All rights reserved
Introduction
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Application Portfolio Management
Continuous Improvement Process
Enterprise Architecture: The BIG Picture
Enabling Enterprise Transformation
Project Portfolio Management
Combining APM and PPM
Application Portfolio Management 101
3
Application Portfolio Management Benefits
4
Year
New Development
Maintenance
Some organizations spend as much as 90% of their IT budget on application maintenance.
Do the Math
5
IT Budget: $10M
Maintenance as % of Budget: 70%
Application Development: $3M
Application Maintenance: $7M
Maintenance Savings: 15%$1M
New Development Budget $4M
Development Budget Increase 33%
Example 1IT Budget: $150M
Maintenance as % of Budget: 80%
Application Development: $30M
Application Maintenance: $120M
Maintenance Savings: 20%$24M
New Development Budget $54M
Development Budget Increase 80%
Example 2
Business and IT Alignment and Agility
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Inadequate funding, the wrong people, poor governance, and lack of innovation can all widen the gap between business and IT over time.
Business
IT
Business Drivers
Market Conditions
Competition
LegislationMergers and Acquisitions
IT Drivers
Funding Governance
People Innovation
A Brief History of Application Architecture
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Application architecture has evolved over time to become increasingly decoupled from the underlying technology.
Language decoupling
Hardware decoupling
Platform decoupling
Organizational decoupling
Monolithic
Two-tier
Client-Server
N-Tier
SOA
Application: What’s in a Name?
8
Application (noun): “Exhaustive set of executable software components required to fulfill a collection of logically bundled business services.”
Taking an Application Inventory
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An application registry is at the core of an APM approach.
Create a Balanced View of Application Health
10
Tech
nolo
gyOperations
Business
What to Measure?
11
What to Measure?
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A Continuous Improvement Process
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Communicate
Plan
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Tech
nolo
gy
Operations
Business
…..…….
Measure
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excellentpoor
average
Actual outages
Metricrating
0 – 2 excellent
3 – 5 average
6 or more poor
Target outages
0 - 2
target for qualitymetric
Target for Quality
Rating Scale
Measure
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Technology
Business
Operations
Overall
Cost
Alignment
Other metric
Sub-total
Cost
Alignment
Other metric
Sub-total
Cost
Alignment
Other metric
Sub-total
Analyze
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Analyze
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Moderate management
required: consider business
transformation and architectural
fine-tuning
Moderate management
required: actively monitor risk and business value
Considerable management
required: proactively
monitor application risk and business
value
Significant management
required: consider business
transformation and architectural
fine-tuning
Significant management
required: consider business
transformation and architectural
renewal
Extensive management
required: consider architectural renewal and
business transformation
Moderate management
required: actively monitor risk and business value
Moderate management
required: consider business
transformation and architectural
fine-tuning
Insignificant management
required: consider application
retirement or business
transformation
LOW MEDIUM HIGH
BUSINESS VALUE
Analyze
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LOW MEDIUM HIGH
BUSINESS VALUE
Communicate
20
Tech
nolo
gyOperations
Business
Communicate
21
Communicate
22
COBOL
J2EE
C++
C#
ClipperPL/I
Programming Languages in UseApplication Score Card
5
0
4
3
2 12
0
21LOW MEDIUM HIGH
BUSINESS VALUE
Line of Business Summary
Score Distribution
User Satisfaction
Excellent
Very poor
GoodFair
Poor
COBOL
J2EE
C++
C#
ClipperPL/I
Programming Languages in UseApplication Score Card
5
0
4
3
2 12
0
21LOW MEDIUM HIGH
BUSINESS VALUE
Line of Business Summary
Score Distribution
User Satisfaction
Excellent
Very poor
GoodFair
Poor
LOW MEDIUM HIGH
BUSINESS VALUE
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Manage
2009
2012
Enterprise Architecture: The Big Picture
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Mapping the Dependencies
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Businessservice
Data elementsused by the
business service
Applicationsusing these
data elements
Infrastructuresupporting
theseapplications
A dependency map identifies relationships between business services, data elements used by these business services, applications using these data elements, and infrastructure supporting those applications.
This architectural mapping, combined with volumetric and system utilization data, allows organizations to get a true value on the cost of service delivery.
This enables informed decisions to improve efficiencies through:
•Architectural Renewal•Application Retirement•Outsourcing
APM and Service Oriented Architecture
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Identifying Services
A detailed map of portfolio dependencies can also help identify service candidates and service impacts:
5.Identify a candidate service
7.Determine application dependencies
9.Determine information dependencies
11.Map to business processes
13.Map to infrastructure
Building a Transformation Roadmap
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Project Portfolio Management 101
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2009 2010 2011
Year
Governance
Project Portfolio Management
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Project 4
Project 5
The Line of Business Dilemma
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. . .
Funding silos discourage collaboration among lines of business and present a significant barrier to enterprise transformation.
LOB n$
Project Review Board
Funded Projects
Project 1
LOB 1
Project Review Board
$
Funded Projects
LOB 3$
Project Review Board
Funded Projects
Project 1
LOB 2$
Project Review Board
Funded Projects
Governance Governance GovernanceGovernance
Enterprise-wide governance
Enterprise Project Portfolio Management
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Project 1
Project 1
LOB 1 LOB 2 LOB 3 LOB n
. . .Enterprise Project / Strategic Investment Review Board
Funded Projects
$ $ $ $
How APM and PPM Work Together
Application Portfolio Management
• Approach: Bottom-up
• Application driven
• Governance: Architecture Review Board
• Answers the question:“Are we doing things the right way?”
Project Portfolio Management
• Approach: Top-down
• Project Driven
• Governance: Strategic Resource Investment Board
• Answers the question: “Are we doing the right things?”
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The Continuous Improvement Cycle Revisited
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Case Study: Canada Revenue Agency
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Five Best Practices
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Five Pitfalls to Avoid
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5 Greatest Challenges
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Closing Thoughts
“You've got to be very careful if you don't know where you're going, because you might
not get there.”-Yogi Bera
“Perfection is attained not when there is nothing left to add, but when there is nothing
left to take away.”
- Antoine de Saint Exupéry38
Questions?
Erik WynnSenior Solutions Architect
CGI275 Slater Street, 14th Floor
Ottawa, Ontario K1P 5H9613-234-2155
www.cgi.com
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