ca ppm14.x agile integrations

CA PPM14.x Agile Integrations

James Chan

Agile Management

CA Technologies

Director, Presales, CA PPM

AMX08E

@JamesNChan

#CAWorld

Brian Nathanson

CA Technologies

Sr Principal Product Manager, CA PPM

AMX08E

@BrianNathanson

#CAWorld

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For Informational Purposes Only

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Abstract

Integrating CA Project & Portfolio Management (CA PPM) to an agile management application is a growing need throughout the PPM community. Whether you are using Rally, Version One or, even Jira, the needs are the same: to gain a unified perspective on resources, projects and budgets. Attendees in this course will learn about CA PPM agile integrations and how to gain visibility across the organization.

James ChanCA Technologies

Director, Presales

Brian NathansonCA Technologies

Sr Principal Product Manager, CA PPM


Agenda

A BRIEF HISTORY OF PPM & AGILE

VISION OF PPM & AGILE TOGETHER

FUTURE ROADMAP

BENEFITS OF PPM & AGILE TOGETHER

STANDARDS FOR INTEGRATION

RALLY / VERSIONONE / JIRA

1

2

3

4

5

6

A Brief History of PPM & Agile


In the good old days...before the dot-com bubble burst...

Start up firms received large amount of venture capital for unproven concepts as long as they were “web” related.

Companies -- especially CIOs --spent endless piles of money on “web” technology just because they felt like they needed to do so in order to keep up with the competition.

For technologists, it was one big party. Large sums of money handed out with no proof of progress or success required. Many technology shops became “black holes” for funds.


Well...we all know what happened next...

Quote Source: The Incredible Shrinking CIO; CIO Magazine; October 15, 2003

Of course, when the dotcom bubble burst and the bottom fell out of the market, CEOs didn’t need to look far for a scapegoat. "As a leadership position, the CIO role had little or no credibility left, and we deserved every bit of it," says Malcolm Fields, CIO of office furniture and fireplace manufacturer Hon Industries.


As a result, many companies implemented new controls

Quote Source: The Incredible Shrinking CIO; CIO Magazine; October 15, 2003

which only got worse after SOX was passed in 2002

and within 5 years, fully ½ of CIOs would report into CFOs

CFO

CIO

"It’s not that CIOs were irresponsible; it’s just that they weren’t fiscally aware," says Bill Glassen, CIO of Cashman Equipment, which sells and leases Caterpillar construction equipment. "If the president of the company said one day, ’Hey, I want to do e-commerce,’" Glassen says, "the CIO bought tons of servers, hired Web programmers, basically spent a lot of money," frequently without building a business case.


Meanwhile...back at the ranch...a revolt had begun...

In 2001, an experienced group of developers wrote a document advocating a shift in the way people develop software -- primarily in response to what they saw as the overly rigid and process-oriented methods used traditionally.

While it wasn’t directly in response to the dot-com crash, it certainly coincided with a dramatic increase in corporate policies and procedures thanks to the aforementioned history.


Fast forward 10 years...and the revolt is a revolution

By 2013, 88% of organizations were practicing agile software development.

4 out of every 5 of those organizations started their agile use within the previous 5 years (i.e. since the 2008 financial collapse).

The widespread adoption of agile has come as firms that survived the economic downturn survey the landscape, believe the opportunity is there to innovate & grow, and want superior methods for doing so.


Today...the war has been won -- in the application economy

Most firms have recognized that agile execution methods deliver superior results for work where a significant amount of the information necessary is unknown at the time of inception.

Gartner calls these projects “Mode 2” type efforts.

Since this pretty much describes all software development efforts in a fast-moving world, the agile champions have won the day.


Agility is Your Competitive Advantage

Agile firms grow revenue 37% faster

Agile firms generate 30% higher profits

MIT SLOAN

Every industry is subject to disruption. Only a truly

agile business is equipped to respond.

FORRESTER RESEARCH


The problem is --There’s a difference between rebelling and governing

Now that agilists have successfully convinced the world to adopt agile methodologies to optimize engineering efficiency, they have turned their attention toward “scaling” agile for running the enterprise --

-- and immediately hit the problem that they have started turning into what they initially rebelled against.

It’s one thing to run a project team or even a set of teams in an agile fashion.

It’s an entirely different thing to run an entire organization that way.


It’s all about the money (or rather the lack of it)

Generally, it goes back to the problem all those CIOs had back in the dot-com days: The $$$ business case

For example: One of the core agile principles centers on the use of persistent teams. By keeping teams together and focused on the same product, everyone benefits from the combined learning the accumulates over time.

There’s one big problem with this scenario.

While we can control our costs, it is often difficult to control revenue. Since revenue can be influenced by a number of external factors, it may decline unexpectedly or vary in other ways --

-- and if our investors demand preservation of their margins, then we have to make cuts -- which changes the teams, impacts the work, and essentially poses a problem that agile methods are ill-equipped to address.


PPM and Agile: Mixed mode (bi-modal) is the reality today

9 out of 10organizations reported

practicing agile software development

organizations reported delivering more than half of their projects using agile techniques

Only 1 out of 10BUT

Sources: VersionOne 8th Annual State of Agile Survey 2013; 3500 independent responsesESI International 3rd Annual PMO Survey; 2300 independent responses


And, of course, there’s this...

Even with agile development providing engineering optimization, there are still challenges insuring that the right

investments are being chosen to begin with.


What’s a “victorious” agilist supposed to do?

Capacity planning

Blended approaches

Business cases

Strategic alignment

Traditional work


What’s a PMO under siege supposed to do?

Agile planning

Scaled Agile Framework (SAFe)

Development dependencies

Enterprise “agility”

Kanban


Vision of PPM & Agile Together


PPM & Agile - How do you find the right balance?

Governance(Visibility, Compliance &

Traceability)

Productivity(Customers and Velocity)


Main Value Proposition

PPM AgileFriction

Removing the friction between two antagonistic worlds


CA PPM and ALM Landscape

Strategic Planning / Capital PlanningEnterprise Portfolio Planning / Enterprise Resource Planning

Governance

Hybrid

Enterprise Agile and

Agile Team Planning

Agile Execution

ALMCA PPM

ChecklistWaterfall


Connect Strategy to Execution: From Funding to Features

Capturing innovative ideas

Management Insights

Execution: Agile or Waterfall

Prioritize and Plan

Determine Investment Mix based on market needs, strategic vision, and within budget / resource constraints

Deliver work using the methodology that best fits the job.

Evaluate performance: • Products• Deliverables • Resources• Financials

Manage incoming Ideas and Opportunities


Benefits of PPM & Agile Together


CA PPM & ALM: From Funding to FeaturesUnify Portfolio Decisions in a Hybrid World

• Help the business prioritize and fund initiatives across the entire portfolio

Bring Financial Accountability to Agile

• Connect funding to execution

Gain visibility into all Business Deliverables

• Reflect features delivered by Agile in PPM, eliminating spreadsheet inefficiencies

Unify Project Status Reporting

• Reflect Agile team progress alongside other work in PPM


Standards for Integration


Feature

Initiative

StoryStory

Story Story StoryStory

Project

Task

Task

PMO Engineering

47%

62%

Task Task

47%

62%

CA PPM / ALM Integration (Basic)


Feature

Initiative

StoryStory

Story Story StoryStory

Project

Task

Task

PMO Engineering

47%

62%

Task Task

47%

62%

CA PPM / ALM Integration (Advanced)

Assignments

Team

Timesheet Entries

Team


Rally / VersionOne / Jira


CA PPM / Rally Integration Flow

PPM Project

Create Initiative and link to the PPM Project

Import Work Status Information from the Initiative

Create PPM Task and link to the Rally Feature

Import Work Status Information from the Feature

PPM Task

Rally Initiative

Rally Feature


RallyPPM

Portfolio Manager

1. BU Requests$20M Project

Project

2. GovernanceProcessApplied

CA PPM / Rally Integration (Phase 1)


RallyPPM

InitiativeProjectPortfolio Manager Program Manager

2. Rally Initiative is

created

1. Project is Approved



RallyPPM

Initiative

Feature

Project

Product Manager

Portfolio Manager

Feature

Portfolio Manager

Agile Product Managers Break Initiatives into

Features



RallyPPM

Initiative

Feature

Project

Product Manager

Portfolio Manager

TaskTask Feature

Portfolio Manager

Tasks are created in PPM, reflecting Rally Features



RallyPPM

Initiative

Feature

Project Investment

Product Manager

Portfolio Manager

Product Owner

ScrumMaster

SW Engineer

QA Engineer

TaskTask Feature

Portfolio Manager

1. Agile teams break Features into

Stories and Tasks

2. Tasks reflect work status of Features

(%complete, start/end dates)

2. Project reflect work status of

Initiative(%complete,

start/end dates)



RallyPPM

Initiative

Feature

Project

Product Manager

Portfolio Manager

Product Owner

ScrumMaster

SW Engineer

QA Engineer

TaskTask Feature

Portfolio Manager

1. Agile teams add/remove scope

as needed

2. Task status are updated based on new scope reality

✓ ✓

✓OnPrem

SaaS / OnDemand

Rally PPM



Rally Integration – Integration Object Instance


e


Generating Rally API Key

Here are the steps to get the Rally API Key

1. https://help.rallydev.com/rally-

application-manager and login using

your Rally login (Requires workspace

admin privileges)

2. Click on “API KEYS” tab

3. Click on “Create New API Key” link in the

middle of the page to generate a new

API key

https://help.rallydev.com/rally-application-manager


CA PPM / VersionOne Integration Flow

PPM Project

Create Initiative and link to the PPM Project

Import Work Status Information from the Initiative

Create PPM Task and link to the V1 Feature Epic

Import Work Status Info from the Feature Epic

PPM Task

V1 Initiative Epic

V1 Feature Epic


CA PPM / VersionOne Integration Flow


Agile Project Mgmt.

3rd Party Add-ons

Dev/QA Tools

The JIRA® Ecosystem

Collaboration


50000 foot overview on how JIRA is structured

JIRA Agile• Epics• Stories• Defects• Sprints• Boards• Agile

Reports

IssueProject Tag: Version


Prospective Integrated Workflow for Jira Project

• Agile Project Kickoff

• Work Synchronization

• Capacity Allocation

• Development Effort (Hrs)

• Per resource

• Per day

• Per task

• Project Tasks = epics, stories, defects

• Name

• Assignee

• Start Date

• End Date

• % Complete

• Total Story Points

• Completed Story Points

• Project = Project

• Name

• Description

• Start Date

• End Date

Link Project

Time Sheets

Work Sync


APIs –The Differentiating DesignOur APIs are going to be a differentiator in the market and help us attain velocity.

Simple

• Easy to build, extend, maintain, discover and consume

Consistent

• Standard patterns and metaphors; know one, know all

Flexible

• Works equally well for partners and customers

Lightweight

• Consumer of the API can control the verbosity

Scalable

• Statelessness lends itself for infinite horizontal scalability


Interacting with the New RESTful APIs

More than an integration: a Platform for connection

Non-brittle – build once and upgrade seamlessly

Available for other integrations (ex: Jira)


Future Roadmap


RallyPPM

Initiative

Feature

Project

Product Manager

Portfolio Manager

Product Owner

ScrumMaster

SW Engineer

QA Engineer

TaskTask Feature

Portfolio Manager

1. Teams perform work in Rally using

standard Agile proceses

Collaborators are Aggregated

2. Rally users involved in delivery

(collaborators) are aggregated

3. PPM Task rosters are populated using Rally Collaborators

Team Rosters w/ Collaborators

✓ ✓

✓OnPrem

SaaS / OnDemand

Rally PPM

Product Owner

ScrumMaster

SW Engineer

QA Engineer



RallyPPM

Initiative

Feature

Project

Product Manager

Portfolio Manager

Product Owner

ScrumMaster

SW Engineer

QA Engineer

TaskTask Feature

Portfolio Manager

Teams can track time in PPM

Time tracking in PPM

✓ ✓

✓OnPrem

SaaS / OnDemand

Rally PPM



RallyPPM

Initiative

Feature

Project

Product Manager

Portfolio Manager

Product Owner

ScrumMaster

SW Engineer

QA Engineer

TaskTask Feature

Portfolio Manager

1. Teams track time using Task, Stories,

Defects in Rally

2. Time Tracking data is populated by

Feature into Tasks

Time Tracking in Rally

✓ ✓

✓OnPrem

SaaS / OnDemand

Rally PPM



RallyPPM

Initiative

Feature

Project

Project Manager

TaskTask Feature

1.Tasks are created, and approved in PPM

2. Features are are created in Rally

Product Manager

Task Initiation in PPM

✓ ✓

✓OnPrem

SaaS / OnDemand

Rally PPM



✓ ✓

✓ ✓OnPrem

SaaS / OnDemand

Rally PPM


Other Enhancements

– Milestone and Release Passback

– Easy traversal to Rally with URL Links to Rally artifacts

– Rally OnPrem support with Basic Auth

– Integration Admin page support with Rally Integration Headers

– Simplified Configuration process


PPM

Project

Project Manager

TaskTask

2.Scope changes aggregated to the Feature/Initiative

Real Time Work Status Updates

Rally

Initiative

Feature Product Manager

Product Owner

ScrumMaster

SW Engineer

QA Engineer

Feature

Portfolio Manager

1. Agile teams add or remove scope

3. PPM is notified of each of the changes

immediately

4. PPM reflects the current Rally status

immediately

Webhook event

Webhook event

Webhook event

✓ ✓

✓*OnPrem

SaaS / OnDemand

Rally PPM

CA PPM / Rally Integration (Later Phase)


Q & A


For More Information

To learn more, please visit:

http://cainc.to/Nv2VOe

CA World ’15

http://cainc.to/Nv2VOe

http://bit.ly/1wbjjqX

ca ppm14.x agile integrations

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