developing and delivering products in an agile world (.75 pmi pdu)

Eric Feldman CA Technologies

Developing and Delivering Products in an Agile World

Allan Mills Digital Celerity

David Werner CA Technologies

developing and delivering products in an agile world speakers

David Werner Solutions Marketing

CA Technologies

David has worked on CA’s Project & Portfolio Management solution, CA Clarity PPM, in various

roles for over 8 years. David’s solutions marketing role includes focus areas of PPM, Agile development, requirements planning, ideation,

and service management.

Allan Mills MPM, PMP, Engagement Manager

Digital Celerity

As senior member of Digital Celerity’s global PPM Practice, Allan is the Agile Practice Manager and Champion for Digital Celerity. He was a product manager for a commercial ecommerce product and has implemented CA Clarity PPM in several Research and Development organizations. Allan is a Clarity PPM Certified expert on all PPM business processes and core modules including Project Management, Resource Management, Portfolio Management, Crystal Reporting and Studio.

Eric Feldman Solutions Marketing

CA Technologies

Eric Feldman is on the solutions marketing team, responsible for messaging, positioning, and

strategy for the Service Management group of solutions at CA Technologies. His areas of

expertise include IT finance, process automation, service catalog, and portfolio management.

Developing and Delivering Products in an Agile World - Copyright © 2012 CA. All rights reserved. 2

expectations Deliver what your customers want Update often Deliver immediately Accelerate your business

the agile world: agility is expected

collaborate and accelerate agile is key to delivery expectations

Something

Can we increase ?

Are our resour?

Unlock development

potential

Shorter turnarounds

More frequent updates

automation: delivering at the speed of agile

Remove process

barriers

Keep up with Agile

development

Meet customer

expectations

• The current economic conditions and market forces dictate

that companies deliver:

• innovative,

• quality products and services

• faster

• In this new fast paced world do you see this?

• Difficult to create upfront, unchanged, and detailed specs

• Near the beginning it is not possible to know every single step

• Change rates are high

the new product development challenge


Traditional Product Management:

• Traditional planning involves anticipatory predication

• Complete specifications and then build

• Identify, define, schedule and order all detailed activities

• Very suitable to repeatable process

Agile Product Management

• Agile planning involves an inspect and adapt approach

• Suitable when it is impossible to create upfront, unchanged, and detailed specs

• Near the beginning it is not possible to know every single step

• Change rates are high

• Creative adaptation to unpredictable change is the norm

• Adaptive steps are driven by incremental build – feedback cycles

• Suitable for new, innovative, untested products

traditional vs. agile product management

7 Developing and Delivering Products in an Agile World - Copyright © 2012 CA. All rights reserved. 7

why go agile?


Old Mindset:

Fixed

• Customers knows what they want

• Developers know how to build it

• Nothing will change along the way

New Mindset:

Agile

• Customers discover what they want

when they see it

• Developers discover how to build it when

they build it

• Many things change along the way

product management mindset shift


• New e-Commerce Product

• Driven by market demand

• A new an innovative market

• Deliver high quality product very fast

• Needed an “Agile” approach

• Focused on collaboration between market experts and developers

• Delivered value to customers in short periods

• Embraced changing requirements

Example of an Agile approach

10

Developing and Delivering Products in an Agile World - Copyright © 2012 CA. All rights reserved.

— To improve our ways of developing software, we value:

− Individuals and interactions over processes and tools

− Working software over comprehensive documentation

− Customer collaboration over contract negotiation

− Responding to change over following a plan

— That is, while there is value in the items on the right, we value

the items on the left more.

the agile manifesto – by the agile alliance


an agile approach – the SCRUM framework


//upload.wikimedia.org/wikipedia/commons/5/58/Scrum_process.svg

sequential vs. overlapping development


• Agile Teams quickly become

passionate about Agile. You

need to support them.

• Distributed teams need a

way of communicating and

updating each other

• You need to integrate Agile

projects with your overall

project reporting standards.

moving to an agile tool


rolling up your agile projects


How do we provide a fast, secure user experience that is accessible 24x7 on any device, from anywhere with no interruptions?

Delivery Challenges

How can we improve our processes?

How can we deliver more value versus focusing on demand management?

How do we enable automated delivery and still maintain control?

How do we move faster and be more productive – while lowering costs?


business challenges fast, lean, and consistent

— businesses need speed to grow revenues fast enough

— every function must continually lower unit costs

— every function must deliver consistently to be trusted

Automation has the best opportunity to simultaneously lower costs and improve service levels


delivery automation customer pain / challenges

Customer Pain/Challenge Potential Business Impact

Need to better manage requests for services from IT and other internal providers

Lengthy manual processes creates extensive lag, increasing costs, mistakes in configuration and poor perceptions of IT Services delivery

Need to offer virtual resources as requestable automated services

More coordinated definition / utilization reduces sprawl, reduces OPEX and increases ROI on CAPEX investments

Need to create and automate the standardized services, set expectations on delivery and automate provisioning of physical and virtual servers

Once properly defined, an automated service lifecycle process reduce costs thru consistency and better utilization of staff to ensure a better quality of IT service

Need to monitor and account for service requests and utilization

Ensuring efficient management of virtual resources and appropriate chargeback for services delivered


customer are presenting their own challenges

— How do I get what I need to do my job?

— How come it takes too long to fulfill requests?

— When can I expect the product or service to be delivered?

— What will this product or service cost me?


typical scenario in delivering a product or service without process automation

DATABASE

OPERATIONS

SERVICE MANAGER

BUSINESS MANAGER CUSTOMER

APPLICATIONS

SECURITY

IT

REQUIRED FORMS

NEW SERVICE REQUEST

REQUEST FOR SUPPORT

REQUEST FOR IT RESOURCES

PROVISION APPLICATIONS

SERVICE DELIVERED

REQUEST FULFILLED AND APPROVED

USER ID CREATED

ROLES ESTABLISHED ACCESS APPROVAL

REQUEST FOR ACCESS

3

1

2

8

5 6

11

9

7

4

10


delivering a cloud service with automated processes

Customer

SLA Dashboard Request Portal

Service Level Monitoring

Define service metrics



Process Automation

Request

Customer

Review & Approve

Manager Approver



Empower users with self-service Define service metrics



Review & Approve

Process Automation

Request

Customer

Review & Approve

Manager Approver


Capacity Management

Portal

Capacity Manager


Empower users with self-service

Predict current & future

capacity needs




Configuration Database

External Physical Virtual Pool

Internal

Provision Requested Resources

Review & Approve

Configuration Validation

Standard Configuration

Process Automation

Request

Customer

Review & Approve

Manager Approver


Capacity Management

Portal

Capacity Manager



Maintain standards & compliance


capacity needs

Pool & provision






Internal


Review & Approve



Process Automation

Request

Customer

Review & Approve

Manager Approver


Capacity Management

Portal

Capacity Manager





capacity needs

Capture consumption

Pool & provision


Metering & Performance



Reconcile Cost of Service


Relationship Manager


Internal


Review & Approve



Process Automation

Request

Customer

Review & Approve

Manager Approver


Capacity Management

Portal

Capacity Manager


Manage service levels and costs




capacity needs

Capture consumption

Pool & provision


Metering & Performance


process automation value curve

Server consolidation

Infrastructure optimization

Automation and orchestration

Automated delivery systems

CAPEX OPEX Revenue

Delivering Value

Virtual Infrastructure Management (hypervisors)

Virtual Systems Management (P+V)

Virtual Service Management

Management Approach

Infrastructure Automation

Virtualization Management

Product and Service Automation


delivering products in an agile world

Faster development with

Agile

Quicker delivery with

automation

Meeting higher customer

expectations

want more information?

Agile success stories and webcasts on ca.com/getagile

“Going Agile” whitepaper on digitalcelerity.com

Full PPM and Agile solution information on ca.com/project-portfolio-management

Automation solution information on ca.com/service-management

Full Digital Celerity services information on digitalcelerity.com

Additional Information


developing and delivering products in an agile world (.75 pmi pdu)

Education

agile world copyright

agile customers

agile tool agile teams

agile alliance

agile manifesto

agile practice manager

quality products

portfolio management