managing and rationalizing the application portfolio with ca ppm

Managing and Rationalizing the Application Portfolio with CA PPM

David Levine

Application Portfolio Management

BB&T

SVP, Integrated Demand Mgmt and Global Delivery ServicesAMX11S

@CAPPM

#CAWorld

2 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD

Abstract

One of the fastest-growing business usages for

CA Project and Portfolio Manager (CA PPM) is

application portfolio management. More and more

organizations are implementing CA PPM to first

understand and manage projects and portfolio, and

then taking the next step to leverage for application

management. In this session, learn about Application

Portfolio Management in the financial services industry.

David Levine

BB&T

SVP, Integrated Demand Mgmt and Global Delivery Services


What is Application Portfolio Management (APM)?

APM is all about understanding and managing costs, quality, and efficiency of IT applications to best meet business objectives with an acceptable level of risk.

This starts with a basic understanding of what are the IT applications in your organization and where are the costs and risk.


Why is APM Critical?

In financial services there is no longer an option related to APM related to risk of applications

Efficiency drivers around duplication of applications in larger organizations

Alignment of project priorities and spend to the most critical applications

Moving towards understanding of TCO by business services and underlying applications


Key APM Themes

Outdated Infrastructure or Platforms

Outdated/Aged Applications– End of Support / End of Life

– Supportability and Resiliency

Vendor Risk– Financial Risk / Vendor Performance

Optimization of Applications

Business Value Generation– Need for new business capabilities


Application Rationalization – Example Methodology

Eliminate

(Retire/ Consolidate Asset)

Accept

(Re-assess on regular basis –leverage where possible)

Grow and Leverage

(Maintain and increase leverage)

Retire

(Move off these applications / Shut down)

Invest / Move

(Invest to address technical health or migrate to other application)

Business ValueLOW HIGH

Tech

nic

al H

ealt

hLO

WH

IGH

There are different models around rationalizing applications – all should consider the following:

– Balance of Business Value vs. Technical Health

– Dependent on obsolete technology (i.e. old)

– Redundant (through acquisitions or

consolidations)

– Disparate & incompatible applications

(unable to tie together via automation)

– Non-core functions

(abandoned business strategies, etc.)

– Non-core technologies

(due to enterprise architecture choices)


Why Leverage CA PPM for APM?

APMRationalization of applications

PPMExecute on

the Roadmap

List of applications we want to retire and migrate

Track retired & migrated applications

Decision Action


What Are the Steps to APM?

1. What are your applications?

2. Which ones do you care about most and why?

3. How do you feel about those applications?

4. What should you do first?

5. What will these investments cost, how long will they take, and how do they fit

with other priorities?

6. How do I report and show progress against getting better?


How Does APM Fit Together with PPM in CA PPM?

Source of Record

for Applications

(could be external

to CA Clarity)

CA Clarity

Applications Idea

Technical / Risk

Assessment

Business

Assessment

Drivers

Projects

Portfolio for

Planning Process

Portfolios of

Applications

Execute on

Approved Ideas

APM PPM


Business Value Received – Points of Success

Portfolio Management

Streamline PPM Processes

Application Portfolio Management

Demand and Supply Management

Financial Transparency

Ensure regulatory compliance and Risk Management for APM and PPM

Transparency to our key critical assets –people and assets

Strategic and tactical portfolio management of all work types

Improved Balance of Supply and Demand to focus efforts on highest priority work

Single source of record

CA PPM can be used to support:

Value it brings to Financial Services Organizations:


Governance Approvals, audit trail, locking data, lifecycle

Ability to view historical data

Security Driven

Ease of Configuration Flexible solution

Changes to scoring model

Changes to workflow

Simple export of data

Reporting

CA PPM Capabilities Used for APM


Recommendations

Start simple – an inventory with high level information

Define your critical drivers and how you will assess– Are they application rationalization, stability of applications, etc.?

Define your process– How often, which applications, RACI

Determine your requirements to manage the process and report results– Do you need a tool to manage?

– Is Excel good enough to start with?

Set Objectives and get needed resources/funding– What are your goals?

– Model for APM Maturity (Ad Hoc, Repeatable, Defined, Optimized)


Q & A


Recommended Sessions

SESSION # TITLE DATE/TIME

AMT015 Vision and Roadmap: CA Project & Portfolio

Management Strategy011/18/2015 at 1:00 pm

AMX25SRemoving the Friction Between Project and Portfolio

Management and Agile011/18/2015 at 3:00 pm

AMT17S Vision and Roadmap: Rally Strategy 011/19/2015 at 10:30 am


Must-See Demos

Simplify your Application Portfolio

CA PPM

Theater - Agile Management

Identify the Right Investments

CA PPM

Theater – Agile Management

Align Resources to Meet Demand

CA PPM


Business Transformation

CA PPM



For More Information

To learn more, please visit:

http://cainc.to/Nv2VOe

CA World ’15

http://cainc.to/Nv2VOe

http://bit.ly/1wbjjqX

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