Project and portfolio management

HP Project and Application
Portfolio Management
Management for top investment returns

Accelerating innovation and change
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4 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

How can we unleash the power of innovation?

We need to deliver faster by:
Removing the barriers between the
business, development and operations
Working on the highest priorities
Automating for velocity
Driving collaboration
Ensuring speed doesn’t trump quality
And support it with a performance system


Yet we’re often failing in delivery
According to analysts, 62% of projects fail to meet their goals WHY…
49% suffered budget overruns
47% had higher-than-expected maintenance costs, and Investments out of alignment with
41% failed to deliver the expected business value and ROI overall business strategy

0
Projects and Application Scope not
Succeeded
Failed /Challenged clearly defined
38%
Manual processes being used, trying to
manage projects

62% Ever more scarce resources

Desire to deliver more projects than
possibly can be delivered
*Extracted from CIO.Com
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
6

Let’s drill down–

Project and Portfolio Management
and Application Portfolio
Management


The 10 top CIO Challenges…
Delivering business value in a tough economy

Aligning IT and business goals
Controlling IT costs
IT governance and portfolio management
Business process redesign
Leadership development/staff training
Marketing IT’s business contribution
Rationalizing or centralizing the application
portfolio
Protecting customer data privacy
Scaling IT globally
Regulatory compliance
Source: Top Ten list from the CIO Magazine "State of the CIO 2010" survey
*Challenges Related to Project & Portfolio Management


PMO Challenges…
Juggle demands from the business while enabling diverse teams

Lack a consolidated view of enterprise-wide status
Constantly changing priorities
Activities are not based on solid business decisions
Portfolio Manager Program Manager

Budgets & resources not managed efficiently
Manual, non-standardized processes
Reactive project and portfolio management
Project Manager Resource Manager


You can perform better

Average Best in class
Innovation 30%
50% Your best-in-class peers
free up 66% more IT
Operations 70% budget for innovation
50%


The reality for today’s for Enterprise PMO
Manual reports or data extracts passed between teams
PMO Finance Project team A Project Team B Development QA Operations

Corporate Financial and
annual Service desk cost analysis
budget
Application
lifecycle
Project Project management
Business Service
pipeline scheduling
& Asset Mgmt
Time Investment
recording portfolio mgmt
Resource
planning Project issues,
risks, scope changes

PPM environment

HP software approach to PPM
Bring order to the chaos
PMO Finance Project team A Project Team B Development QA Operations

Demand management Resource management

Project proposals
HP Project and Business Service & Asset Mgmt

Budgeting/Financial Management
Portfolio Investment portfolio management

Project scheduling/Time tracking
Management Application lifecycle & Portfolio Mgmt

Issues, risks, scope changes
Center Service desk or 3rd party integrations

Operational Reporting Strategic & Analytics Reporting

16
PPM environment

HP Project and Portfolio Management
Understanding the full lifecycle approach
Users/Requests Business value
Business

Demand IT Financial Mgmt Scorecards, KPIs,
Objectives /priorities
Reporting, Status

Service Catalog Portfolio management / Application Portfolio Management
Demand Deliverables
Management Program/ Maintain
Proposal
project Investment
Strategic
demand
Time management
Resource management
Application
PMO

Financial management
demand
Application lifecycle management
Operational
demand
Service desk

PMM: Bruce Randall
HP Project and Portfolio Management Center
HP Project and Portfolio Management Center
Executive Scorecard/Financial Planning and Analysis
Dashboard

Portfolio Optimization Application Portfolio Management
Project Program
Portfolio Management
Management Management
Financial Time Resource
Management Management Management
Demand Management

PPM Mobile Applications PPM Reporting
Integrations
Foundation
Workflow Administration Security Web services

Features and Capabilities


Provide Actionable Information to Executives
Executive Scorecard

Key capabilities
Combine capabilities and aggregates
strategic, operational, financial, resource and
performance data from HP and non-HP
solutions

Includes KPIs that are threshold based and
preset out of the box by best practices

Key benefits
Provides rapid and concise strategic decision-
making via actionable information

Delivers productivity enhancements by
automating time consuming data aggregation
processes


Aggregate Demand
Understand and Gain complete visibility on Business Demands

Key capabilities
Provide aggregated ”top down” view of
activites
Demands by
Manage and prioritize demand from Business Objective
budget and resource availability

Objective process control

Key benefits
Provide transparency into all work
activities

Automate and streamline approval
Proposals by
processes
Status
Objectively compare cost and value of
services

Manage strategic Portfolio Investments
Effectively manage Investments

Key capabilities
Gain early indication of cost deviations Optimization
through financial summary pages What If Scenarios
Objective and constraint based optimization

Scenario based portfolio management

Key benefits
Leverage “cash flow” analysis to increase
accuracy of investment decisions

Support business reviews with rich,
actionable, information

Rapidly adapt to shifting business
requirements

Application Portfolio Management
Assess and Manage Applications
Key capabilities
Centralized repository of applications, business
processes, organizations, owners, business
objectives and servers

Survey distribution and processing engine

Powerful analysis and visualization experience

Enhanced ability to make strategic choices and
manage the portfolio

Key benefits
Visibility where to invest and how to reduce
maintenance costs

Sound IT investment decision aligned to strategic
priorities

Efficiencies derived from standard business process,
application2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
23 © Copyright
and platforms

Consolidate and Analyze Financial Investments
Transparency of Investments
Hierarchical Portfolio
Key capabilities
Aggregate Financial data of Portfolio
programs and projects

Flexible hierarchy structure to manage
investment by Services, Business Unit
Organization, geography or functional
Strategic needs

Unlimited hierarchy levels

Key benefits
Decisions that supports the Business Goals

Support over the entire Investment Lifecycle

Investment transparency


Focus on Financial, Cost allocation and exploration
Financial Planning & Analysis

Key capabilities
financial, resource and performance
data from HP and non-HP solutions

KPIs are threshold based and preset out
of the box by best practice

Key benefits
Drives full understanding of cost
lifecycle: Strategic & Operational labor
and non-labor costs


Enterprise Program & Project management
Ensure successful work completion
Program Overview
Key capabilities
Management by exception

100% zero-client project management

Bidirectional integration with Microsoft
Project

Integration with Microsoft Sharepoint

Key benefits
Clearly communicate the status and health
of programs/projects
Risks, Issues and
Reduce the number, cost and impact of
failed projects
Scope Changes

Manage programs/projects across
geographically, outsourced, or
organizationally dispersed environments contained herein is subject to change without notice.
26 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information

Enterprise Resource management
Maximize Resource efficiency
Key capabilities
Multi-dimensional resource planning and tracking

Analyze and compare skill sets, levels of proficiency,
availability, and projected resource utilization

Support global teams with multiple languages in the
same instance; HP or partner provided languages

Key benefits
Enhanced usability and integrations to drive and
secure global adoption

Foster improved collaboration around resource
supply and demand

Heighten quality and balance with the right
resources on the right activities

Visibility into complete resource utilization

Detailed Task and Time management
Ensure execution of work delivers business results

Key capabilities
Non-intrusive time and cost
management

Staff time tracked to facilitate labor roll-
up for each project and program

Key benefits
Strategic decision making across the
entire Enterprise portfolio investment

Focus on critical business projects within
the Enterprise

Maximize the resources available to
support innovation


Consistent Process
Ensure Governance and flexibility
Flexible and Powerful Workflow

Key capabilities
Flexible and Powerful Workflow

Define approval and check points
including Mobility

Audit trail

Key benefits
Automate and streamline approval
processes

Maintain consistency to validate
Business needs and deliver services


HP Anywhere with PPM Mini Apps
Key capabilities
One installation, multiple platforms
(iOS and Android)

Request review and detail

Time Mgt review and approval

Executive Scorecard

Works on Tablets and smartphones

Key benefits
Manage PPM functions on-the-go

One platform for multiple HP Software
tools

Extend PPM usage to wider audience

HP PPM Reporting
Visibility to ALL types of end users
• Persona-based dashboards
SOLUTION: • Cascaded dashboards
Executive Scorecard Strategic • KPI engine & library
• Scorecard
Measurements
• Long-term & “eagle eye” view
SOLUTIONS: • Focus on decision-making
Financial Planning and Analysis Analytical
• Based on a data warehouse
Executive Scorecard* Applications • Universe compliant with DM
PPM Dashboards and Portlets
• Correlate across sources
• Real or near real time access to
SOLUTIONS: Operational product data
PPM on Business Objects • Operational users
PPM Dashboards and Portlets Reporting • Embedded with product
• Silo reporting solution

Operational Reporting
Efficiency in reviewing and analyzing data
Key capabilities
Industry leading reporting platform

Complements existing PPM dashboards and portlets

Designed with Web Intelligence and Universe Designer

File and trace reports for archiving and retroactive
analysis

Business Objects software license included with HP
PPM foundation

Key benefits
Provides self-service ad hoc queries and reporting
capabilities

Flexible and scalable information infrastructure

Minimize performance impact on PPM Center

Social Media: PPM Community on HP Live Network

HP Experts, Partners and Customers to
share knowledge, best practices and add-on
content.
Access to PPM HPLN is provided at no
additional cost through Passport.
HP PPM Operational Reporting Content
Packs and HP Anywhere mini-apps are
available on PPM HPLN.

Customers need to subscribe at: www.hp.com/go/PPM_HPLN for receiving
notifications on PPM updates.

Thank you

Go to www.hp.co/go/ppm

Outcomes that matter.

Supporting Broad IT Initiatives
Complete Application Lifecycle Management


Applications are Key

Most ERP inventory
management
organizations wikis Research and
supply
Intelligence
mobile apps
now run major
billing
HR chain
software website
operations procurement
order entry
Embedded software
CRM

And the way we deliver is changing rapidly

THEN NOW
who CO-LOCATED TEAMS DISTRIBUTED TEAMS

what SELF-CONTAINED APP REUSABLE SERVICES

when INFREQUENT / BATCH RELEASE CONSTANT RELEASES

where INTERNAL / PC CLOUD / MOBILE

how SEQUENTIAL AGILE

STABILITY AGILITY
1:1 N:N
LOCAL VIRTUAL

Worlds colliding?
Strategy and Planning Agile Delivery IT Operations

“Invest in what “Be more agile -
“Change is
matters most” deliver faster”
evil”

How do we bridge the gaps?

Deliver what matters most….
Strategy and Planning Agile Delivery
Keys to bridge the
gap:

Prioritization

Governance

Measurement
“Invest in what
matters most” “Build to priority”


Extend Agile: DevOps & continuous delivery
Agile Delivery IT Operations
Keys to bridge the
gap:

Automation

Collaboration

Quality

“Build to run” “Regular releases
reduce risk”

Effective Change Management
Strategy and Planning IT Operations
Keys to bridge the
gap:

Automation

Collaboration

Resourcing
“Manage
application “Analyze change
investments” impacts”

IT Performance Suite for Apps
Plan, build, and run cloud, web & mobile apps
App.
Portfolio Project &
Complete lifecycle Mgmt. Portfolio Core lifecycle
Mgmt.
coverage excellence
Project & Portfolio Systinet Agile Management
Management Svc. Mgmt.
Requirements
Application Portfolio Mgt Center
Quality & Performance
Application Governance Ops IDE, SCCM & Build
Executive
Executive Scorecard Orchestration & Integration
Scorecard
Business Availability Auto.
Security
Service Management App. Perform. Lab Management
DevOps Quality
Mgmt. Center

Perform. Fortify
Center


Begin at the top with a single lens for performance
Executive Scorecard for
Applications

App.
Portfolio Project &
Mgmt. Portfolio
Mgmt.

Systinet
Svc. Mgmt.
Center

Ops
Orchestration & Executive
Auto. Scorecard

App. Perform.
Quality
Mgmt.
Center

Fortify
Perform.
Center

KPIs FOR THE COMPLETE APP LIFECYCLE REAL-TIME VIEW INTO PERFORMANCE CHOOSE FROM 60+ LEADING METRICS


Support with an integrated portfolio of software and services

Project and Portfolio Application portfolio Application Application Lifecycle Lab Management
management management Governance Management automation

Hybrid Delivery—On premise, SaaS, Cloud

Development
Performance testing Functional testing Service
management
Virtualization

A word on PPM and APM
Ensure Priority, Project Success, understand total costs and value

App.
Portfolio Project &
Application Mgmt. Planning &
Portfolio
Mgmt.
TCO & value Assessment
Systinet
Svc. Mgmt.
Center
Ops
Governance
Executive
Orchestration &
Scorecard
Auto.
Project & resource
Release Control
App. Perform.
Mgmt.
Mgmt
Quality
Center

Perform. Fortify
Center


HP PPM in ALM - Example
New Application
App. STEPS & CAPABILITIES
Portfoli Project &
o Mgmt. Portfolio Capture demand for new capabilities
Mgmt.

Systinet
Assess value against current application portfolio and process support
Svc. Mgmt.
Center
Prioritize against in-process work and other new initiatives – supply
Ops
Orchestration & Executive approval workflow
Auto. Scorecard

Plan program/project, budget needs, determine requisite skills, assign
App. Perform.
Mgmt.
Quality
Center
resources

Perform.
Fortify Track project steps, issues, risks, quality targets and budget burn rate.
Center Provide mgmt and executive reports

Manage hand-off to release control and ITSM
*Agile or traditional waterfall approach
Manage/track application TCO and value

Key:
PPM Standalone
PPM Integrated to Quality Center/ALM
PPM Integrated to Release Control, ITSM and ITAM

HP PPM in ALM - Example
Application Change/Modernization
App.
STEPS & CAPABILITIES
Portfoli Project &
o Mgmt. Portfolio Approved requests for change
Mgmt.

Collect application rationalization proposals
Systinet
Svc. Mgmt.
Center
Prioritize above against in-process work and other new initiatives – supply
Ops
Orchestration & Executive approval workflow
Auto. Scorecard

Plan program/project, budget needs, determine requisite skills, assign
App. Perform.
Mgmt.
Quality resources
Center

Perform.
Fortify Track project steps, issues, risks, quality targets and budget burn rate.
Center Provide mgmt and executive reports

Manage hand-off to release control and ITSM
*Agile or traditional waterfall approach
Manage/track application TCO and value

Key:
PPM Standalone
PPM Integrated to Quality Center/ALM
PPM Integrated to Release Control, ITSM and ITAM

The complete agile lifecycle using PPM and ALM

PPM
Manage enterprise level resources and
time management
Manage the portfolio strategy
Manage the projects
Summary Reporting
Process enforcement
ALM
Manage the requirements
Manage user stories and tasks
Manage the backlog
Reporting (burn down charts etc…)
Testing - definition and execution
Defect management
Manage releases and cycles


HP Application Lifecycle Management
HP Project & Portfolio Solution – Visibility of ALM end-to-end

Real-Time Dashboard at your fingertips
Compare investments in application maintenance and new strategic initiatives
Understand how the budget and resources are being allocated

HP PPM provides:
Comprehensive, real-time, role based dashboard for ALM
Top-Down, Bottom-up navigation
Detail drill-down for exposing potential trouble spots
100+ Out-of-box Portlets
Project status (based Quality status indicators Trend analysis of SDLC or testing
on timelines & risks) based on QC results requirements, tests, defects status


HP PPM Application Lifecycle Management
Assess and Govern Applications
Understand your Application needs
Constantly assess your application set. Reduce redundancies,
lower costs and take control of your applications

HP PPM enables:
Comprehensive visibility into apps and processes
Ability to rationalize based on application value scoring
Govern all applications and transformation initiatives


HP Project & Portfolio Solution – Manage Application Demands

Understand your Business Demands
Be proactive, manage ALL requests and validate what really
matters for the Business Outcomes
HP PPM enables:
Application demand consolidation
Prioritization of application demands
Process automation through its robust workflow capability


HP Project & Portfolio Solution – Prioritize Application Portfolio
Make effective Decisions
Focus on applications that delivers VALUE to Business
Make the best use of Resources and Investments

HP PPM enables:
Creating “What-if” scenarios to evaluate IT applications portfolio aligned with Business Objectives.
Compare the Portfolio with available Resources and Budget, allowing proactive decisions


HP Project & Portfolio Solution – Manage Application Projects and Resources
Manage End-to-End Application Lifecycle
Stay in Control on day-to-day application project work using
standard project practices

HP PPM enables:
Defining Standard Project templates
Manage Work Breakdown Structure, Milestones, Gates
Control Costs and allocate Resources efficiently
Ensure Application Projects are completed on Time and Scope
Identify and Mitigate Risks and Issues
Manage Scope Changes


Continuing the conversation…
Investing in what matters most
Adopting Agile for Faster Delivery?
Closing the gaps on Continuous Delivery with
DevOps?
Attaining relentless efficiency through Testing
Centers of Excellence?
Facing a major Application Transformation?
Embracing Mobility?
Moving Apps to the Cloud?


IT Financial Management


IT Financial Management
Optimizing resources to deliver highest value to business

Financial year

Capital and resources
Capex
Change the business
Now

How to account for How to predict IT
Opex

IT spend? costs?
Run the business

CIO How to govern IT investments?
Governance Accountability Predictability
Effective management of the IT Accurate forecasting of resource
Reporting & analysis of IT spend, & capital requirements,
investment planning process, assessment of IT service costs,
cost/benefit (ROI) determination, continuous tracking of IT
cost allocation and recovery spending & resource consumption
data integrity

IT Financial Management - Challenges
Business

No actionable Immature investment
cost information decisions
“The IT organization cannot be
“IT has weaker internal
credible unless it can have
management systems today than
meaningful conversations in the
manufacturing had in 1982”
IDC Industry Insights, 2008
language of business. This
CIO means having the right
information to guide business
Only 36% of the average CIO’s decisions.”
budget can be devoted to
Barbara Gomolski, Research VP, Gartner
providing new capabilities
CIO Magazine “The State of the CIO” online
survey, January 2008

57
Operational

inefficiencies

HP IT Financial Management …What is in it?

Summarizes the key elements of IT performance in one place
using data merged from different operational IT systems

Actionable cost information that supports effective cost
containment and allocation by linking together disparate IT
budgets and cost information

Provides IT executives with real-time visibility into strategic and
operational demand so they can rapidly identify and prioritize
HP Project & the projects and initiatives to sustain alignment with corporate
Portfolio goals. Tracks costs and budgets associated to
Mgmt
projects/programs
HP
Asset Manages the physical, financial, and contractual aspects of all IT
Manager assets—from request and procurement to retirement and
disposal—making it easy to optimize costs, mitigate security and
58
compliance risks, and drive business decisions

Focus on Financial, Cost allocation and exploration
Financial Planning & Analysis

Key capabilities
financial, resource and performance
data from HP and non-HP solutions

KPIs are threshold based and preset out
of the box by best practice

Key benefits
Drives full understanding of cost
lifecycle: Strategic & Operational labor
and non-labor costs


Going beyond traditional IT Financial Management
Combining ITFM with Performance Management for unparalleled insight

ITFM brings financial depth to Executive Scorecard performance management

ITFM also focuses on the specific needs of finance as it relates to IT
• Because we need to think in business-related IT investment terms not financial cost centers
• To allocate financial information to be considered by service (e.g. service-based costing)
• To allow deep exploration of financial data as it relates to IT perspectives
• To ease the IT budgeting process by leveraging prior plans and actual data


ITFM with the Executive Scorecard
IT financial performance management

Allocate financial data based on metrics Budgeting
• Spreadsheet-based IT budgeting is tedious
and lacks governance
• Executive Scorecard leverages historical
financial data to simplify and standardize

Understand performance in the context
of detailed costing

Provide further insights with a bill of IT
report or experiment in the cost explorer

Major Challenges to IT

Aging applications
Brittle and change resistant
Rigid infrastructure and sprawl
Physical and virtual sprawl
Unknown threats
Connectedness an open doorway
Information explosion
Magnitude of growth driving up cost, effort and risk
Custom built applications
Dedicated stacks of hardware and software


Rationalization will address your pain points

User access complexities, Inefficient use of Aging IT staff Disparate and incompatible
Redundancies in aging
need mobility for infrastructure tools and with critical applications not aligned
application portfolios
employees/customers technologies support skills with business direction

Tower driven investment
Increased pressure on IT
Unclear TCO of Inadequate executive undermines need for
budgets to do more with
IT services oversight of IT investments enterprise wide
less, reduce IT costs
standardization


Rationalization and modernization figure high on
organizations’ software goals

Of the most important software priorities for
supporting current business goals…

Update/modernize key legacy applications

Consolidate or rationalize enterprise applications

Increase number of mobile applications available to
employees, customers and partners

Source: Forrester Research, Inc., Application Retirement – It's Time To Put The Elephant In The Room On A Diet, February 3, 2011, by Phil Murphy; pg. 2


Time for application transformation
APPROACH

ASSESS

GOVERN

MANAGE MODERNIZE

Transforming Applications to Reduce
66 Costs & Increase Agility

What is Application Transformation?
Assess, Optimise and Modernise the Enterprises
Application Portfolio to the minimum number of applications required to run
the business delivered in the most cost effective way.
Insource, Project Application
Application
Outsource, Portfolio Release
Retirement
Cloud Management Management

Customers Application Modernization &
Application DevOps & Application Data &
Demands Rationalization Hybrid IT Records
Portfolio Projects Lifecycle Performance Management
Management Management Management

Assess Modernize Manage
Rationalize Secure Performance
Govern Improve Availability

Prioritize
Cost Effective Apps
Investments


Application Portfolio Management (APM)
First step to Application Transformation
APPROACH

A way of analyzing and ASSESS
governing your applications
portfolio from multiple
perspectives: financial, GOVERN
business, functional, and
technical and maps the
portfolio to your tactical and MANAGE MODERNIZE
strategic business objectives


Portfolio Assessment Process
A framework to understand the present and a path to the future

Establish the Define the Identify Gaps, Build the
Overlaps and
ground rules baseline Opportunities Roadmap
Define the objectives Conduct interviews Follow the money Assign disposition for all
Identify existing data Administer surveys Investigate redundancy apps
Plan data collection Build process model Highlight divergence from Prioritize opportunities
activities Define relationships standards Build business case
Identify stakeholders Hypothesize Define initiatives
Review business context opportunities
Schedule activities


6

APM solution model
Assess
Discover Analyze Decide
Classification & Analysis Outputs
2
Discovery data
BU or Process specific
Relative Business Value
Discovery data
Rationalisation
Automated
data
Surveys
Alignment to Business Process
data
data Existing Policies and Frameworks
Policy
Standards • Graphical relationships and
dependencies between
Application Portfolio
Functional Classification applications and processes
Management
Model
Repository • Application quality, risk, value
Assets used for Usage Data ( usage
Applications (hardware & based on: load, users, score
software) transactions)
Automated Cost based classification • Custom attributes also reported
Discovery against.
• Strategic designation for each
CMS/DDM Assets 1 Existing Standards
& Polices
application
Incidents
Problems • Survey results
70 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. • Improvement recommendations

HP Application Portfolio Management (APM)
Business Ideas,
Demands opportunities
Comprehensive Visibility and knowledge
of application portfolio – Cost, Value, Risk,
Quality Filter and Conceptualize
Project Charters
Business Case
Risk v/s Value

Rationalize Opportunities via business and
technical data-driven decisions aligned to PPM PPM/APM
business priorities and enterprise policies Monitor Assess and generate
options
Schedule Governance
Project Risk Business Process
Cost Business Value
Ongoing governance through business Quality & Risk

events such as M&A, divestiture, IT strategy
change, sourcing strategy change… Choose and Execute
Create Projects
Initiate, plan, execute

PPM


Assess and Manage Applications
Key capabilities
Centralized repository of applications, business
processes, organizations, owners, business
objectives and servers

Survey distribution and processing engine

Powerful analysis and visualization experience

Enhanced ability to make strategic choices and
manage the portfolio

Key benefits
Visibility where to invest and how to reduce
maintenance costs

Sound IT investment decision aligned to strategic
priorities

Efficiencies derived from standard business process,
application2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
72 © Copyright
and platforms

Visibility within the Application relationships
HP APM Product Features
APM Application
Business Processes Owning Organization

Supports

Downstream Upstream

Runs On
Contacts

Servers

Locations

Visibility within the Application processes

Key capabilities
View Process to Application Mapping
Filter by Application Set or Attributes

74

Application scoring and Weighting

Application Data Vendor Value Risk Total
Quality of Integrity and Stability, Business Value Security, App + Data +
Application Consistency Responsive… and Impact Continuity… Vendor + ( 5 – Risk)
0–5 (Best) 0–5 (Best) 0-5 (Best) 0-5 (Best) 0-5 (Worst) 0-25 (Best)

APM can be configured for custom weighting formulas (company level)
Relatively low scores suggest opportunities for improvement
75

Supporting Data
Document relationships to people, places and activities

Business Processes Servers
( APQC model or User-defined ) ( web, app, middleware,
database, etc.)

Organization Locations
( BU, Department, Group, etc.) ( geographic, regional )


Graphical views of cost, risk, value measures

Key capabilities
Business processes modeled and mapped to
supporting applications

Forward looking projection of portfolio size

Many of our clients have done this successfully

FINANCIAL INDUSTRY/
MAJOR AUTOMOTIVE MANUFACTURER RETAIL INDUSTRY
FINANCIAL APPLICATION

• Cut costs substantially • $29MM savings over 5 years • App maintenance cost reduced
by 70%
• Time to market reduced substantially • Increased productivity
• Market share gains • 67% reduction in operating costs • Savings: $1.2M on
SAP implementation
• Improved part tracking • Server procurement times cut from
• Apps reduced by 48%
months to hours


APM Customer – Public Entity
Objectives:
To produce a Consolidated Application Portfolio Transformation Roadmap that will drive cost
savings, innovation, and increased agility
To establish processes and tools that will allow for continued regular Applications
Rationalization
Outcomes:
APM provides a single Application data source accessible by multiple users
Displaying business processes through the dynamic graphing feature was powerful; creating
wall charts generated excitement about the project
Best APM feature is the single-source application portfolio repository coupled with a robust
easy-to-use search engine.
Automated bubble charts provided the foundation for application value assessment.

>25% reduction in number of applications in portfolio

We have undertaken this journey ourselves –
And are glad we did it
Goals
Enable better business decisions
Significantly reduce costs of IT while delivering more value to the
business
Lower risk to the enterprise with better control
of the infrastructure
Approach
Corporate-wide IT transformation initiative
Results CBR
Applications reduced from 7K to 2K
IT projects reduced from 1,240 to 700
Ultimately, application portfolio will be rationalized by >80%
IT spending from ~4% to ~2% of revenue


HP/Results Positive ICD-10 Solution
For Healthcare Records Compliance

Key capabilities
Monitor ICD-10 compliance impacts and ICD-10 Program Management
readiness
HP/Results Positive
Consolidated compliance reporting and visibility ICD – 10 Compliance Readiness
for program, project, vendor, application,
location, and business processes Impact Analysis & Readiness Scorecards
Impact Analysis
Simple out of the box data loading templates
ICD – 10 Readiness Tracking
Key benefits Application & Impact Analysis
Vendor
Business Process & Compliance
Reduce administrative time and costs preparing Readiness
Mapping Surveys
readiness reports

Reduce non-compliance financial risks and
impacts Business
Applications Projects Vendors
Processes
Establish application and business process
inventory


Service Portfolio Management


HP Service portfolio management
Linking IT business-facing activities with IT Operations

Demand
Aggregate demand
Balance quality, for services Assess budget,
Optimize management Service
cost and resources
service
innovation planning
and ROI
Internal Infrastructure Application
support management development

Check service IT service development factory
IT financial
profitability and
Service
Market and sell the
management
charge for usage
Service
Support services service
availability
support
based on contract


HP’s Point of Entry to the World


PPM in the Cloud


HP PPM – Supports Movement to Cloud
Strategy, Governance and Project Management

Service Lifecycle on Hybrid Delivery
1 2 3 4

Business Value Application
Service Cost Service Delivery
Service Portfolio Portfolio Mgmt

Visibility and control throughout the Service Lifecycle


Service Portfolio Governance
Moving Applications to the Cloud

Business Services Demands
(Strategic & Vendor Mgmt
Operational)
Financial
IT
Service Resources
Portfolio Investment Prioritization &
Management Planning Time
Public, Private Build or Buy
and Hybrid Risks
Vendor Selection
Cloud services
Issues
Program & Project Mgmt
Changes

Service Delivery Compliance

Governance

Operational Demands
87

Project and portfolio management

Project and portfolio management

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Recommended

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