Developing and Delivering Products in an Agile World (.75 PMI PDU)

Developing and Delivering Products
in an Agile World

Allan Mills Eric Feldman David Werner
Digital Celerity CA Technologies CA Technologies

developing and delivering products in an agile world
speakers

Eric Feldman David Werner Allan Mills
Solutions Marketing Solutions Marketing MPM, PMP, Engagement Manager
CA Technologies CA Technologies Digital Celerity
As senior member of Digital Celerity’s global PPM
Eric Feldman is on the solutions marketing team, David has worked on CA’s Project & Portfolio
Practice, Allan is the Agile Practice Manager and
responsible for messaging, positioning, and Management solution, CA Clarity PPM, in various
Champion for Digital Celerity. He was a product
strategy for the Service Management group of roles for over 8 years. David’s solutions
manager for a commercial ecommerce product
solutions at CA Technologies. His areas of marketing role includes focus areas of PPM, Agile
and has implemented CA Clarity PPM in several
expertise include IT finance, process automation, development, requirements planning, ideation,
Research and Development organizations. Allan
service catalog, and portfolio management. and service management.
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.

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

the agile world: agility is expected

expectations
Deliver what your customers
want

Update often

Deliver immediately

Accelerate your business

collaborate and accelerate
agile is key to delivery expectations

Unlock development
potential
Shorter turnarounds
 Something
More frequentincrease
 Can we updates ?
 Are our resour?

automation: delivering at the speed of agile

Remove process
barriers
Keep up with Agile
development
Meet customer
expectations

the new product development challenge

• 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


traditional vs. agile product management

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

7

why go agile?


product management mindset shift

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


Example of an Agile approach

• 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

Developing and Delivering Products in an Agile World - Copyright © 2012 CA. All rights reserved.
1

the agile manifesto – by the agile alliance

— 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.


an agile approach – the SCRUM framework


sequential vs. overlapping development


moving to an agile tool

• 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.


rolling up your agile projects


How can we improve our processes?

How do we enable
automated delivery How can we deliver more value versus
and still maintain focusing on demand management?
control?

How do we move faster How do we provide a fast,
and be more productive – secure user experience that is
while lowering costs? accessible 24x7 on any device,
from anywhere with no
interruptions?

Delivery
Challenges

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

Need to offer virtual resources as More coordinated definition / utilization reduces
requestable automated services sprawl, reduces OPEX and increases ROI on CAPEX
investments
Need to create and automate the Once properly defined, an automated service
standardized services, set expectations on lifecycle process reduce costs thru consistency and
delivery and automate provisioning of better utilization of staff to ensure a better quality
physical and virtual servers of IT service

Need to monitor and account for service Ensuring efficient management of virtual resources
requests and utilization 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

1 REQUIRED FORMS
11 SERVICE DELIVERED

SERVICE 2 NEW SERVICE REQUEST BUSINESS
MANAGER MANAGER CUSTOMER

REQUEST FOR REQUEST FULFILLED
3 10
IT RESOURCES AND APPROVED

REQUEST PROVISION
4 9
FOR SUPPORT APPLICATIONS

OPERATIONS
IT APPLICATIONS

REQUEST FOR
6
USER ID CREATED 5 ACCESS

8 ROLES ESTABLISHED ACCESS APPROVAL 7
DATABASE
SECURITY


delivering a cloud service
with automated processes

Define service metrics
Request Portal SLA Dashboard

Service Level
Monitoring

Customer


Empower users with self-service Define service metrics

Request Service Level
Monitoring

Customer

Review & Manager
Approve Approver

Process
Automation



Monitoring

Customer

Review & Manager
Approve Approver

Review &
Approve Capacity
Manager
Process
Automation Predict current
& future
capacity needs
Capacity
Management
Portal



Monitoring

Customer

Maintain
standards & Review & Manager
compliance Approve Approver

Standard Review &
Configuration Approve Capacity
Manager
Process
& future
capacity needs
Provision Capacity
Configuration Requested Management
Database Resources Portal

Pool & provision

Configuration
Validation Internal External Virtual Physical
Pool



Monitoring

Customer

Maintain

Standard Review &
Manager
Process
& future
capacity needs
Provision Capacity

Pool & provision Capture
consumption
Configuration
Pool Metering &
Performance


Empower users with self-service Define service metrics Manage service
levels and costs

Monitoring

Customer

Maintain Relationship Reconcile Cost
Manager of Service

Standard Review &
Manager
Process
& future
capacity needs
Provision Capacity

Pool & provision Capture
consumption
Configuration
Pool Metering &
Performance


process automation value curve

Management
Approach
Product and Service
Automation
Virtual
Service
Management
Infrastructure
Automation
Automated
delivery systems
Virtual
Systems Virtualization
Management Management Automation and
(P+V) orchestration

Infrastructure
Virtual optimization Delivering
Infrastructure Value
Management
(hypervisors) Server
consolidation
CAPEX OPEX Revenue

delivering products in an agile world

Faster development with
Agile
Quicker delivery with
automation
Meeting higher customer
expectations

want more information?

Additional 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


Developing and Delivering Products in an Agile World (.75 PMI PDU)

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