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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
3 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
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.
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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
5 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
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Outdated Infrastructure or Platforms
Outdated/Aged Applications– End of Support / End of Life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
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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)
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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
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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?
9 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
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
10 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
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:
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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
12 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
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)
13 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Q & A
14 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
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
15 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
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
Theater – Agile Management
Business Transformation
CA PPM
Theater – Agile Management
16 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
For More Information
To learn more, please visit:
http://cainc.to/Nv2VOe
CA World ’15
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