Traditional Portfolio Management (PPM) tools do not solve the real business problem. Portfolio Management aims to help the CIO and senior IT and Business management execs make the right decisions about funding or killing projects and applications. However that requires accurate information from downstream development and maintenance/ operational activity on project/ application costs and benefits. Purely focusing on PPM and not on the whole Application Lifecycle results in inaccurate and delayed information, insufficient involvement of the overall organization and face the possibility of inaccurate decisions about project and portfolios. An ALM approach is needed for effective PPM! For a truly integrated ALM/ PPM solution, please visit http://www.digite.com

1. Is PPM Enough?
Mahesh Singh, Co-founder/
Sr. VP - Product
© Digite, Inc.

2. Agenda
 The Typical PPM Adoption Model
 Challenges in Implementing PPM Successfully
 Digité‟s Holistic Approach
 Brief Overview of Digité
 Q&A
2 © Digite, Inc.

3. “State of the PPM Implementation”
 A significant number of “Failed“ PPM
implementations
 Pilot Implementation did not complete
 Completed but did not get rolled out to the larger
organization
 Rolled out but did not meet organization goals
 “Petered out” within 6-18 months of rollout
3 © Digite, Inc.

4. “State of the PPM Implementation”
 Most often cited reasons for this state of
affairs
 Perception of an “Executive Management” tool
 Resistance to change – old habits die hard
 Lack of reliable project execution status data
 Complexity of:
Collating and feeding in of data from disparate tools
Using the PPM tool effectively
 Insufficient focus on and definition of organizational and
project management processes and measures for PPM
4 © Digite, Inc.

5. CHALLENGES IN IMPLEMENTING PPM
SUCCESSFULLY
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6. Typical Tool-mix in an IT/ PMO Organization
BEFORE the PPM Tool
Strategic
MS Excel
Tactical MS Excel/ MS Project
Operational Email, MS Office, Remedy, SharePoint
6 © Digite, Inc.

7. Typical PPM Tool Implementation Approach
Strategic
PPM Tool
Manual/ Flat File
Based Data Entry
Tactical MS Project/ Native PM Tool
Operational Email, MS Office, Remedy, SharePoint
7 © Digite, Inc.

8. Challenges in PPM Implementations
 Perception of an “Executive Tool”
 WIIFM Factor – What‟s In It For Me?
 Operational/ Project Teams see no direct benefit
 Lack of Reliable Project Execution Data
 Typical project management environment based on MS Project and
Excel spreadsheets on the desktop
 No centralized data on projects, resources, effort and cost
 Typical time-keeping is only for Payroll purposes, no „effort-tracking‟ for
Earned Value analysis
 Project teams do not see automation benefits except effort tracking
8 © Digite, Inc.

9. Challenges in PPM Implementations
 Lack of sufficient “Organizational Preparedness”
 “Exactly what are we trying to measure?”
 Do we understand RoI?
 What is demand? Is it just from new projects or also current ones?
 What kind of what-if analysis can we perform? Can we really
replace/ move resources from project A to B? Do they have the
skills?
 What is our true capacity? Are these resources really available? I
thought they were all working on the “Big Humongous” project?!
 Cross-project comparison/ data consolidation needs commonality of
processes, measures and metrics
 Processes need to cover not just project management but also project
execution lifecycle/ resource management/ project costing (AD,
software engineering, infrastructure, etc.)
 Common budgeting/ accounting processes for resources
9 © Digite, Inc.

10. In Summary:
Impact of a PPM Tool-centric Approach
 No organized data OR poor quality data at project tracking
level
 Project manager‟s and team‟s life does not get easier – in
many cases, it becomes harder!
 Wider participation in the implementation and use of PPM
tool is missed due to lack of involvement and „ownership‟
 PPM tool ends up becoming a „glorified reporting tool‟ with
the same spreadsheets now feeding the PPM tool rather than
other spreadsheets
 Over a period of 12-18 months (or less) after initial
implementation, tool no longer gets used.
 Limited or no organizational benefits, especially at Strategic
level
10 © Digite, Inc.

11. PPM tools do not operate in a vacuum!
NEEDED: A MORE HOLISTIC APPROACH
11 © Digite, Inc.

12. Digite‟s PTMM – From No Process to Executable Process
Improving Optimized
Integrated Executable
Accessible Online
Documented Offline
Undocumented Cerebral
PTMM – Process Technology Maturity Model
12 © Digite, Inc.

13. What is the Overall Context for PPM?
Application Deployment/
Ideas/ Feature Application Maintenance
(Application) Requests/ Development/
Backlog Implementation Projects (Major/ Minor Release
Projects)
PM/ Resource/ Financial Processes
Dev/ Implementation Maintenance
Backlog Process
Process Process
13 © Digite, Inc.

14. Portfolio Analysis and Portfolio Management Happens
Across the Lifecycle
Req1 Proj1 App1
Req2 Proj2 Application Deployment/
App2
Ideas/ Feature Application Maintenance
(Application) Requests Development/ App3
Req3 Proj3 (Major/ Minor Release
Backlog Implementation Projects
Projects)
Req4 Proj4 App4
PM/ Resource/ Financial Processes
Dev/ Implementation Maintenance
Backlog Process
Process Process
14 © Digite, Inc.

15. Holistic Vision – Key Layers Usually Missed
Portfolio
Management
Project Management
Application Lifecycle Management
Process Governance
15 © Digite, Inc.

16. IDC View of the ALM + PPM Stack
Source: IDC, Application Life-Cycle Management, #IDC_P240
16 © Digite, Inc.

17. Benefits of “Bottom-Up” Approach
 Automatically generated and consolidated data feed to PPM
tool
 Uniform process, measures and metrics across projects to
facilitate effective drill-down
 Unplanned work gets tracked in lower layers and gets
reported upwards
 Greater accuracy of data, especially resource assignment
and utilization
 Pockets of hidden consumption better highlighted for more
effective improvement
17 © Digite, Inc.

18. Imperatives for Successful PPM Initiatives
 Initiative must consider a „complete‟ or end-to-end vision
 Organizational processes at Strategic and Operational Levels
must be covered
 Just enough processes and automation at all levels, but
especially at Operational level must be established to feed
the strategic decision making
 Organizational buy-in and involvement at operational level is
critical
 A holistic tools and technology approach should be adopted
18 © Digite, Inc.

19. Digité‟s Recommended “PPM Adoption Model”
Level 5 – PPM Organization
Environment Optimized Optimized
Level 4 – PPM Process Minimum
PPM
Established Infrastructure
Level 3 – PM Project
Managers
Environment Optimized Optimized
Level 2 – Project Project
Teams
Execution Environment Optimized
Level 1 – Minimum Common
Objectives
End-to-End Process Definition
19 © Digite, Inc.

20. Digite, Inc. – A Quick Summary
THE MOST COMPREHENSIVE ALM +
PPM PRODUCT
20 © Digite, Inc.

21. Key Capabilities/ Technologies Coverage
21 © Digite, Inc.

22. Digité – Key Applications
Process Definition Program/ Project Integrated SDLC Apps
Integrated ALM
Process Governance
Portfolio/ Program Management
Process Deployment/ Management • Requirements Mgmt
Monitoring Resource Management • Change Mgmt
• Defect Tracking
Process Performance 2-way Integration with
• Test Management
Measurement MS Project
• Configuration Management
Process Improvement Issues/ Risk
Management Integrated Traceability
Lifecycle Processes – Document Management Integration framework
Process Templates Estimation with SW Tools
Work processes – Metrics & Reports Out-of-the-box:
Sequential/ Parallel/ Project Financials • Eclipse/ Visual Studio
Cross-application • VSS/ CVS/ SVN
Portfolio Management Customer-specific
Customer-specific Integrations with:
Support for CMMI/ ITSM/ integrations – Oracle/ • Jira/ Remedy
6-Sigma/ PM-BOK/ Agile/ SAP/ In-house ERP • Test Automation
Others
22 © Digite, Inc.

23. About Digite, Inc.
 Silicon Valley pioneer in Lean/ Agile ALM and Kanban Tools and
solutions for the entire IT/ Software lifecycle
 Both SaaS and On-Premise licensing models
 Over 75 Customers Worldwide
 Over 250,000 Active Licenses Worldwide
 Presence in the US, the EU, India
 Resellers in Australia/ AsiaPac/ EU/ US
 Partnerships with TCS and Wipro
 Listed by Gartner in the Market Scope Report for Application
Lifecycle Management for 2010
23 © Digite, Inc.

24. Some Key Customers
24 © Digite, Inc.

25. Thank You!
 Q&A
 Additional Recommended Reading Material
 Gartner Market Scope for ALM – 2010
 Gartner – Key Issues for PPM - 2011
 Contact Information:
 Product inquiries/ demo requests: sales@digite.com
 Mahesh Singh
 650-210-3949/ mahesh@digite.com
 Digité:
 www.digite.com;
 www.twitter.com/digite/;
 www.facebook.com/digite
25 © Digite, Inc.