Pilotez votre portefeuille de projets avec IBM® Rational® Focal Point™
Spasija Taseva spasija.taseva@fr.ibm.com
Why Implement a PPM System?
Do your resource managers and project managers fight over
resources?
Do your project priorities frequently change?
One of the most frequent reasons for product
failure is due to changing priorities
-- The Product Portfolio Management Benchmark Report, Aberdeen Group
benefits or improvements?
Is there an absence of a clear link between approved projects
and the strategic plan?
Are your projects not prioritized, so that it is assumed that all
projects will happen at the same time?
Les processus
Clients
Portefeuilles
Projets
Ressources
Activités & Coûts
Développement
Re taper
Applications sur-mesure Système
R.H
MANAGEMENT REPORTS E-mail
Business case
Demandes Client
Prévision en ressources
Sur une serviette de table
Tél.
Fax Ms Project
Excel
Factures Excel
Tél.
Fax
Focal Point Focal Point Focal Point Focal Point
Clients / MOA Portefeuilles Utilisateurs Équipes
Coûts Activités
Développement Requêtes
Connaissances
Projets Projets
Applications
Infrastructure
Vues et Rapports Décideurs
Utilisateurs
Technique
Quel est le challenge ?
1. Maîtriser les coûts : sans réduire les coûts en aveugle sur
l’ensemble des initiatives en cours. Mais en prenant en compte:
Les priorités
La création de la valeur
Les évolutions du marché.
2. Améliorer la performance: focaliser ses ressources sur les produits, projets ou programmes qui donnent un avantage sur le marché.
3. Extreme Leverage: coûts performance … simultanément
Two different type of projects
1) Long Project life cycle
2) Short Project life cycle. Agile Method: Scrum
– Agile Method
There is more than one method in the Agile camp. Each has its own strengths and areas of focus
All Agile methods typically conform to the same basic Principles:
Lightweight, minimalist, low-ceremony
Highly collaborative: People over process and tools Value-driven: Frequently provide value to end users Embrace Change: Adapt instead of Predict
Feedback: Promote extremely tight response loop
Build Quality In: Adopt a “stop the line” mentality
Agile Methods – Scrum Overview
Scrum uses two levels of planning:
Requirements, Features, Defects, etc. are all organized into virtual work item lists called Backlogs
The Product Backlog is managed by a Product Owner who ranks each item based upon the value it brings
Development is then done in a series of time boxed iterations called Sprints
At the end of a Sprint, you have potentially
shippable code
Agile Methods – Scrum Overview
Product Backlog
Estimated by the Team using relative estimation measurements called
“Points”
Points are estimated per Backlog based upon their size and difficulty relative to other Backlog items
You don’t need all of the requirements detailed before you can begin
Commitments to the requirements is deferred until the Sprint planning begins
Requirements are detailed just-in-time for them to be worked
Gestion de Portefeuille Projets / Produits Gestion de Portefeuille Projets / Produits
Gestion Gestion
• des idées
• de la demande
COLLECTER
Gestion de Portefeuille Projets / Produits Gestion de Portefeuille Projets / Produits
Gestion Gestion
• des idées
• de la demande
COLLECTER
VERIFIER
Gestion de Portefeuille Projets / Produits Gestion de Portefeuille Projets / Produits
Gestion Gestion
• des idées
• de la demande
COLLECTER VERIFIER ANALYSER PRIORISER
PréPrévision des ressources:vision des ressources:
• Financières
• Techniques
• Humaines
Exemple de visualisation
Projets
priorisés
Score
Exemple de visualisation
Facteurs négatifs (coûts, délais, risque)
Projets priorisés
Facteurs positifs (stratégie, intégration dans l’existant.etc…)
Score
Gestion de Portefeuille Projets / Produits Gestion de Portefeuille Projets / Produits
Gestion Gestion
• des idées
• de la demande
COLLECTER VERIFIER ANALYSER PRIORISER PLANNIFIER PILOTER DECRIRE
PréPrévision des ressources:vision des ressources:
• Financières
• Techniques
• Humaines
Pilotage des projets:
Pilotage des projets:
• Risques Alignement stratégique Focal Point
Exemple de tableau de bord
Exemple de tableau de bord
Les intervenants ont une Vue Dédiée
Developer Homepage
Informations pour le Développeur
External Stakeholder Homepage
Informations pour un
intervenant externe
Les intervenants ont une Vue Dédiée
Developer Homepage External Stakeholder Homepage
Vue Explorer
Organisation et présentation de l’information
Vue Explorer
Organisation et présentation de l’information
Import Facile
Vue Explorer
Organisation et présentation de l’information
Import Facile
Vue Tableau
Vue Explorer Import Facile Vue Tableau Find Similar
Organisation et présentation de l’information
Vue Explorer
Organisation et présentation de l’information
Import Facile Vue Tableau
Attribute statistics
Vue Explorer
Organisation et présentation de l’information
Import Facile Vue Tableau
Attribute statistics
Rapid Filtering
Vue Explorer
Organisation et présentation de l’information
Import Facile Vue Tableau
Attribute statistics
Rapid Filtering
Traceability matrix
Vue Explorer
Organisation et présentation de l’information
Import Facile Vue Tableau
Attribute statistics
Rapid Filtering
Traceability matrix
Link view
Gestion de Portefeuille Projets / Produits Gestion de Portefeuille Projets / Produits
Gestion Gestion
• des idées
• de la demande
COLLECTER VERIFIER ANALYSER PRIORISER PLANNIFIER PILOTER DECRIRE
COMMUNIQUER
Knowledge Management
CM Architecture
PréPrévision des ressources:vision des ressources:
• Financières
• Techniques
• Humaines
Pilotage des projets:
Pilotage des projets:
• Risques
• Qualité
• Finance
• Macro planning Alignement stratégique Focal Point
How Does Focal Point Help?
1. Manage the complete portfolio stack, from top to bottom, from corporate,
down through brands and lines of business, to products and their features.
2. Unify all product decisions at all levels – common solution, common methods, common repository, full traceability, full visibility, at your fingertips.
3. All decisions are aligned to business drivers, to strategies, market and
customer preferences, competitive advantage, and financial performance.
4. Manage silo-spanning programs and initiatives – brand programs, common platforms, user experience programs, packaging and channel programs 5. Modern, web services application that integrates easily with other enterprise
applications: CRM, ERP, SCM, PLM, CM, etc.
6. Also manages the IT portfolio and “Convergence” by which we mean those
growing domains where “product” is created, delivered and supported via
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