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Pilotez votre portefeuille de projets avec IBM® Rational ® Focal Point™

Spasija Taseva [email protected]


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Why Implement a PPM System?


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Do your resource managers and project managers fight over resources?


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Do your project priorities frequently change?

One of the most frequent reasons for product

failure is due tochanging priorities

-- The Product Portfolio Management

Benchmark Report,Aberdeen Group


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Do your completed projects not always achieve the expected benefits or improvements?


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Is there an absence of a clear link between approved projects and the strategic plan?


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Are your projects not prioritized, so that it is assumed that all projects will happen at the same time?


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Les processus

Clients

Portefeuilles

Projets

Ressources

Activités & Coûts

Requêtes

Développement

Re taper

Applicationssur-mesure

SystèmeR.H

MANAGEMENTREPORTS

E-mail

Business case

Demandes Client

Prévisionen ressources

Connaissances

Sur une serviette de table

Post-it

E-mail

Tél.Fax

Ms Project

Excel

Excel

FacturesExcelTél.Fax

Calculs


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Un référentiel central

Focal PointFocal PointFocal PointFocal Point

Clients / MOA

Portefeuilles

Utilisateurs

Équipes

Coûts

Activités

Développement

Requêtes

Connaissances

ProjetsProjets

Applications

Infrastructure

Vues et Rapports

Décideurs

Utilisateurs

Technique


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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 m arché.

3. Extreme Leverage: coûts �� performance �� … simultanément

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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. Ea ch has its own strengths and areas of focus

� All Agile methods typically conform to the same bas ic 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


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Agile Methods – Scrum Overview

� Scrum uses two levels of planning:�Requirements, Features, Defects, etc. are all

organized into virtual work item lists calledBacklogs

�The Product Backlog is managed bya Product Owner who ranks each itembased 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 potentiallyshippable code


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Agile Methods – Scrum Overview

� Product Backlog�Estimated by the Team using relative

estimation measurements called“Points”

�Points are estimated per Backlog basedupon their size and difficulty relative toother Backlog items

�You don’t need all of the requirementsdetailed before you can begin

�Commitments to the requirements is deferreduntil the Sprint planning begins

�Requirements are detailed just-in-time for them to be worked


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Gestion de Portefeuille Projets / ProduitsGestion de Portefeuille Projets / Produits

Gestion Gestion

• des idées

• de la demande

COLLECTER


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Gestion Gestion

• des idées

• de la demande

COLLECTER

VERIFIER


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Gestion Gestion

• des idées

• de la demande

COLLECTER

VERIFIER

ANALYSER

PRIORISER

PrPréévision des ressources:vision des ressources:

• Financières

• Techniques

• Humaines


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Exemple de visualisation

Facteurs négatifs(coûts, délais, risque)

Projetspriorisés

Facteurs positifs (stratégie, intégrationdans l’existant.etc…)

Score


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Exemple de visualisation

Facteurs négatifs(coûts, délais, risque)

Projetspriorisés

Facteurs positifs (stratégie, intégrationdans l’existant.etc…)

Score


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Gestion Gestion

• des idées

• de la demande

COLLECTER

VERIFIER

ANALYSER

PRIORISER

PLANNIFIER

PILOTER

DECRIRE


• Financières

• Techniques

• Humaines

Pilotage des projets:Pilotage des projets:

• Risques

• Qualité

• Finance

• Macro planning

Alig

nem

ent s

trat

égiq

ue

Foc

al P

oint


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Exemple de tableau de bord


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Exemple de tableau de bord


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Les intervenants ont une Vue Dédiée

Developer Homepage

Informations pour le Développeur

External Stakeholder Homepage

Informations pour un intervenant externe


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Les intervenants ont une Vue Dédiée

Developer Homepage

Informations pour le Développeur

External Stakeholder Homepage

Informations pour un intervenant externe


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Vue Explorer

Organisation et présentation de l’information


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Vue Explorer


Import Facile


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Vue Explorer


Import Facile

Vue Tableau


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Vue Explorer

Import Facile

Vue Tableau

Find Similar



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Vue Explorer


Import Facile

Vue Tableau

Attribute statistics


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Vue Explorer


Import Facile

Vue Tableau


Rapid Filtering


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Vue Explorer


Import Facile

Vue Tableau


Rapid Filtering

Traceability matrix


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Vue Explorer


Import Facile

Vue Tableau


Rapid Filtering

Traceability matrix

Link view


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Gestion Gestion

• des idées

• de la demande

COLLECTER

VERIFIER

ANALYSER

PRIORISER

PLANNIFIER

PILOTER

DECRIRE

COMMUNIQUER

Knowledge

Management

RMCM Architecture

d’entreprise


• Financières

• Techniques

• Humaines

Pilotage des projets:Pilotage des projets:

• Risques

• Qualité

• Finance

• Macro planning

Alig

nem

ent s

trat

égiq

ue

Foc

al P

oint

Tests


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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 produ cts and their features.

2. Unify all product decisions at all levels – common solution, common methods, common repository, full traceability, full visibili ty, at your fingertips.

3. All decisions are aligned to business drivers, to strategies, market and customer preferences, competitive advantage, and fi nancial 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, delivere d and supported via IT infrastructure, such that the product domain and IT “converge – a megatrend.

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© Copyright IBM Corporation 2008. All rights reserv ed. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.

Learn more at:� IBM Rational software� IBM Rational Software Delivery Platform� Process and portfolio management� Change and release management� Quality management� Architecture management

� Rational trial downloads� Leading Innovation Web site� developerWorks Rational� IBM Rational TV� IBM Business Partners� IBM Rational Case Studies

ibm software group | rational software · ibm software group | rational software 3 3 do your...

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