guidelines to eliminate the pmo information scavenger...product’s journey from concept to...
TRANSCRIPT
Guide
Guidelines to eliminate the PMO information scavenger hunt
Being responsible for the smooth running of all business projects, the Project
Management Office (PMO) is often the linchpin of any successful organization.
The department doesn’t just have their fingers in multiple pies, they ensure
that all the pies are exactly what the customer ordered – prepared efficiently,
cooked to a high standard and delivered on budget and on time.
To perform their job to the best of their ability, the PMO needs to be
omniscient and have a clear and in-depth understanding of the company’s
entire project portfolio. Critical to achieving this high level of visibility is having
unfettered access to all data from the teams and tools involved in a project.
Through this information, a PMO can accurately build a real-time picture of a
project’s status to greatly improve and inform decision-making.
This end-to-end visibility and traceability throughout the workflow enables
them to make important decisions on a range of matters such as resource
capacity, labor headcount, project budgeting, portfolio performance and IT
strategy. And of course, project managers heavily rely on PMOs for a holistic
overview of the project portfolio, as well as key insights throughout the
product’s journey from concept to delivery.
Obtaining such data can be a very time-consuming and cumbersome task for
a PMO, especially when the data is siloed across teams and tools. Without an
intuitive system to gather the valuable information from these different tools
and store it in one place, they have to spend many hours on a laborious
scavenger hunt chasing down reports from individual teams, logging into
various tools, duplicating data and merging spreadsheets.
A connected software lifecycle is the best way to capture and share all this
cross-team, cross-organization information and enhance collaboration.
Without a linked software workflow, communication between teams breaks
down and a PMO is faced with an almost impossible job, as well as being
undermined by a work methodology that is not conducive with a modern
operation that applies agile and DevOps principles.
Consequently, an organization’s digital transformations via IT initiatives are
disrupted, as the below statistics demonstrate:
Only 64% of IT projects meet their goals1
An astonishing two thirds of digital transformation projects fail2
$258 billion a year is collectively wasted by organizations on digital
transformations3
COMMUNICATION BREAKDOWN
It’s absolutely vital that everyone across the software development
lifecycle (SDLC) is on the same page. This statement may sound obvious but
miscommunication is a common issue faced by many organizations, especially
1 Project Management Institute: Pulse of the Profession 20152 Accenture, Digital Density Index – Guiding Digital Transformation, 20153 Accenture, Digital Density Index – Guiding Digital Transformation, 2015
Introduction
when IT infrastructures begin to scale. A study by Project Management Institute found that
ineffective communication is the primary contributor to project failure one third of the time,
and has a negative impact on project success more than half the time4.
Even though the latest software tools help employees work more effectively – from managing
schedules to internal communication to improving how they do their job – disconnects still
regularly occur between teams. Sometimes down to human error, sometimes down to no
connectivity between tools, sometimes a combination of the two.
Teams typically work in their own best-of-breed tool to enable them to do their job more
effectively i.e. a project manager may use CA PPM (Clarity), a developer may use JIRA and
a tester may use HPE QC. While these tools equip teams with the functionality that they
need, it also means that vital information may not be shared across the value chain. Most
individual tools have their own reporting capability but they don’t tend to include upstream
and downstream data (without significant manual effort to consolidate).
What this means is that between what a customer requests and the product’s delivery, a lot
of assumptions have been made and requirements misinterpreted, meaning the customer
doesn’t receive what they asked for.
4 Project Management Institute, The Essential Role of Communications, 2013
* Image source: www.projectcartoon.com - ‘How projects really work’
You can see why it’s so important to tie activities together when we take a
closer look at the delivery chain from start to finish. There are two key areas
across the workflow to consider:
Demand capture: clearly identify what the customer requires – in their
own words – to lay foundations for an accurate collaboration and to
ensure seamless elicitation.
Requirement traceability: take the business demand and decompose it
into specific measurable features that can be tested, validated and then
delivered.
The capability to track defects back to the feature is instrumental in delivering
what the customer asked for. By connecting demand capture with requirement
traceability, a project manager is able to track activities to ensure the right
product is being created. They can also spot any potential bottlenecks and
keep testers informed to optimize quality assurance.
Going one step further, it’s important to consider the software architecture
and the data flow between tools. Ask yourself:
What tools are involved and touched during the project?
Where are the data repositories and where is key information stored?
Once you’ve answered these questions, you begin to clarify how you will
connect the datasets across the workflow.
THE BENEFITS OF SOFTWARE LIFECYCLE INTEGRATION IN ACTION
To illustrate how a connected lifecycle can enhance your business processes,
let’s imagine a typical organization’s value chain. There are three characters in
this story:
Name: Paul
Role: Project Manager
System: CA Clarity PPM
Responsibilities: Accountable for capturing the needs
of business and delivery of projects.
Name: Betty
Role: Business Analyst and Developer
System: JIRA
Responsibilities: Takes features, breaks them down into
user stories and tasks, makes necessary product changes.
Name: Quinn
Role: Tester
System: HP ALM
Responsibilities: Takes requirements, builds test cases,
execute tests, passes on defects to Betty to be tested.
As you can see, all three of them work in their own best-of-breed tool.
However, these tools do not talk to each other, meaning Paul has to spend a lot
of time and effort to pull together a project’s status before he can manage and
address any issues.
In an ideal world, Paul would be able to gather information from JIRA and HP
ALM without leaving his tool. With Tasktop, he can do just that:
Tasktop integrates CA PPM (Clarity), JIRA and HPE QC, enabling Paul, Betty
and Quinn to see any changes or actions required across the lifecycle. With
PROJECT MANAGERPAUL BUSINESS ANALYST & DEVELOPER
BETTY
TESTERQUINN
Using CA Clarity PPM, Paul is able to capture business needs and track the project, including costs, risks, labor resources and time management, as well as create a feature for Betty to begin project development.
In Jira, Betty sees the feature and can break them down into user stories and tasks before assigning work to developers, as well as making product changes herself.
Through HP ALM, Quinn will receive requirements from Betty and other developers, build and execute test cases and flag any defects to Betty so the necessary fixes can be made. Back in CA Clarity PPM, Paul is automatically notified of the project status.
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Tasktop integrates CA PPM (Clarity), JIRA and HPE QC, enabling Paul, Betty
and Quinn to see any changes or actions required across the lifecycle. With
everything connected and communicating with each other, he possesses the end-
to-end visibility required to make key decisions that will affect the success of the
organization.
Do you resonate with Paul and want to know more? Contact us today to discuss
how Tasktop can dramatically improve the way your PMO and organization
operates.
After a discussion about your software development and delivery workflow, we can
then provide you with a Software Lifecycle Architecture map that is tailored to your
business, helping you to connect an extensive range of tools in addition to PPM
(Clarity), JIRA and HPE QC.
For a more in-depth look at this topic, please check out our webinar of the same
name
To learn more about how Tasktop can help your business email us at: [email protected] or call us at: +1 778-588-6896
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