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Presented at UNICOM event in London Jan 2014
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1#UNICOMSeminars
@marksmalley
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UNICOM ALM Conference
London, 27 February 2014
Application Portfolio Management &Application Lifecycle Management
Mark Smalley, IT Paradigmologist
@marksmalley &[email protected]
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Agenda
●APM & ALM
●Costs & benefits
●Application quality & improvement approaches
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APM & ALM
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Application Services Library
Operational
Managing
Strategic
Services Application
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Application Services Library
Operational
Managing
Strategic
Services Application
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FrameworkASL 2
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ALM: Determine the future strategy of an application, translated into actions, so that the application can provide support forthe company processes in the future
APM: Align and coordinate the various components in an application landscape and mutually adjust and optimize the larger or radical investments and changes
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Application Strategy
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● Determine the technical quality of the application● Determine the functional quality ● Determine the operational quality
● Determine the impact of developments and changes in the business process, policy and the environment of the application
● Determine the impact of the changes in the organization, users, information provisioning and other applications
● Determine the commitment and willingness to invest, and other preconditions
● Determine potentially interesting or necessary technologies● Determine the developments of existing technologies● Determine the availability and the value that it will provide for the application
● Create possible scenarios and blueprints● Determine the investments, benefits, advantages, disadvantages
and the extent to which the requirements are met● Advise and choose scenario
Source: ASL ® 2 – A framework for Application ManagementCopyright: Van Haren Publishing
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ALM activitiesFor each (important) application
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● Identify or update the current portfolio (existing and used applications, size, used resources, relations between them, replacement or investment value)
● Determine the current quality of the IT portfolio (strengths/weaknesses), functional quality, technical quality and operational quality
● Determine bottlenecks or generic bottlenecks in the current situation
● Create an overview of the developments at the generic level and of all the appropriate changes at the level of the various applications
● Determine the impact of these developments ● Assess the total capacity for change of the organization, the users and the IT
● Determine the scope, appropriate or forced technological developments● Determine connections between the various technological developments at
the application level
● Determine the total impact● Create several basic scenarios and overall architectures (or modifications)● Make decisions
Source: ASL ® 2 – A framework for Application ManagementCopyright: Van Haren Publishing
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APM activitiesFor all or a group of applications
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● Functional quality
● Technical quality● Maintainability● Operationability
● Costs
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Key items for APM
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Costs
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BusinessStrategy
Business Projects
BusinessOperations
InformationStrategy
Functionality Management
UsageManagement
BiSL
BiSL
IT Strategy
IT Projects & Releases
IT Operations
ApplicationStrategy
ServiceStrategy
ApplicationMaintenance
& Renewal
ServiceDesign & Transition
ApplicationSupport
ServiceOperation
ASL ITIL
ASL ITIL
Appl
icati
ons
Infrastructure
40% 60%
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IT Strategy
IT Projects & Releases
IT Operations
ApplicationStrategy
ServiceStrategy
ApplicationMaintenance
& Renewal
ServiceDesign & Transition
ApplicationSupport
ServiceOperation
ASL ITIL
ASL ITIL
Plan
Release 1.0
Plan
MaintainRenew
RunSupport
80%20%
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IT Strategy
IT Projects & Releases
IT Operations
ApplicationStrategy
ApplicationMaintenance
& Renewal
ApplicationSupport
ASL
ASL
RunSupport
MaintainRenew70%
30%
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IT Strategy
IT Projects & Releases
IT Operations
ApplicationStrategy
ApplicationMaintenance
& Renewal
ApplicationSupport
ASL
ASL
RunSupport
MaintainRenew
Plan2%
69%
29%
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IT Strategy
IT Projects & Releases
IT Operations
ApplicationMaintenance
& Renewal
ASL ITIL
ASL ITIL
Functionalchanges
Technicalchanges
60%
40%
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13
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StaffingESPHardwareSoftwareTelcoOther
Source: Gartner IT Spending and Staffing Survey, Sept 2003
People versus Stuff
36%
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Infrastructure 60%Applications 40%
Initial development 8%Application management 32%
Run & support 10%Maintain & renew 22%
Functional change 13%Technical change 9%
Summary
People 36% Stuff 64%
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Benefits
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BusinessStrategy
Business Projects
BusinessOperations
InformationStrategy
Functionality Management
UsageManagement
IT Strategy
IT Projects & Releases
IT Operations
ApplicationStrategy
ServiceStrategy
ApplicationMaintenance
& Renewal
ServiceDesign & Transition
ApplicationSupport
ServiceOperation
IT Services
IT SupplyBusiness
BiSL ASL ITIL
BiSL ASL ITIL
Bus. Info. Mgmt incl. IT Demand Mgmt
Identify benefits
Realizeactual
benefits
Create potential benefits
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Profit
-
Business Goal Areas
Marketing / Sales / DeliveryAdministration / Management / Governance
Satisfaction & QualityProductivity & Predictability & Efficiency
Innovation & Agility
IT Benefits
Business Benefits Revenue
CostEmployees
Better functionality
Quicker delivery
Fewer/shorteroutages
More flexible
Cheaper
More productive
Resources
Organization
YourIT
initiative
Product
Customers
Suppliers
ProcessStakeholders Capital
IT Value Chain
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Quality
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● Functional quality● Importance of supported business processes● Contribution to business processes
● Technical quality● Maintainability
● Availability of technical knowledge● Availability of application knowledge● Ease of maintenance
● Operationability● Reliability (outages)● Efficiency (resources)● Continuity (security, distaster recovery)● Manageability (monitoring)
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How to assess application quality
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Application Lifecycle Management
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Assessment application quality
Replace Renew
Retire Reassess
Low - Technical Quality - High
Low
–
Fun
ctio
nal Q
ualit
y -
H
igh
C
F
D
G
B
E
A
H
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‘Boston Box’ application portfolio analysis(wild cat, rising star, cash cow and dog)
STRATEGIC
critical to sustaining future business strategy
HIGH POTENTIAL
may be importantin achieving future business strategy
KEY OPERATIONAL
upon which the organization currentlydepends for success
SUPPORT
valuable but not critical to sucess
High - Current Relevance - Low
Low
–
Fut
ure
Pot
entia
l -
H
igh
Source: IMBOK (www.imbok.org)
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Sustain Re-platform Replace Remediate
There are various ways to extend the life of an application
Source: Capgemini
Consolidate Extend/enhance Migrate Decommission
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Mindsets
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Application decommissioning and
other forms of rationalization are
more challenging than development
Source: Write-up UNICOM ALM Webinar 2013
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Statement #8
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Get a grip on your application landscape
● Are your applications a heavy-duty trains or light-weight scooters?
● Do you have appropriate policies, processes and practices for each category?
● The application landscape is and will remain hybrid
● So build your new city within the old city
Source: Capgemini
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Hybrid application landscapes
need differentiated approaches
Source: Write-up UNICOM ALM Webinar 2013
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Statement #9
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Determining application strategy
is more about people than process
Source: Write-up UNICOM ALM Webinar 2013
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Statement #10
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Questions
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itSMF Singapore 2013 Annual Conference - Value of ITSMitSMF Singapore 2013 Annual Conference - Value of ITSM
●Are we spending the right amount of time and money on information and related technology?
●Is this time and money well spent?
Overarching questions
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itSMF Singapore 2013 Annual Conference - Value of ITSMitSMF Singapore 2013 Annual Conference - Value of ITSM
●What have we got?●How valuable is it?●What can we do about it?●Who’s brave enough to take a decision?
APM/ALM questions
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[email protected]@marksmalley & LinkedIn
Smalley.IT
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