Innovate with Agility in the Era of Now. Peter Waterhouse Advisor CA Service & Portfolio Management

Transcription

1 Innovate with Agility in the Era of Now Peter Waterhouse Advisor CA & Portfolio Management

2 Innovation - great ideas, successfully exploited 4 July 22, 2011 Copyright 2011 CA. All rights reserved.

3 The Era of Now a Business Perspective 19% Proportion of IT budget invested in public clouds by end of % Will obtain public cloud funding outside of IT budgets --39% by the end of % Expect public cloud use to increase IT project complexity concerns include governance Ovum PPM cloud acceleration report

4 The Era of Now a Business Perspective

5 CIOs need the agility to improve time to value 7 July 22, 2011 Copyright 2011 CA. All rights reserved.

6 CIOs are living with a new normal Business Demand for IT outstrips capacity & resources New Normal Growing Alignment Gap IT Budget decisions under greater scrutiny IT Supply and delivery options have multiplied New Normal

7 CIO s role is changing as IT ecosystem evolves IT Portfolio Strategist Investment Manager Innovation Driver Broker

8 How to deliver a portfolio of s that drives Innovation and Growth? What s? Which Requirements? By When? How to maximise value over service lifecycle? How to deliver? Can we do it all? 10

9 our own research shows a shifting mindset we need to do a better job of being lean in our cost structure and offering them [BUs] more service options

10 Need to better evaluate and optimise IT investments IT cost transparency, business relevance [demand], & performance metrics into the delivery of business services This is Technology Business Management 12

11 How can Technology Business Management help transform good ideas into great innovations?

12 Our solutions enable a complete innovation lifecycle Optimisation of existing assets, services and applications Creating engine for growth Creating capacity for growth Structured evaluation and alignment of new ideas and investments

13 visibility into resources, investments and performance from ideas and projects... to service delivery and optimisation. Unified Demand Define & Plan Program Management Build/Acquire Optimisation Capture Ideas, collaborate & prioritize Define Requirements Portfolio Project Mgt & Resource Alignment Project & Resource Mgt Agile or Waterfall Cost, Usage Performance & Provisioning 15

14 idea management Capture and discuss new ideas across your customer, partner and employee base to increase ideation and innovation. 31% Of high performers claim organic growth comes from innovative ideas Unified Demand Define & Plan Portfolio Management Build/Acquire Optimisation.

15 requirements management Collaborate with business customers on requirements, priorities and tradeoffs Unified Demand Define & Plan Program Management Build/Acquire Optimisation

16 resource management Manage resource capacity and demand, to ensure projects are delivered on time. Unified Demand Define & Plan Program Management Build/Acquire Optimisation

17 agile planning Improve IT efficiency with integrated Agile planning capabilities. Unified Demand Define & Plan Program Management Build/Acquire Optimisation.

18 delivery Provision as a service in terms the business can understand (cost, quality, function) Unified Demand Define & Plan Program Management Build/Acquire Optimisation

19 delivery good ideas Converged Infrastructure flexible environment 21 July 22, 2011 Copyright 2011 CA. All rights reserved.

20 Delivery - successfully exploited! CA Virtual Desktop User raises request for a VDI resource User s manager reviews and approves the request CA Catalog SUBMITTED PENDING APPROVAL CA Process Automation Manager provisions the VDI resources leveraging the VCE Vblock Infrastructure Platform APPROVED COMPLETED PENDING FULFILLMENT CA Process Automation Reporting and charge-back of service use is available CA Catalog

21 service performance Deliver value while meeting contractual obligations Unified Demand Define & Plan Program Management Build/Acquire Optimisation

22 portfolio management Enable fact-based approach to decisionmaking across the entire IT portfolio. 33% Faster time to market by mature PPM organizations Unified Demand Define & Plan Program Management Build/Acquire Optimisation

23 Supporting innovation innovative support adapting to support the hybrid world Support for cloud, virtual services Self-service for digital natives Support for physical assets Crowdsourced & federated knowledge Personalized service for aging workforce Singlesource internal knowledge

24 How do you support the hybrid world? interact, evolve, value Interact with your end users on their terms Evolve IT service operations with agility & flexibility End Users Value the innovation and support lifecycle in business terms IT Business 26 Copyright 2010 CA. All rights reserved.

25 Bringing it all together Business Operations Technology Business Management Business Performance Business Growth Technology Innovation Demand Management Performance Management Cost Transparency Portfolio View Delivery Process Automation Work Management Asset Inventory Configuration View Assurance Business Transaction Infrastructure Management Network Management Operations View

26 CA is leading the way! Leading the PPM market for Cloud Delivery: SaaS-first business model Customer Loyalty programs Dedicated support Focus on OOTB Value Expanding the value of PPM Agile development Ideation Requirements management Chatter integration Leading the Desk SaaS transformation: Focus on customer needs, not segment Mid-market MSPs Enterprise Desk for Modern IT Single, extensible IT Mgt-as-a- solution Unified experience, integrated IM+SM solution Configurable without custom development Already winning in marketplace Technology Business Management Integrated use-cases Leading solution on-ramps

27 CA & Portfolio Management solutions make smart IT portfolio decisions manage strategic, operational and tactical demands accelerate and innovate your IT services you can. 29

28 thank you

29 legal notice Copyright 2011 CA. All rights reserved. All trademarks, trade names, service marks and logos referenced herein belong to their respective companies. No unauthorized use, copying or distribution permitted. THIS PRESENTATION IS FOR YOUR INFORMATIONAL PURPOSES ONLY. CA assumes no responsibility for the accuracy or completeness of the information. TO THE EXTENT PERMITTED BY APPLICABLE LAW, CA PROVIDES THIS DOCUMENT AS IS WITHOUT WARRANTY OF ANY KIND, INCLUDING, WITHOUT LIMITATION, ANY IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, OR NONINFRINGEMENT. In no event will CA be liable for any loss or damage, direct or indirect, in connection with this presentation, including, without limitation, lost profits, lost investment, business interruption, goodwill, or lost data, even if CA is expressly advised of the possibility of such damages. Certain information in this presentation may outline CA general product direction. This presentation shall not serve to (i) affect the rights and/or obligations of CA or its licensees under any existing or future written license agreement or services agreement relating to any CA software product; or (ii) amend any product documentation or specifications for any CA software product. The development, release and timing of any features or functionality described in this presentation remain at CA s sole discretion. Notwithstanding anything in this presentation to the contrary, upon the general availability of any future CA product release referenced in this presentation, CA may make such release available (i) for sale to new licensees of such product; and (ii) in the form of a regularly scheduled major product release. Such releases may be made available to current licensees of such product who are current subscribers to CA maintenance and support on a when and if-available basis.

30 analyst recognitions 1 The Magic Quadrant is copyrighted June 2010 by Gartner, Inc. and is reused with permission. The Magic Quadrant is a graphical representation of a marketplace at and for a specific time period. It depicts Gartner's analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not advise technology users to select only those vendors placed in the "Leaders" quadrant. The Magic Quadrant is intended solely as a research tool, and is not meant to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. 2 The MarketScope is copyrighted April 2010 by Gartner, Inc. and is reused with permission. The MarketScope is an evaluation of a marketplace at and for a specific time period. It depicts Gartner's analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the MarketScope, and does not advise technology users to select only those vendors with the highest rating. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. 3 IDC MarketScape vendor analysis model is designed to provide an overview of the competitive fitness of ICT (information and communications technology) suppliers in a given market. The research methodology utilizes a rigorous scoring methodology based on both qualitative and quantitative criteria that results in a single graphical illustration of each vendor s position within a given market. IDC MarketScape provides a clear framework in which the product and service offerings, capabilities and strategies, and current and future market success factors of IT and telecommunications vendors can be meaningfully compared. The framework also provides technology buyers with a 360-degree assessment of the strengths and weaknesses of current and prospective vendors. 4 The Forrester Wave is copyrighted by Forrester Research, Inc. Forrester and Forrester Wave are trademarks of Forrester Research, Inc. The Forrester Wave is a graphical representation of Forrester's call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does not endorse any vendor, product, or service depicted in the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change.