Presentation 1 of 2: Applying AI to DevSecOps Processes to Optimize Project Execution and Delivery
Abstract: Project Managers, as advocates for continuous improvement and innovation, are always interested in tools and processes that can further optimize the delivery of value. Project Managers embraced the shift from waterfall to Agile delivery models, and then the further embrace of DevOps and then DevSecOps – all of these improvements have benefited projects with improved project outcomes (faster, higher quality, better support, more predictable, etc.). DevSecOps is of course not the end of the optimization path, but instead is just another step. The next optimization step appears to be the application of Artificial Intelligence (AI) to DevSecOps. Enhancing with DevSecOps with AI is showing tremendous benefits – often 10-30% over non-AI enabled DevSecOps. Project Managers are eager to understand A) how is DevSecOps and AI-enabled DevSecOps different, B) how to apply AI to existing DevSecOps processes, C) the role the PM has in optimizing AI-enabled DevSecOps, and D) common pitfalls and value traps to avoid while integrating AI into DevSecOps processes. AI-enabled DevSecOps is not a tool strictly available to $B companies – with the near-ubiquitous availability of cloud-based AI organizations of any size can benefit. Project Managers must always stay up-to-date with any capabilities that will advantage their organization and project. Learn how early-adopters of AI-enabled DevSecOps are benefiting during project execution and delivery, and how you can ensure your organization/project are not left behind.
PMI Talent Triangle: Ways of Working
Presentation 2 of 2: Integrating FinOps Into Your Project Management Processes
Abstract: The shift from on-prem to cloud-based solutions came with significant benefits (performance, uptime, stability, etc.). However, organizations are now battling with how to understand – and control – cloud-related costs. As cloud costs become a greater percentage of the overall project budgets, project managers have necessarily started analyzing the related attributes. Cloud costs are complex and confusing – a monthly cloud bill for a moderate-sized software project has thousands, and sometimes hundreds of thousands, of rows on the invoice. Typical projects don’t have staff who are trained to understand and manage cloud costs: financial analysts don’t have the technical understanding, and cloud engineers don’t have the financial understanding. Project managers are asking themselves: A) how do my cloud-related costs compare to other similar projects, B) how can I better understand my current cloud costs, C) what mechanisms exist to better monitor and manage cloud costs, and D) who on a typical project is best positioned to balance business-value and cloud costs. Financial Operations (FinOps) was created specifically to address the new paradigm of cloud computing-related costs throughout the entire project life-cycle.
PMI Talent Triangle: Business Acumen
Biography: Andrew Boyle is a Distinguished Digital and Cyber Technologist with Booz Allen Hamilton and responsible for strategy and execution of the Intelligence market space. He provides the programmatic and technical vision and execution for enterprise-scale advanced analytic capabilities across Government and Fortune 100 Commercial clients. His client base places him at the bleeding edge of full-spectrum solutioning, to which he brings an integrated approach combining Agile programmatics, digital development, cybersecurity, and user experience/engagement. An ardent proponent for continuous learning and innovation, and recognized industry expert on DevSecOps, he brings a holistic architectural mindset towards achieving best-of-the-best solutions which meet end-user needs and provide business value.
