Download (direct link):
as an investment; new processes cannot be computerized
Line IT Firefighting and code maintenance; local systems unique; need offbeat skills
Third-Party All work is custom; cannot buy software components; each site unique; must use old
Service/Outsourcers development tools; IT strategy debates
End Users Green screens; information in database but unavailable; information only one form; rekeying
information; no mobile computing
Trading Partners Poor e-commerce linkage; logistics information missing or inaccurate; systems cannot
communicate; every site is unique
• The balanced scorecard: Discussed previously, the balanced scorecard is a performance measurement system that quantifies tangible and intangible assets, aligning with vision, business, and mission requirements. It displays a comprehensive view for executives, managers, and employees.
• Key performance indicators: These metrics are specifically related to achievement of objectives. Key performance indicators include productivity, customer satisfaction, budget and costs, resource management, quality (defects), agility (e.g., change management, configuration control, mean time to repair), and maturity.
• Detailed reports: Key aspects of project and operational metrics are reported, such as schedule status, life span, resource allocation status, budget and cost status, earned value status, variances, achievement of milestones, customer satisfaction survey results, performance status and accomplishments, open issues, and concerns.
• Summary reports: Whereas some prefer detailed reports, others, especially those in the executive leadership, just want the bottom line.
Beyond the reporting aspects of communicating the IT portfolio, employees will want to:
• Understand the business and strategic objectives of the company.
• Have insight into new proposed investments and criteria for new projects, including how they are evaluated and scored. In the event that resources
STAGE 6: COMMUNICATING 265
need to be rebalanced, transparency into proposed investments and new projects provides justification to employees regarding the prioritization of investments. In addition, it provides supporting evidence of why a current IT investment may need to be put on hold or canceled.
• Gain insight into the maturity of the IT portfolio, with specific goals and objectives for achieving the next level of maturity (assuming this is important to the company).
• Understand key metrics, what their specific contribution is to these measurements, and how they are calculated.
As shown in Exhibit 5.46, these performance and reporting mechanisms convey the business/IT value proposition to the executives, line managers, and operating staff (along with their IT peer groups).
The communications plan should articulate value and risks as well as scenarios and options. The who, what, how, and how often are related to the communications plan as shown in Exhibit 5.47. Other media for communicating performance of the IT portfolio include portals, newsletters, bulletin boards, reports, presenta-
EXHIBIT 5.46 PERFORMANCE AND REPORTING MECHANISMS
266 CHAPTER 5 BUILDING THE IT PORTFOLIO
EXHIBIT 5.47 COMMUNICATION PLAN OVERVIEW
Who What How How Often
CEO Overview Meetings Quarterly
Execs Strategy Meetings Quarterly
IT Staff Tactics Meetings Monthly
Suppliers Purchasing Seminar 2x per year
Customers Web Service Webinar Quarterly
Everyone News & Status Web & E-Mail Weekly/Daily
tions, focus groups, letters, the IT annual report, the executive marketing plan, IT and corporate strategic plans, and even brown bag lunches.
STAGE 7: GOVERNANCE AND ORGANIZATION
The term governance often trips people up. Cognitive dissonance often occurs. Good governance is enabling. It identifies responsibilities of individuals, specifies processes to follow, and puts down principles and policies to eliminate ambiguity. Does it involve change in most organizations? Yes! Is change generally painful and met with skepticism? Yes! Thus, governance is an efficiency and effectiveness enabler. Too much too quick is bad. Appropriate governance will still be met with resistance because it involves change.
Like communication, refining governance should occur throughout the process. Governance should evolve as the process evolves. In fact, given the maturity model presented in Chapter 2, IT portfolio management can only get so far in the absence of governance. The underlying processes that feed the portfolio and are impacted by it require governance for the portfolio to evolve and mature.