in black and white
Main menu
Share a book About us Home
Biology Business Chemistry Computers Culture Economics Fiction Games Guide History Management Mathematical Medicine Mental Fitnes Physics Psychology Scince Sport Technics

IT Portfolio management step by step - Maizlish B

Maizlish B, Handler R. IT Portfolio management step by step - John Wiley & Sons, 2005. - 401 p.
ISBN.: 978-0-471-64984-8
Download (direct link): itportfoliomanagement2005.pdf
Previous << 1 .. 144 145 146 147 148 149 < 150 > 151 152 153 154 155 156 .. 181 >> Next

• Portfolio analysis methods: methods to perform the analysis
• Scenario simulation methods: methods to perform scenario simulations
• Optimization methods: methods to determine optimized portfolio performance and what needs to change to achieve optimal value
• Simulation output analysis: ability to analyze simulation output as the means to drive optimization
• Templates: approaches, techniques, methods, tools, and services that accelerate value realization of software and ensure quality decision modeling
• Risk management: framework to cohesively include risk as a scenario and portfolio optimization driver
• Quality/quantity of information assimilation: ability to consistently and cohesively render qualitative and quantitative data into scenarios and optimization plans
• Financial analysis methods: financial analysis features and functions Services
Services range from support to consulting and all points in between, assisting customers through the implementation and delivery of skills, processes, methodologies, business templates, systems, and expertise. This subcriterion is typically given a moderate weighting. The services necessary to implement the software and the dependency of customers on the industry provider to perform this implementation work are examined. Industry providers who are the sole installers of their products rate low. Areas that are evaluated include:
• Services purchased: most commonly purchased services
• Implementation accelerators: services that accelerate implementation
• Percentage of implementation/integration: by the industry provider’s internal professional services organization
Pricing includes policies, procedures, methods, and standards that enable customers to effectively purchase IT portfolio management industry provider offerings. This subcriterion is given a moderate weighting. The economic components of each industry provider’s product line are evaluated. Future pricing mechanisms will change the strategy of how IT portfolio management industry providers charge for their offerings. Areas that are evaluated include:
• Pricing methods: price models provided to customers that enable flexibility in the purchase and/or use of products and services
• Value measurement: demonstrated methods that enable customers to see break-even points, return on investment, or other important value metrics that help justify expected and actual costs
• Implementation/license ratio: ratio of implementation versus licenses to uncover sources of bigger cost versus value
• Maintenance: maintenance as a percentage of selling cost, providing critical revenue to further enable more significant product/service development
• Average selling price: average selling price to help understand base market differences between IT portfolio management providers
Execution refers to processes, systems, methods, or procedures that enable IT portfolio management industry providers to be efficient, effective, and positively impact revenue, retention, and reputation. This subcriterion is typically given a moderate weighting and represents an industry provider’s ability to deliver new products, change business internally, and win sales. Areas that are evaluated include:
• New product features: demonstrated ability to keep pace with market demand from a product perspective
• Top three improvements/efficiencies: demonstrated ability to keep pace with market demand from an organizational perspective
• Win/bid ratio: performance in closing competitive business
• Percentage competitive: percentage of sales that are competitive versus noncompetitive.
Agility reflects the vendor’s ability to respond to change. Also important is the ability of vendors to pursue external solutions (e.g., acquisitions and alliances) to better match customer demand. The smaller organizations tend to be more nimble than larger ones. Without strong capabilities to respond to user and prospect demands, cogent development processes to deliver stable code with consistent quality, and the ability to flexibly incorporate additional functionality, it is challenging to gain and retain a leadership position. Look for a vendor that has a history of successful strategic alliances. A vendor that has an eye on the future and can turn on a dime should also be viewed very positively. This subcriterion is typically given a moderately low weighting. Reactive capabilities to identify, harness, and capitalize on changing market and customer dynamics are evaluated.
Personnel is the organizational mix of skills, experience, expertise, capabilities, and leadership within each vendor. Vendors should have a good balance within their employee base of leadership/management, engineering/development, and marketing/sales. It is usually not the best technology that winds up owning the market but the most adaptable. The organization structure must support adaptability for it to be reflected in the product. This subcriterion is typically given a moderate weighting. Areas that are evaluated include:
Previous << 1 .. 144 145 146 147 148 149 < 150 > 151 152 153 154 155 156 .. 181 >> Next