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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
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• Information: Information portfolios require sufficient documentation to identify overlaps, inconsistencies, and opportunities. At level 1, the information portfolio generally consists of a listing of entities critical to the organization’s operations.
• Overall IT portfolio: To attain level 1 throughout the entire IT portfolio, all subportfolios must be documented, highlighting key interrelationships and interdependencies between portfolios.
LEVEL 2: GOVERNING 61
LEVEL 2: GOVERNING
At level 2, the focus is on putting the people, processes, and policies in place to support more refined portfolio decisions. It is at level 2 that the link between operational processes (and their supporting metrics) and the decision support process of portfolio management begins to surface.
• Projects: Project and program managers provide consistent information to the portfolio manager. Processes with defined frequency exist to provide consistency. Policy exists around providing project information to the project portfolio. Policy also exists to support active portfolio management. An executive steering committee meets regularly to provide strategic information and decision support.
• Applications: Applications are assigned owners. Processes exist to manage application life cycles, and policies exist to provide business rules over application life cycles. A defined process with named individuals and business rules periodically reviews the application portfolio. An executive steering committee meets regularly to provide strategic information and decision support.
• Infrastructure: Basic asset management exists. Processes exist to periodically create and balance the portfolio of infrastructure assets. Policies surrounding asset management support the portfolio balancing. Named individuals participate regularly in the infrastructure portfolio management process. An executive steering committee meets regularly to provide strategic information and decision support.
• People: Basic human capital management practices exist to proactively update skills in a skills (management) database and assist with updating information on people. IT HR policies support the creation and maintenance of the people portfolio. An executive steering committee meets regularly to provide strategic information and decision support.
• Process: Process portfolios are generally enabled with a business improvement methodology and team (e.g., Six Sigma). Processes are documented consistently and stored in a common repository. The contents of the process portfolio are reconciled to minimize redundancies. An executive steering committee meets regularly to provide strategic information and decision support.
• Information: Information portfolios are enabled through information management. People, process, and policy exist to ensure data are treated as a corporate asset. People, processes, and policies also exist to ensure that the information portfolio is updated and balanced regularly. An executive
62 CHAPTER 2 PLANNING FOR IT PORTFOLIO MANAGEMENT
steering committee meets regularly to provide strategic information and decision support.
• Overall IT portfolio: For the entire IT portfolio to be at level 2, all subportfolios must be at level 2 or greater. An IT portfolio manager must be named. A defined IT portfolio management process must exist replete with supporting processes. All governing processes for each subportfolio are synchronized with the overall IT portfolio management process. Interdependencies between subportfolio components are managed and used to balance the portfolio. An executive steering committee meets regularly to provide strategic information and decision support.
LEVEL 3: MANAGING
Level 3 focuses on having mechanisms and metrics in place to measure the effectiveness of the technique and ensuring effectiveness of governance.
• Projects: Metrics for governing processes and key supporting processes are identified and captured, preparing for level 4, where these metrics can be used to analyze and optimize both the subportfolio and the portfolio management process.
• Applications: Metrics for governing processes and key supporting processes are identified and captured, preparing for level 4, where these metrics can be used to analyze and optimize both the subportfolio and the portfolio management process. Applications are treated as assets, with costs and benefits captured against these assets, much the way plant machinery is managed through a maintenance, repair, operations (MRO) system.
• Infrastructure: Metrics for governing processes and key supporting processes are identified and captured, preparing for level 4, where these metrics can be used to analyze and optimize both the subportfolio and the portfolio management process. Infrastructure is treated as assets, with costs and benefits captured against these assets, much the way plant machinery is managed through an MRO system.
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