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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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sourcing • Monitors resource and priority conflict
--- Risk, return, and competitive aspects of between enterprise divisions and the IT
IT investments function, and between projects
--- Progress on major IT projects • Makes recommendations and requests for
--- The contribution of IT to the business changes to strategic plans (priorities,
(i.e., delivering the promised business funding, technology approaches,
value) resources, etc.)
--- Exposure to IT risks, including • Communicates strategic goals to project
compliance risks teams
--- Containment of IT risks • Is a major contributor to management’s IT
• Provides direction to management relative governance responsibilities
to IT strategy
• Is driver and catalyst for the board’s IT
governance practices
Authority • Advises the board and management on IT • Assists the executive in the delivery of the
strategy IT strategy
• Is delegated by the board to provide input • Oversees day-to-day management of IT
to the strategy and prepare its approval service delivery and IT projects
• Focuses on current and future strategic IT • Focuses on implementation
Membership • Board members and (specialist) nonboard • Sponsoring executive
members • Business executive (key users)
• Key advisors as required (IT, audit,
legal, finance)
Includes text from IT Control Objectives for Sarbanes-Oxley and Board Briefing on IT Governance, 2nd Edition. Copyright © 2003 IT Governance Institute® (ITGI®). AH rights reserved. Reprinted by permission.
complex, expensive, and difficult-to-manage IT projects. IT project management is a specialty skill requiring tools and templates and being responsible for determining the schedule, scope, resources, costs, dependencies, constraints, and deliverables from IT projects. In the case of IT outsourcing, the EPMO also monitors service providers and incorporates their information into the IT portfolio.
The EPMO has the expertise to filter many potential initiatives and projects, assessing the value and determining the impact of proposed investments, potential conflicts, and redundancies, and validating against the requirements and the architecture. The EPMO also serves as an important interface between local and regional business units and divisional needs to promote better alignment focus, reuse, improved efficiencies, and optimization of parallel initiatives. Specifically, the EPMO is responsible for:
• Establishing and standardizing project management policies, processes, tools, and methodologies
• Assigning and monitoring project resources and tracking project performance on a frequent basis; providing visual information in the form of a dashboard to the executive steering committee
• Scheduling resources and managing the prioritization of projects
• Monitoring change management and reporting variances
• Evaluating possible overlapping projects and consolidating efforts and resources where necessary
• Reprioritizing resources as per the directive of the executive steering committee
• Supporting the validity of business cases, and, in many cases, inputting data into portfolio management tools and providing their analysis and recommendations to the executive steering committee
The enterprise architecture (EA) group, in many models, serves as the IT asset portfolio facilitator—facilitating concurrent engineering with solutions delivery and operations. For the people component, the IT human resources (HR) department or IT resource manager serve as the people portfolio manager, aligning resource requirements with resource supply and ensuring IT human resources have an environment in which they can evolve their careers. Subcommittees and task forces such as the IT audit group ensure adherence to policies.
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