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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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TOP ISSUES FACED BY MANAGEMENT 101
and long-term perspective of tangible and intangible value drivers that measure four perspectives, asking the following guiding questions in each perspective:
• Financial perspective: To satisfy our stakeholders, what financial objectives must we accomplish? IT enables the enterprise resource management solution.
• Customer perspective: To achieve our financial objectives, what customer needs must we serve? IT enables the customer relationship management solution.
• Internal process perspective: To satisfy our customers and stakeholders, in which internal business process must we excel? IT enables intranet, extranet, work-flow, and business process management tools.
• Learning perspective: To achieve our goals, how must our organization learn and innovate? IT enables knowledge management, collaboration, and web-enabled training solutions.
The balanced scorecard is an effective tool to aid the board and management to achieve IT and business alignment. The balanced scorecard establishes a vehicle for IT management reporting to the board and fostering consensus among key stakeholders regarding IT’s strategic aims, added value, performance, risks, and capabilities.
Note: This appendix includes text from IT Control Objectives for Sarbanes-Oxley and Board Briefing on IT Governance, 2nd Edition. Copyright © 2003 IT Governance Institute® (ITGI®). All rights reserved. Reprinted by permission.
APPENDIX ÇÑ
Top Issues
1. Board of directors
Board of Directors
IT Strategy Committee
Mapped to Key Individuals and Governance Bodies
Strategic Alignment
• Ensure management has put in place an effective strategic planning process
• Ratify the aligned business and IT strategy
• Ensure the IT organizational structure complements the business model and direction
• Provide strategy direction and the alignment of IT and the business
• Issue high-level policy guidance (e.g., risk, funding, sourcing, partnering)
• Verify strategy compliance (e.g., achievement of strategic goals and objectives)
Value Delivery
• Ascertain that management has put processes and practices in place that ensure IT delivers provable value to the business
• Ensure IT investments represent a balance of risk and benefit and that budgets are acceptable
• Confirm that the IT/business architecture is designed to drive maximum business value from IT
• Oversee the delivery of value by IT to the enterprise
• Take into account return and competitive aspects of IT investments
IT Resource Management
• Monitor how management determines what IT resources are needed to achieve strategic goals
• Ensure a proper balance of IT investments for sustaining and growing the enterprise
• Provide high-level direction for sourcing and use of IT resources (e.g., strategic alliances)
• Oversee the aggregate funding of IT at the enterprise level
Risk Management
• Be aware about IT risk exposures and their containment
• Evaluate the effectiveness of management’s monitoring of IT risks
• Ascertain that management has resources in place to ensure proper management of IT risks
• Take into account risk aspects of IT investments
• Confirm that critical risks have been managed
Performance Management
• Assess senior management’s performance on IT strategies in operation
• Work with the executive to define and monitor high-level IT performance
• Verify strategy compliance, (i.e., achievement of strategic IT objectives)
• Review the measurement of IT performance and the contribution of IT to the business (i.e., delivering the promised business value)
2. Executive management
Strategic
Alignment
Value
Delivery
CEO
Business Executives
• Align and integrate IT strategy
• Align IT operations with business operations
• Cascade strategy and goals down into the organization
• Mediate between imperatives of the business and the technology
• Understand the enterprise’s IT organization, infrastructure, and capabilities
• Drive the definition of business requirements and own them
• Act as sponsor for major IT projects
• Direct the optimization of IT costs
• Establish coresponsibility between the business and IT for IT investments
• Ensure the IT budget and investment plan is realistic and integrate into the overall financial plan
• Ensure that financial reporting has accurate accounting of IT
• Approve and control service levels
• Act as customer for available IT services
• Identify and acquire new IT services
• Assess and publish operational benefits of owned IT investments
IT Resource Risk Performance
Management Management Management
• Adopt a risk, control, and governance framework
• Embed responsibilities for risk management
in the organization
• Monitor IT risk and accept residual IT risks
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