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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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areas to minimize risk development team
Measure of Progress Strengthened concept Milestone achievement
Source: Paul Belliveau, PDMA Toolbook I for New Product Development; Copyright © 2002, John Wiley & Sons, Inc. Reprinted with permission of John Wiley & Sons, Inc.
The second commonality is that many of the important pieces of information and data pertaining to IT investments are scattered among different locations and organizations in structured and unstructured formats with varying levels of quality and relevancy.8 Effective implementation of the IT portfolio involves the creation of a centralized database that inventories and creates a standardized format for individual investments across an organization. The health, status, categorization, business case, and business value of ongoing IT investments are inventoried and constantly updated. Resource capacity and resource allocation are also inventoried. The centralized database enables common analysis between disparate investments giving visibility to governing bodies into the categories of investments as well as investments made in business units, divisions, product lines, and so on.
Mining the database should identify dependencies and redundancies among IT investments and show how limited resources are allocated among all three
I 14
EXHIBIT 4.4 INTEL CORPORATIONíS EBUSINESS VALUE DIAL
Business
Objectives
Cash Cycle
Efficiencies
Opening Mts
Satisfaction
Intersection Supplier Facing Apps Empl Facing Cust Facing Infra
Inventory Management Employee Web Tools (ex: Order Mgt & Customer Supt Upti me/Rel iabil ity/Desi gn
Systems (ex: CIBR, NWDW, EASE, Exp Form) (ex: WOM, Supt.com) Remote, Down-the-Wire
IDT) Financial System (ex: EAP, Conveyance of Product Info Mergers & Acquisitions
Planning Systems (ex: E2E) G/L) (ex: FDBL, Chan.com
Materials/Procurement A/P, Payroll, Stock Programs
Systems (ex: TW, WebPO) (ex: SOP, Imaging)
Deliver Systems (ex: ASN)
Tech/Prod Doc Exchange
Apps (ex: ePDM, eMark)
Days of Inv $/Day Balance Sheet Impact. $ per Year X X X
Opportunity Value per Dav Removed
Days of Rec $/Day Balance Sheet Impact. $M per Year X
Opportunity Value per Dav Removed
HC Reduction Number of HC Reduced or Avoided x Avg Burden Rate X X X X X X X X
for the Region & Job Type. HC may be converted into
work transactions for calculation ease.
HC Productivity % X (Number of HC Reduced or Avoided x Avg X X X X X X X X X X
Burden Rate for the Region & Job Type). HC may be
converted into work transactions for calculation ease.
HC Turnover $ per T urn over Avoided X X X X X X X
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