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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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I 86
EXHIBIT 5.5 EIGHT STAGES OF IT PORTFOLIO BUILDING
STAGES
TASKS
Game Plan
• Baseline assessments
• Define objectives
• Define process metrics
• Document the portfolio game plan
Creating
• Populate portfolio
• Identify expected risks & results
• Define metrics
• Build portfolio views
Balancing
• Identify tuning options
• Determine trade-offs
• Select/approve portfolio changes
• Implement changes
Governance & Organization
• Manage portfolio policies
• Integrate business processes
• Monitor compliance triggers
• Create/maintain governance processes
• Establish organization
Planning
• Plan investment strategy
• Plan portfolio structure
• Plan individual subportfolios
Assessing
• Monitor for triggers
• Measure portfolio
• Compare measures against targets
Communicating
• Identify stakeholders
• Create communication packages
• Deliver communications
Assessing Execution
• Assess program execution
• Perform assessment comparison
• Assessment & execution
report
STAGE 1: GAME PLAN 187
Exhibit 5.6 outlines the specific tasks and activities involved in developing the game plan. The critical activities of the tasks shown in Exhibit 5.6 that are addressed in this section include:
• Perform baseline assessments to develop an understanding of capabilities and resource constraints
• Define (or most probably refine) objectives for doing portfolio management
• Develop metrics and success criteria to demonstrate success
• Create the portfolio management game plan including the work effort, resources required (people, process, technology, tools, and facilities), steps and activities that need to be performed, key milestones, timetables, and goals
Refer also to Chapter 2 for additional information on the game plan.
Baseline Assessment
The activities assessed in this task are:
• Readiness
• Business—IT credibility and dependency
• IT portfolio management maturity
• Capabilities
The baseline assessment determines the current strategic and operational environment (assessing readiness and maturity), and it ascertains the readiness and commitment of the company to IT portfolio management (assessing capability and capability/dependency relationships). This assessment sets the foundational elements needed to identify many of the critical components of the subsequent stages.
Assess Readiness
A thorough readiness assessment can be very complex and time-consuming. Assessing readiness involves understanding the current as-is state of IT portfolio management and determining the future to-be goals of the business and IT portfolio management. The gaps between these two states and understanding what problems and issues IT portfolio management is trying to solve are critical to efficiently and effectively gauging readiness. Setting specific time-box goals and detailed work breakdown structures will help focus a company’s efforts on achieving desired IT portfolio management maturity levels.
One of the most important tools for assessing readiness and evaluating the current as-is versus desired to-be states is the stakeholder assessment. This tool identifies and ranks an individual’s priorities and values. The stakeholder analysis tool also identifies goals, objectives, and what will make a stakeholder successful (critical
I 88
EXHIBIT 5.6 DETAILED TASKS IN DEVELOPING THE GAME PLAN
Iterate Throughout These Tasks
Readiness Assessment As-ls State
Baseline Assessments
Validate
and
Refine
Readiness
Assessment
• Define information and analysis needs
• Collect information and data
- Interviews
- Baseline research
- Benchmarking
- Surveys
- Focus groups
• Develop an understanding of some of the problems and issues
- Identify potential low hanging problems that can be solved
• Level set on the definition, upper and lower limits, and parameters regarding value, cost, and risk
Assess IT Portfolio Management Maturity Model
Gap Analysis and Assess Capabilities
Define
Objectives
Present initial • Evaluate readiness • Identify specific • Based on results of • Define metrics that • The plan captures
findings to assessment against gaps that exist the gap and measure and and synthesizes
executive the IT portfolio between the capability monitor the the data and
management management results of the assessment, processes and information
Obtain maturity model in readiness develop a list of improvements that obtained in the
concurrence on Chapter 2 assessment and priorities and focus are in-work as well prior tasks
priorities and • Determine optimal the desired end areas to as completed • The plan contains
direction end state in the state as allocate resources • Metrics should the charter for IT
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