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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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Seek additional maturity model determined by the • Evaluate include both portfolio mgmt and
data and (e.g., level 3, maturity model importance tangible and includes:
information level 4) • Assess capabilities and urgency of intangible assets - Purpose
as-is state and each element • Process metrics - Goals
compare against above: should include - Scope
- Expectations
gap analysis to - Perform incentives and - Governance
determine if customer rewards for - Policies
adequate segmentation employees in - Guidelines
- Identify areas - Processes
resources currently of low attaining goals and - Metrics
exist to close gaps hanging milestones as -Work effort
• For those gaps that opportunities provided in the and action
do not close with issues and objectives plans with
current resources, problems and time
determine options • Assure that defined tables
(and potential objectives are • Communicate with
resistance) for traceable to the key stakeholders;
closing gaps business strategy seek consensus
(buy, build, hire, and approval to
lease, alliance, proceed to the
outsource, etc.) next stage
success factors, key performance indicators, current state and desired state). An example is shown in Exhibit 5.7.
Unfortunately, it is not unusual to see companies that have not considered the strategic planning aspects and thus dive in head first. Performing a readiness assessment is the first step in laying the foundation and defining the basics of how much change can be effected based on the company’s maturity in several dimensions. Exhibit 5.8 provides a simple assessment for companies to consider as they assess additional readiness factors for IT portfolio management. Appendix 5C provides a more detailed listing of three areas: business diagnostic, internal diagnostic, and operational diagnostic.
Assess Business-IT Credibility and Dependency
Performance is often taken for granted. As business executives see the swelling ofthe expense line item for IT, they continue to ask how to get more for less. “Better, faster, cheaper,” and “free, perfect, now” have become the new buzzword phrases to express this sentiment. IT management must be prepared to manage value
Stakeholders (Indicate Critical Strategy Key Current Desired Processes Owners
specific Success Performance State State
stakeholders Factors Indicators
in column)
Enter the Enter the Enter the key Enter the Enter the Enter the Enter the
critical strategy that performance current desired state processes process
success is the basis indicators that state (actual (desired that impact owners who
factors (CSF) for achieving are indexes results of KPI) results of KPI) current KPI can provide
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