投資組合的內(nèi)容及其管理框架課件

IT投資組合IT投資組合1投資組合的內(nèi)容TheITportfolioconsistsof:

·Applicationsystems,products,andsuites

·Processinghardwareinfrastructureandoperatingsystems

·Networkequipmentandsoftware

·Services(includingconsultative)

·Distincttechnologyproducts

·Humanresources-internalandexternalcontract

·Data/information

ThereisalsoanITprojectportfolio,whichincludes:

·Projectsthatexpandtheportfolio

·Projectsthatrenewelementsoftheportfolio

·Projectsthatcorrectproblemswithintheportfolio

Other,lesstangibleportfolioholdingsinclude:

·Knowledgeandexperienceembeddedinpeople,systems,anddatabases

·Intellectualandinnovationcapital

·Customer/usercapital

·Relationshipcapital投資組合的內(nèi)容TheITportfolioconsi2投資組合管理框架投資組合管理框架3投資組合的作用ManagementRole(s)

TheportfoliomanagementmodelactuallyforcesatruebridgingandintegrationbetweenITandthebusiness.Costs,businessbenefits,technicalperformance,andcapitalcreation(tangibleandintangible)aremanagedwithinoneframeworkandrequirejointparticipation.

Allstakeholders-fromprogrammersandprojectmanagerstobusinessandITmanagers-havetheroleofmanagingsomeaspectoftheinvestmentportfolio.And,intotality,theorganization'sITinvestmentisreallybeingmanagedasabusinessinvestment.

TheenterpriseCIOmaybetheoverall"fundmanager"workingtoassistinthediversificationandmanagementofinvestmentsacrosslinesofbusiness.

LOBCIOsandITdepartmentheadscanbeviewedas"portfoliomanagers"withthegoalofmaximizingthecost/benefitperformanceofthesystems,services,ortechnologyundertheircontrol.

Theprojectoriginationprocessisfluid.ProposalsfromthebusinessandfromthoseinITwithstewardshipforresultsmaximizationbearequalweight.Theprojectfundingprocess,whetherforanewprojectorrenewalofanexistingasset,isajointone.

Overall,thecommonthreadwithinthismodelis"value."Whethervalueistangibleorintangible,andwhetheritisexpressedintermsofdollarsorqualityoflife,valueiswhatinformationtechnologyforthenextmillenniumisallabout.投資組合的作用ManagementRole(s)

Th4投資組合概論投資組合概論5投資組合模型ActiveManagementofthePortfolio:TheOperationalModel

ThekeyoperatingconsiderationsforportfoliomanagementofITarethecontinuousmonitoringofexisting"investment"performance(theportfoliocomponent)andtheprocessforadjustingtheportfoliothrough"projects"thatimpactit.

Investmentperformanceshouldbemonitoredthroughvisibilityofcost,risk,benefits/yield,andalignmentwithgoals.Attheportfoliomanagementlevel,thismustbedoneinbusiness-facingterms.Thisiseasiersaidthandone.Also,doingsorequiressteppingbacktothepointintimeatwhichtheportfoliocomponentwasintroducedandstayingintouchwithitsoriginaljustification,predictedperformance,andanyadjustmentsthathavebeenmadeovertime.

Thisimpliesthatactiveportfoliomanagementrequires:

Fromacostperspective,thatthecomponentisperformingwithintheexpectedcostperformancebandwidthintermsofoperatingandpersonnelcostsandthatthiscoststructureiscompetitiveinthecontextofvalueperdollar.

Fromabenefitsperspective,thatthecomponentismaintainingitsexpectedyieldintermsofimpactonbusinesscoststructure,performance,shareholdervalue,and/orbusinesscustomersandrelationshipsand/orinternalprocessesand/ortheabilityoftheorganizationtolearnandimprove.Intermsof"yield,"itiscriticalthattheelementofbenefitstimingisintroduced,becausebenefitsareexpectedtoaccrueataparticularpointintime,andassociatedwiththisisabenefitstrajectory.Inmanagingbenefits,itisalsocriticaltofactorinexternalmarket,regulatory,temporal,orcompetitiveforcesthatcanimpactvalue.Valuemustalsobeassociatedwithalignmentwithenterprisegoals.

Fromariskmanagementperspective,thecomponentsoftheportfolioshouldbediversifiedandmanagedalongthelinesoftheamountofrisktheenterprisecantolerate.Portfoliocomponentscanbesegmentedintolevelsofyieldandalsointolevelsofrisk.Riskfactorshavetodowiththeprobabilityofachievingthedesiredbenefits,stability,andpuretechnologyrisk.Thelevelofriskassociatedwithacomponentdeterminesthe"tightness"withwhichitismanaged-thefrequencyofreviewandevenitsrenewal-fundingmodel.

The"static"portfolioofexistingassetsshouldbemanagedfromtheperspectivesespousedinthepreviousparagraphsandalsofromaninteractionperspective.Thatis,howdotheyinteractwitheachother,andhowdotheyinteractwiththeenterprise?

Inperhapsmoretangibleterms,theportfolioconsistsofbaselinecomponents-thingsthathavetobeinplacetosupportthebusiness-anddiscretionarycomponents-thingsthatmusthaveindividualizedfundingjustificationtosupporttheirexistence.Infact,fromabudgetingperspective,thisimplieszero-basebudgeting.

The"projectportfolio"mustuseasimilarmanagementmodel.Anythingthatimpactstheportfoliomustinitiallybecostedandjustifiedintermsofoneormoreofthebenefitsaccrualcategories.Inaddition,managementmustbeactivetoensurethatanydeviationsfromtheoriginalplanareevaluatedinthecontextofportfolioimpact.Deviationsmaytaketheformofchangesincosts,timing,potentialforvaluegeneration,andbenefitstiming.Inaddition,deviationmaybeinducedbychangesinenterprisestrategyorcompetitiveforcesinthemarketplace.Forexample,aprojectbeingjustifiedonthebasisofbeing"firsttomarket"willhavearadicalchangeinvalueifacompetitorgetstherefirst.Thereforetheprojectportfoliorequiresactivemanagementtriggeredbyperiodicreviewsandexternalmarkettriggers-technologychanges,humanresourcecostandavailabilitytriggers,businessalignmenttriggers,andcompetitiveandregulatorytriggers.Riskalsomustbefactoredin,andshouldrangefromlowlevelsofrisktohigh-risk/high-yield.Thelevelofrisk,bytheway,alsoinfluencestheprojectmanagementmethodsandtempo.Attheextreme,theriskiestprojectshouldbemanagedaspartofaventureportfolio,usingaventuremanagementmodel.

Inaddition,valuationwithintheprojectportfoliomustbeviewedasdynamicintermsofintraportfoliointeraction.Organizationsdonottypicallyhaveunlimitedresourcepools(eitherdollarsorpeople).Therefore,achangeinvaluationofoneprojectmayimpacttheothersandeventhestaticportfolio.投資組合模型ActiveManagementofth6實施投資組合PortfolioManagementinAction

Itisunlikelythatanyorganizationcanenacttheseideasfrom"groundzero."Therefore,portfoliomanagementneedstobeputintoaction"invitro."

Theinventoryofexisting(static)assetsmustbecreated;cost,resourceconsumption,andacceptablebandwidthsforcostandqualitymustbecaptured;andvaluation(anditsbandwidth)mustbedetermined.Constructs(metrics)mustbeimplementedtoprovidetheneededvisibilityintotheexistingportfolio.Coverageofanumberofbasicareasisneeded:finance,quality,performance,changevelocity,staffing/skills,risk(andperhapsaudit),profile,effectiveness.

Continuousmonitoringofthesemetricsversustargetcharacteristicsenablesdecisionstobemadefortherenewal,development,andperhapstheretirementandreplacementofportfoliocomponents.Thisisonemechanismbywhichprojectsareoriginated.

Inaddition,theinventoryofexistingprojectsmustbecapturedandin-processmetricsmustbedeveloped.Theseneedtofocusonvariousattributesoftheproject:

·On-timebehavior

·On-costbehavior

·On-scopebehavior

·On-valuebehavior(includesbenefitstrajectoryalongwithexpectedvalue)

·Risklevel

·Behaviorstrend

·Intraprojectportfolioimpact

·Portfolioimpact

·Revaluationtriggers

·Thresholdsoftolerancefordeviationfromplans

·Managementtempoandfundingmodel(fromtraditionaltoventure)

Managementoftheexistingportfolioandtheprojectportfoliomustworkconcurrently.Asistrueinfinancialmarkets,therearebothtightlycoupledandlooselycoupledlinkagesinthewaytheyinteract.實施投資組合PortfolioManagementin7投資組合發(fā)展階段WherePortfolioManagementFitsinITOrganizationEvolution

ITorganizationsappeartobegoingthroughaseriesofevolutionarystages.

Thefirstoftheseistypifiedbytheroleofbeingaservice,or"ordertaker."AlthoughtheroleofITinthisstageisnotconsideredstrategicintermsofsupportingbusinessgrowth,thecostofITis.Therefore,theprimaryfocusofITorganizationsatthisstageiscostmanagementandoperationalefficiency.Benchmarkingisfrequentlyappliedasapositioningtoolinsuchorganizations,asisradicaldownsizing.

Thesecondstageistypifiedbytheroleofbeingabusiness"enabler."TheroleofITisconsideredtobesomewhatstrategicinsupportinggrowthandlookingfornewwaystoenhanceprofitability.AggressiveITinvestmentsareoftenmadeatthisstage.Thefocusisnowsharedbetweencostefficiencyandtheintangiblenotionof"effectiveness."MoreadvancedITorganizationsatthisstagetypicallytrytoenactbalanced-scorecardprojectstomonitorboththeirfiscalaccountabilityandtheirimpactonbusinesscustomersandprocesses.

ThethirdstageistypifiedbytheroleoftheITorganizationasa"businesswithinabusiness."TheITorganizationstillplaysaproviderrolebutisheldtomorerigorouscostandperformancestandards,withaviewtobehavingasafree-marketcompetitor.Again,scorecardscomeintoplay,withafocusonperformanceandcomparisonswiththeexternalworldinthedimensionsofcost,servicequality,relationships,andprocessefficiency/effectiveness.

Thefourthstageisfullbusinessintegration.TheITorganizationactslikeabusinessandismanagedlikeabusiness.Thisisthestageofportfoliomanagement.Inthisstage,theITorganizationmanagesitsportfolioofactivities-frombaselinebusinesssupporttoassetrenewalanddevelopmenttohigh-riskbusiness/ITventures-inamannerconsistentwiththeprinciplesofbest-in-classbusinesspractices.Theportfolioisactivelymanagedwithafocusonyield,risk,risk-taking,andagility.

Asstatedintheprecedingparagraph,portfoliomanagementisacharacteristicofthisfourthstagebutisalsosomewhatofaprecursortoit.Unlessportfoliomanagementisembraced,fullbusinessintegrationandabusinessmodelofITcannotbeembraced.PerhapsinthefullbusinessmodeltherewillbenodistinctionbetweenITandthe"business."

Inaddition,theconceptofportfoliomanagementitselfmaynotbeenough.Fromatotalenterpriseperspective,theenterpriseisacollectionofportfolios.Forexample,infinancialservicestheremaybearetailportfolio,aglobalportfolio,awholesaleportfolio,andsoon.AlthoughITisintegratedintoeachareaandtheremaybecross-areadependencies,theenterpriseitselfmustdecidehowtobalanceandmanageitsinvestmentsacrossthesebusinessportfoliosalongwiththeirITcomponents.Therefore,attheenterpriselevel,a"fundmanagement"modelmaybeappropriatetomodelthemovementandallocationoffundsacrossdiversifiedinvestments.投資組合發(fā)展階段WherePortfolioManag8項目投資組合項目投資組合9項目投資組合概述ITportfoliomanagement——Balancingrisksandrewardsofprojectsyieldssignificantreturns.

InvestingyourentirenestegginoneriskyEnron-likeventureisunwisetosaytheleast.SowhydosomanyITorganizationsbetthebulkoftheirbudgetononehugeriskyproject?Diversificationworkswellforyourstockportfolio,sowhynotapplyittoyourITprojectportfolioaswell?That'sthepointofITportfoliomanagement,amethodologyforensuringthateveryprojectwithinanITorganization's"portfolio"isanalyzedandbalancedforriskandreturn.Whenimplementedright,ITportfoliomanagementensuresthattheentirerangeofITprojectsperformssuccessfullyinrealworldconditions.

Initsmostbasicterms,ITportfoliomanagementconsistsofthreesteps.ThefirstistolistinacentralplaceeveryITprojectintheorganization,togetherwithitsresourcerequirementsandstatedobjectives.Unfortunately,thatfirststepiswheremanyorganizationsstoptheprocess.ButthekeytoreapingthetruebenefitsofITportfoliomanagementisfollowingthroughandevaluatingtheprojectsforriskandreturn.Stepthree,ongoingriskassessment,isalsooftenoverlooked.Risksneedtocontinuallybeassessedastheprojectprogresses.Ifthebenefitnolongeroutweighstherisk,theprojectneedstoberevampedorevencancelled.Anotherareapeopleneedtofocusonisvalue,toooften,ITisfocusedondeliveringprojectsontime,andonbudget,whentherealconcernshouldbewhethertheintendedvaluewasdelivered.Iftheprojectgoeslikeclockwork,butdoesn'tgainacceptance,it'sstillafailure.

Whenimplementedcorrectly,ITportfoliomanagementensuresthattheprojectsITimplementsarethosethatwilldeliverthemostvaluetothebusiness,animportantpointinthisleaneraoftightbudgets.項目投資組合概述ITportfoliomanageme10項目投資組合目標Aswithanyinvestmentportfolio,theITportfolioshouldbemanagedwiththreegoalsinmind:maximizingthevalueoftheportfolio,aligningtheportfoliowithbusinessgoals,andbalancingtherisk/rewardpotentialwithintheportfolio.

MaximizingITPortfolioValue.WithmanycorporateexecutivesdemandingthatCIOsdemonstratevalue,maximizingportfoliovalueisthegoalmostfrequentlymentionedamongITorganizations.Thetoolswerecommendinthiseffortincludefinancialindexingorscoringmodelssuchaseconomicvaluesourced(EVS),economicvalueadded(EVA),risk-adjustednetpresentvalue(NPV),returnoninvestment(ROI),andreturnonnetassets(RONA).

AligningthePortfolio.Strategicalignmentisanotherimportantgoalforportfoliomanagement.Typicallyabottom-uportop-downapproach(oracombinationthereof)shouldbeemployedtosystematicallyalignITvaluewithcorporateobjectives.

Forexample,ifthebusinessstrategyemphasizesgrowth,ITspendingpatternsshouldreflectincreasedsupportforbusinessormarketdevelopment.Thestrategicfitandlinktothebusinessstrategymakethebalancedscorecardtechniqueaneffectiveapproachforexposingvaluewhilemanagingtheportfolioacrossarangeofconflictingbusinessobjectives.

BalancingtheITPortfolio.Finally,portfoliomanagementenablescompaniestobalancetheirportfolio,consideringvariousfactorsthatmustbeweighedtoensuretherightmixofinvestmentsandinitiatives.Thesefactorsinclude:

oTerm-Shorttolong

oRisk-Lowtohigh

oSize-Smalltolarge

oScope-Localtoglobal

oExpense-Moderatetomajor

oPosture-Offensivetodefensive

oPosition-Entranttodominant項目投資組合目標Aswithanyinvestmen11項目分類模型項目分類模型12Runthebusiness項目的組合分析"Runthebusiness"(RTB)investmentsinvolvekeepingthebusinessoperational.Itemsfallingunderthiscategoryoftenincludeutilities,maintenancecontracts,anddisasterrecovery,withthefollowingmetricsusedtomeasuretheeffectivenessofsuchinvestments:

·Budgeting:Accountallocations,cashflow,projectcostandschedule

·Costreduction:Rework,defecttracking,inventory

·Maintenancefixes:Effort,staffinglevels

·Service-levelagreements:Availability,downtime,meantimetorepair

·Customersatisfaction/retention

ThenatureofRTBinvestmentsfallintotwoareas.

·Core.Spendinginthiscategoryprovidesmission-andbusiness-criticalservicesforthefrontoffice(salesorderentry,customerservice)andbackoffice(payroll,accounting,HR).Commonspendingentitiesinthiscategoryincludeelectricity,lighting,heating/airconditioning,telephonedial-tone,networkservices,datacenteroperationsforspecificservices,ITvendorsupport,backup/restore,anddisasterrecovery.

*Businessrisk:Becauseassetsinthiscategoryhaveinstantiatedprocessesandusedoesnottypicallychange,thebusinessriskpotentialisusuallylow.

*Businessreward:Businessrewardpotentialinthiscategoryrangesfrommediumtohigh.

·Non-Discretionary.Spendinginthiscategorymitigatestheimpactoforganicgrowthinconsumptionofcore/operationalassetssuchasinfrastructure(e.g.,server,storage,middleware,DBMS,network),operations,andrelatedprocessesonexistingITserviceperformance.Typicalexternalinfluencesthatmodifyspendingdecisionsinthiscategoryincludebusinessclimatechangesandcorporateeventsoractivities(e.g.,mergers,acquisitions,divestitures).

*Businessriskandreward:Becausespendingactivityinthiscategorycentersonexpandingexistingcapacitytomeetgrowthrequirements(ratherthantointroducenewservices),itrepresentsanidealinvestmenttoactuallyreducebusinessriskandstabilizebusinessreward.Runthebusiness項目的組合分析"Run13growthebusiness項目的組合分析DirectlyabovethehorizontallineinFigure1are"growthebusiness"(GTB)investments,whicharemadetoexpandtheorganization'sscopeofproductsandservices.

Investmentsherecouldbeforupgradingsoftware,addingincrementalcapacity,ordevelopingskillswithinthestaffthroughadditionaltrainingorotherefforts.Metricstomeasurethesuccessoftheseinvestmentsinclude:

Financialanalysis:ROI,EVA,capital,ITbudget/revenue

Investmentplanning:Riskanalysis,scenarios,portfolioplanning(three-yearmodel),supplychainanalysis

Enhancements:Projectphaseanalysis,costofquality

Deliveredinformationvalue

Customerloyalty:Lifetimevaluegrowthebusiness項目的組合分析Dire14Transformthebusiness項目的組合分析"Transformthebusiness"(TTB)investmentsinvolvemovingintonewmarkets.

SampleTTBinvestmentsincludenewbusinessventures,mergersandacquisitions,newproducts,applicationpackageadditions,outsourcing,orthehiringofemployeeswithnewskills.Possiblemetricsinthisareainclude:

Newmarketshare

Modeling:Portfolioanalysis,futurevalue

GTBandTTBinvestmentsfallintothreeareas.

Discretionary.Spendinginthiscategoryaffordsnewlevelsofprocessefficiencyandeffectivenessthatthebusinessperceivesitwillneedbutthatcurrentassets(plusnon-discretionaryenhancements)cannotjustifiablydeliver.Assetsinthiscategoryinfluencebusinessperformancethroughprocessagility(effectiveness)ortheabilitytorespondtonewservicerequestsmuchmorequickly.Internalcontrolsmustbeimplementedalongwithnewassetstoensurethatintegrityofallprocesses(particularlyfinancial)remainsintactthroughoutthechangeoverandpost-changeoverperiods.

Businessrisk:Businessriskismoderateforthiscategory.Althoughthenewassetisintendedtobeafunctionalreplacement,therebyminimizingprocessdisruption,itsarchitecturetypicallydiffersfromtheoriginal.Therefore,itintroducesbusinessriskthathasbeenknowntomakesomebusinessesunviable.

Businessreward:Businessrewardpotentialinthiscategoryismoderate.Assetsinthiscategoryprovideamoderateincreaseinefficiencyovertheassetstheyreplace(e.g.,legacyservicesversusenterpriseresourceplanning).

Thisbenefitistypicallyshort-livedandthereforeshouldnotbeaprimaryinvestmentdriver.

Growth.Thiscategoryincludesproject-basedspendingthatcreatesnewITservicestodeepenanenterprise'smarketpenetration.Successfulservicesinthiscategorywilllogicallyalignwithestablishedcommercechains.

Businessrisk:Businessriskinthiscategoryismoderatetohigh,measuredbytheamountofbrandrecognitionandlevelsofcustomer/partnerrelationshipsthatcanbeorarebeingleveraged.

Businessreward:Businessrewardpotentialismoderatetohigh.Assetsinthiscategoryprovideincrementalrevenuestreamsfromanestablishedclientbaseorsimilarmarketbuyer.

Venture.Thiscategoryincludesproject-basedspendingthatcreatesnewITservicestobroadenanenterprise'sreachtonew,untappedmarkets.Emphasisisonthespeedrequiredtogaincontrolofanewmarketviafirst-moveradvantage.

Businessrisk:Businessriskishighestinthiscategory:Manyexistingprocesseswillbeexposedtounplannedevents.

Businessreward:Inthiscategoryofspending,businessrewardpotentialrangeswidely.Usingtheventurecapitalanalogy,therewardsofsuccessfulventureinitiativesshouldoffsettherelativelyhighrateoffailureamongothersuchinitiatives.Transformthebusiness項目的組合分析15資產(chǎn)投資組合資產(chǎn)投資組合16資產(chǎn)投資組合概述ITportfoliomanagementisthetermthatdescribestheformalprocessformanagingITprojects,software,hardware,middleware,internalstaffingandexternalconsulting.Likeeverynewerdiscipline,manycompaniesthathavestartedtheirITportfoliomanagementeffortshavenotdonesocorrectly.IwouldliketolistoutsomeofthekeystobuildingsuccessfulITportfoliomanagementapplications.

First,ITportfoliomanagementmustbeintegratedintoacorporation’smetadatarepositoryapplication.Theinformationthatportfoliomanagementtargetsismetadata(bothbusinessandtechnical)and,assuchneedstobestoredintherepository.Therepositorywillallowthecorporationtoaggregatetheportfolioinformationintoanexecutiveview.Alsoitcanpublishtheinformationtoawebsitesothatfront-lineITstaffcanseethestatusofotherprojects.Thiswillgreatlyaidtheirprojecttimelinesandplanning.Also,thisITportfolioinformationshouldbedirectlylinkedtothemoregranularbusinessandtechnicalmetadatatoallowdeveloperstounderstandwhatITprojectsareunderway,whattechnologyaretheseprojectsimplementingandwhatdatasourcesaretheyaccessing.Inmyexperience,almosteverylargecompanyhasagreatdealofduplicateITeffortoccurring.Thishappensbecausetheinformation(ITportfoliorelatedmetadata)isnotaccessible.AtEWSwehaveacoupleoflargeclientswhoseonlygoalistoremovethesetremendousredundancies,whichtranslatesintotremendousinitialandongoingITcosts.

Second,agoodportfoliomanagementsystemhasabusinessandatechnicalcomponent.Inmostcasesthebusinesscomponentismorecomplicatedthanthetechnical.Forexample,projectmanagerswillneedtocommunicatetheirprojectsfunding,status,technology,etc.toagroupresponsiblefortheportfoliomanagementapplication.Themetadataintheportfolioapplicationisonlyasgoodastheinformationthatthesemanagersprovide.ItiscriticaltointegratetheITportfolioapplicationintotheacompany’sITspendingprocurementprocedures.

Third,theseeffortsrequirethesupportofexecutivemanagement.Executivemanagementinvolvementisimperativeinbreakingdownthebarriersandthe“ivorytowers”thatexistinallofourcompanies.Donotunderestimatetheobstaclethatthesepoliticalchallengespresent.

Fourth,ITportfoliomanagementeffortswilltaketimetofullyimplement;however,itisimportanttodosoinaniterativefashion.Itisbesttotargetspecificareasofneedwithinacorporation(staffing,systemredundancy,technologyredundancy,etc.)andlooktoprovidevalueinthefirst6–9monthsofaproject.

EverydaycompaniesareaskingtheirITdepartmentstodomorewithless.Wecannolongeraffordtheextremeapplication,data,process,andtechnologyredundanciesthatexistinallofourcompanies.資產(chǎn)投資組合概述ITportfoliomanageme17資產(chǎn)投資組合分類ItemsintheITportfoliofallintotwobroadclasses:assetsandprojects.TheITassetportfoliorepresentsthecurrentstateoftheorganizationandincludesthefollowingcomponents:

oApplications:Supplychain,ERP,CRM,e-mail,collaboration,etc.Thiscategoryincludesbothoff-the-shelfandcustom-developedapplications.

oDataandinformation:Customerdata,productcatalogs,corporatedata,processinformation,anddocumentation.

oInfrastructure:Servers,storage,networks,desktops,phones,operatingsystems,databases,andmiddleware.

oOperationsandservices:Networkandsystemautomation,processdefinitionsandflows,helpdesk,commandcenter,processsupport,consulting(bothinternalandexternal),engineering,security,etc.

oHumancapital:ITstaff,knowledge,skillsets,andhumanresourceprocessessuchasrecruiting,training,careerdevelopment,compensation,andresourceallocation.

TheITprojectportfolioincludesmajorinvestmentsinprojectsintendedtogrowthebusinessorimprovebusinessperformance.RoutinemaintenancewouldnormallybeincludedintheITassetportfolio.Bothportfoliosshouldbecloselylinked.Forinstance,amajorimprovementtoanassetisaproject,andwouldbeincludedintheprojectportfolioassuch.資產(chǎn)投資組合分類ItemsintheITportf18資產(chǎn)投資組合模型資產(chǎn)投資組合模型19資產(chǎn)投資組合方法METAGroup'sapproachtoimplementingaportfoliomanagementdisciplineincludessevenmajorstages:

1.Plan.First,theITorganization'slevelofportfoliomanagementmaturity(ifany)isassessed,leveragingportfoliomaterialsthatalreadyexist.Goalsandexpectationswithrespecttoportfoliomanagementarealsoidentified.UsingMETAGroup'smethodology,theoutputofthisstageisaportfoliogameplanthatincludesasetofstepstobetaken,objectives,keymilestones,andtimetables.

2.Structure.Next,theorganization'soverallITinvestmentstrategyisdeterminedanditsITassets/projectsareinventoried(alongwiththeirrelatedspendinginformation:expendituresandinvestments).Theappropriatestructurefortheportfolioisalsoidentified.

3.Create.Atthisstage,theportfoliostructureispopulatedwithexistingITassets/projects(andtheirrelatedspendinginformation)alongwiththeirrespectiveperformancemetrics,assessmentcycles,expectedresults(e.g.,servicelevels,internalmanagementstandards),andrisks.Thisstagealsoincludesthecreationofvariousviewsoftheportfolioforanalysispurposesaswellasalistofkeydecisionpointsandrisk/rewardscenarios.

4.Assess.Measurementsarethenperformedandaportfolioperformancereportiscreated.Measuringvariousaspectsoftheportfoliopopulatestheportfolioviewswiththeactualcurrentstateoftheportfolio.Alongwiththeperformancereportcomesananalysisoftheimpactofexternalandinternalevents.

5.Balance.Usingtheportfolioperformancereport,theorganizationshiftsitsfocustomakingwhateverchangesarenecessarytobringtheportfoliointobalance.

Alongwithabalancedportfolio,theoutp