欢迎您的光临与指导!  
您所在的位置： 主页 > 投资组合 > 资产投资组合
资产投资组合概述 IT portfolio management is the term that describes the formal process for managing IT projects, software, hardware, middleware, internal staffing and external consulting. Like every newer discipline, many companies that have started their IT portfolio management efforts have not done so correctly. I would like to list out some of the keys to building successful IT portfolio management applications.
First, IT portfolio management must be integrated into a corporation’s meta data repository application. The information that portfolio management targets is meta data (both business and technical) and, as such needs to be stored in the repository. The repository will allow the corporation to aggregate the portfolio information into an executive view. Also it can publish the information to a website so that front-line IT staff can see the status of other projects. This will greatly aid their project timelines and planning. Also, this IT portfolio information should be directly linked to the more granular business and technical meta data to allow developers to understand what IT projects are underway, what technology are these projects implementing and what data sources are they accessing. In my experience, almost every large company has a great deal of duplicate IT effort occurring. This happens because the information (IT portfolio related meta data) is not accessible. At EWS we have a couple of large clients whose only goal is to remove these tremendous redundancies, which translates into tremendous initial and ongoing IT costs.
Second, a good portfolio management system has a business and a technical component. In most cases the business component is more complicated than the technical. For example, project managers will need to communicate their projects funding, status, technology, etc. to a group responsible for the portfolio management application. The meta data in the portfolio application is only as good as the information that these managers provide. It is critical to integrate the IT portfolio application into the a company’s IT spending procurement procedures.
Third, these efforts require the support of executive management. Executive management involvement is imperative in breaking down the barriers and the “ivory towers” that exist in all of our companies. Do not underestimate the obstacle that these political challenges present.
Fourth, IT portfolio management efforts will take time to fully implement; however, it is important to do so in an iterative fashion. It is best to target specific areas of need within a corporation (staffing, system redundancy, technology redundancy, etc.) and look to provide value in the first 6 – 9 months of a project.
Every day companies are asking their IT departments to do more with less. We can no longer afford the extreme application, data, process, and technology redundancies that exist in all of our companies.
资产投资组合分类 Items in the IT portfolio fall into two broad classes: assets and projects. The IT asset portfolio represents the current state of the organization and includes the following components:
o Applications: Supply chain, ERP, CRM, e-mail, collaboration, etc. This category includes both off-the-shelf and custom-developed applications.
o Data and information: Customer data, product catalogs, corporate data, process information, and documentation.
o Infrastructure: Servers, storage, networks, desktops, phones, operating systems, databases, and middleware.
o Operations and services: Network and system automation, process definitions and flows, help desk, command center, process support, consulting (both internal and external), engineering, security, etc.
o Human capital: IT staff, knowledge, skill sets, and human resource processes such as recruiting, training, career development, compensation, and resource allocation.
The IT project portfolio includes major investments in projects intended to grow the business or improve business performance. Routine maintenance would normally be included in the IT asset portfolio. Both portfolios should be closely linked. For instance, a major improvement to an asset is a project, and would be included in the project portfolio as such.
资产投资组合模型
资产投资组合方法 META Group's approach to implementing a portfolio management discipline includes seven major stages:
1. Plan. First, the IT organization's level of portfolio management maturity (if any) is assessed, leveraging portfolio materials that already exist. Goals and expectations with respect to portfolio management are also identified. Using META Group's methodology, the output of this stage is a portfolio game plan that includes a set of steps to be taken, objectives, key milestones, and timetables.
2. Structure. Next, the organization's overall IT investment strategy is determined and its IT assets/projects are inventoried (along with their related spending information: expenditures and investments). The appropriate structure for the portfolio is also identified.
3. Create. At this stage, the portfolio structure is populated with existing IT assets/projects (and their related spending information) along with their respective performance metrics, assessment cycles, expected results (e.g., service levels, internal management standards), and risks. This stage also includes the creation of various views of the portfolio for analysis purposes as well as a list of key decision points and risk/reward scenarios.
4. Assess. Measurements are then performed and a portfolio performance report is created. Measuring various aspects of the portfolio populates the portfolio views with the actual current state of the portfolio. Along with the performance report comes an analysis of the impact of external and internal events.
5. Balance. Using the portfolio performance report, the organization shifts its focus to making whatever changes are necessary to bring the portfolio into balance.
Along with a balanced portfolio, the outputs of this stage include:
A list of approved portfolio changes and associated change recommendations
Portfolio reassessment requests when the balancing activities require additional assessments
Approved updates to various portfolio views based on the new metrics and assessments that emerge from the balancing of the portfolio
6. Communicate. The results of the previous stage are then communicated to everyone that should be aware of the portfolio. This includes identifying key audiences and creating views of the portfolio to which they can easily relate.
7. Develop/Maintain. Finally, the key skills that are needed to perform portfolio management are identified, including whether these represent additional tasks for existing roles or merit the creation of new positions. The rules about what a particular individual can do to the portfolio (or one of its parts) are also determined, as is a list of who is involved in approving changes during the portfolio management process.
           
投资组合酷站
您对本站有任何意见或建议，请直接与管理员联系

Copyright© 1998-2008 ITCore版权所有.  All rights reserved.