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A View of Managing the Portfolio

The portfolio management process is a continuous one that pervades the management of the somewhat "static" assets (existing applications, hardware, etc.) and the "active" assets (projects, etc). In fact, the crux of IT portfolio management is the continuous analysis of new opportunities, the performance of existing assets, and the interaction of devoting resources to new opportunities.
This is a dynamic environment in which the value of the existing assets and projects that impact the portfolio is in a state of continuous flux. The drivers of this flux may be externally linked to marketplace changes and competitive position (e.g., a project that previously seemed to have high value now has less value because a competitor "got there first"; or changes occur in the cost structure of a fundamental technology such as telephony or processor hardware). The drivers of this flux may also be linked to internal forces (e.g., changes in company strategy, product mix, distribution channels, or competitive basis such as cost or quality).
The dynamics of portfolio management therefore must be factored into all aspects of IT management - from assessing system performance to project management. Portfolio management is a tool with clear benefits, among them a holistic view of IT projects across the enterprise and the alignment of IT with corporate strategy. But it isn't easy. We've found some portfolio managers willing to share their secrets.

The portfolio management process

Why You Need Portfolio Management

Think about how IT investments are managed in your company; do any of the following scenarios ring true? Million-dollar projects, which may or may not match the company's objectives, are awarded to business units headed by the squeakiest executives; weak IT governance structures mean that business executives don't have clear ideas of what they're approving and why; the CIO ends up selling projects that should be generated and sold by line-of-business heads; the company doesn't build good business cases for IT projects or it doesn't do them at all; and there are redundant projects.
A strong portfolio management program can turn all that around and do the following:
·Maximize value of IT investments while minimizing the risk
·Improve communication and alignment between IS and business leaders
·Encourage business leaders to think "team," not "me," and to take responsibility for projects
·Allow planners to schedule resources more efficiently
·Reduce the number of redundant projects and make it easier to kill projects

Gather: Do a Project Inventory

Portfolio management begins with gathering a detailed inventory of all the projects in your company, ideally in a single database, including name, length, estimated cost, business objective, ROI and business benefits. Merrill Lynch maintains a global database of all its IT projects using software from Business Engine.
Creating a project portfolio inventory can be painstaking but is well worth the effort. For many companies, it may be their first holistic view of the entire IT portfolio and any redundancies. A good inventory is the foundation for developing the projects that best meet strategic objectives.

Evaluate: Identify Projects That Match Strategic Objectives

The next steps involve establishing a portfolio process. The heads of business units, in conjunction with the senior IT leaders in each of those units, compile a list of projects during the annual planning cycle and support them with good business cases that show estimated costs, ROI, business benefit and risk assessment. The leadership team vets those projects and sifts out the ones with questionable business value. At Eli Lilly, a senior business ownership council comprising the information officer and senior business leaders in each business unit takes on this role.
A good evaluation process can help companies detect overlapping project proposals up front, cut off projects with poor business cases earlier, and strengthen alignment between IS and business execs.

Prioritize: Score and Categorize Your Projects

After evaluating projects, most companies will still have more than they can actually fund. The beauty of portfolio management is that ultimately, the prioritization process will allow you to fund the projects that most closely align with your company's strategic objectives.
They then prioritized them using a model that has four key tenets:
1. Identify four to seven strategies. BYU's Office of Information Technology does this yearly (for example, limiting technology risk, increasing the reliability of the infrastructure).
2. Decide on one criterion per strategy. For example, the team decided the criterion for limiting technology risk would be whether the technology had been implemented in a comparable organization and the benefits could be translated to BYU easily.
3. Weigh the criteria.
4. Keep the scoring scale simple. BYU uses a scale of one to five. For the technology risk strategy, five might mean that it has been used in a comparable organization and the benefits could be transferred easily; three could mean it's hard to do because it would require changing processes; one might mean they haven't seen it work anywhere else.

Review: Actively Manage Your Portfolio

A top-notch evaluation and prioritization process is emasculated rather quickly if the portfolio is not actively managed following approval of the project list. Doing that involves monitoring projects at frequent intervals, at least quarterly. At Blue Cross and Blue Shield of Massachusetts, a project management office, which reports directly to Senior Vice President and CIO Carl Ascenzo, has that responsibility. Once or twice a month, the project management office gets financial and work progress perspective updates from project leaders. That information goes into a database, and Ascenzo reports to the entire company monthly, giving the project inventory and its status. He assigns project status—green (good), yellow (caution) or red (help!)—and includes an explanation of the key driver causing a yellow or red condition. The IT steering committee meets once a month to make decisions to continue or stop initiatives, assess funding levels and resolve resource issues.

Hurdles to Portfolio Management

Portfolio management is a good thing. But getting to nirvana requires a serious commitment from both the business and IS sides, as well as a whole lot of sweat equity. Here are some of the pitfalls and ways to overcome them.
·Democracy ain't easy. Taking power away from business leaders accustomed to calling the shots will not always go smoothly.
·There's no single software that does everything.
·Getting good information isn't easy.
·It's still hard to make tough decisions on whether to undertake—or cancel—projects.
·It's an additional time constraint on busy executives.

Submission Requirements

Portfolio	Requirements	Due Date	References
	IT Portfolio
	Document and manage the actual and planned investments and uses of IT in the agency per the IT Portfolio Management Standards, and continually update as necessary. The portfolio must provide sufficient detail for effective IT planning and management.	Became effective November 2002	·IT Portfolio Management Policy ·IT Portfolio Management Standards ·IT Planning and Assessment Guidelines ·Executive Guide to Managing Information Technology Portfolios
	IT Strategic Planning
	Establish a biennial strategic vision (as part of the corporate strategic business plan) for the corporate's use of IT including strategies, goals, objectives, and performance measures.	Biennially	·IT Planning Policy ·IT Planning Standards
	Annual Planning（Annual Investment Review）
	As part of the annual update of the IT portfolio, review and update each ongoing level 2 and 3 investment or project, and complete a post-implementation review of any level 2 or 3 investment or project completed since the previous annual update.	Annually(in conjunction with the agency budget and planning process)	·IT Portfolio Management Standards ·IT Planning and Assessment Guidelines
	Annual Planning（Annual IT portfolio Review）
	Perform a comprehensive review of IT management and operations. Evaluate the portfolio on an overall basis and include a revised analysis in Section One, Overview, as appropriate. Update all other sections.	By August 31 of each year (in conjunction with the corp. budget and planning process.)	·IT Portfolio Management Policy
	Performance Report
	Develop corp.performance report in accordance with IT vision, mission	N/A	·IT Portfolio Management Policy ·IT Portfolio Management Standards
Security	IT Security
	·Operate in a manner consistent with the maintenance of a shared, trusted environment and establish secure business applications within the governance framework. ·Develop, implement, maintain, and test security processes, procedures, and practices to safeguard voice, video, and computer data, computing and telecommunications facilities; train staff to follow security procedures and standards; and apply appropriate security measures when developing transactional Internet-based applications, including but not limited to electronic commerce. ·Review IT security processes, procedures, and practices at least annually and make appropriate updates after any significant change to business, computing, or telecommunications environment.	By August 31st of each year	·IT Security Policy ·IT Security Standards ·IT Security Guidelines ·IT Portfolio Management Standards
	IT Security Audit
	Conduct an IT security policy and standards compliance audit. The audit must be performed by knowledgeable parties independent of the information technology unit, such as the public IS auditor. Follow audit standards developed and published by the public Auditor.	Once every three years	·IT Security Policy ·IT Security Standards ·IT Security Audit Standards developed by the COBIT
	Digital Applications Submittal
	·Document security consideration when planning for non-anonymous Internet-based applications. ·Plans for Internet-based transactional applications, including but not limited to e-commerce, must be prepared and incorporated into the corporate's portfolio and submitted for security validation.	As necessary	·IT Security Policy ·IT Security Standards
	Disaster Recovery/Business Resumption
	Develop disaster recovery/business resumption plans. Maintain, test and update the plans at least annually and following any significant change to computing or telecommunications environment.	By August 31st of each year	·IT Disaster Recovery and Business Resumption Planning Policy ·IT Disaster Recovery and Business Resumption Planning Standards ·IT Disaster Recovery and Business Resumption Planning Guidelines ·IT Portfolio Management Standards
Investment	Feasibility Study
	Document the analysis of alternatives, costs, benefits, and recommendations to assist the IT investment evaluation process.	As necessary	·Feasibility Study Guidelines for IT Investments ·Severity & Risk Level Criteria and Oversight ·IT Planning and Assessment Guidelines ·Enterprise Architecture(EA)
	IT Decision Package
	Submit decision package and supporting documentation for proposed IT investment rated Risk/Severity Level 2 or 3 to Financialand IT Department, and for Level 1 investments if indicated in the Financial Management Budget Instructions. Supporting documentation includes the risk rating worksheet, an investment analysis, and feasibility study if required.	As necessary	·IT Planning and Budget Guidelines ·Severity & Risk Level Criteria and Oversight ·Feasibility Study Guidelines for IT Investments ·EA Framework
	Investment Plan
	Document the purpose, business justification, risk assessment, costs/benefits, description of resources, acquisition process, approach, and schedule for a proposed IT investment.	As necessary	·IT Investment Standards ·Severity & Risk Level Criteria and Oversight ·IT Planning and Assessment Guidelines

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