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GDS International - CIO - Summit - Europe - 14

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Enterprise Portfolio Management: Enterprise Architecture Evolved

Enterprise Portfolio Management: Enterprise Architecture Evolved

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  • 1. Enterprise Portfolio Management:Enterprise Architecture Evolved
  • 2. ContentsExecutive Summary............................................................................................................................................3Introduction.......................................................................................................................................................4Enterprise Architecture.......................................................................................................................................4The IT Planning Ecosystem................................................................................................................................5The Enterprise Portfolio......................................................................................................................................8EA Evolved: Creating an Enterprise Portfolio........................................................................................................8Enterprise Portfolio Management........................................................................................................................9Enterprise Portfolio is Critical to High Priority Initiatives.......................................................................................10Application Portfolio Management......................................................................................................................11 M&A........................................................................................................................................................11 Cloud Planning.........................................................................................................................................12 Investment Management..........................................................................................................................12 Solution Architecture................................................................................................................................12 Change Management...............................................................................................................................13The Troux Approach...........................................................................................................................................13Troux Accelerators.............................................................................................................................................17Appendix: A Parable that Enlightens...................................................................................................................18 Troux Confidential · Distributed Under NDA 2
  • 3. Executive SummaryCIO’s can better respond to the needs to reduce cost, become more agile and reduce risk by applying the tenets andprincipals of Enterprise Architecture to understanding the connections and relationships between the connected set ofEnterprise Portfolios.Enterprise Portfolio Management delivers analytics that greatly improve planning processes. An Enterprise Portfolioapproach is critical to success for high priority CIO initiatives such as Application Portfolio Management, CloudMigration, M&A, etc. Furthermore, by supporting a cross portfolio approach to answer questions critical to thebusiness, insights can be delivered that are not possible when focusing on a single portfolio such as projects orapplications.Troux provides Enterprise Portfolio Management solutions that combine software and know-how to ensures customersuccess and self-sufficiency. Troux Confidential · Distributed Under NDA 3
  • 4. IntroductionEveryday enterprises fail to react to the threats and opportunities that present themselves. The result is increasedcosts, lost opportunities and increased risk. Furthermore, this rate of change is accelerating.We know that for most enterprises the IT budget allocated to “keep the lights on” is large1 — on average 70% ofthe total IT budget. These costs are directly tied to sprawl & complexity that have come about due to M&A or simplyundisciplined growth over time. Business as usual is exacerbating this problem.It is difficult to react to new opportunities as the traditional silo-ed approach to these is hindered because thecomplexity of IT impedes agility and soaks up innovation dollars that would be better spent improving the competitivestance.Risk management is on everyone’s mind and since it is the IT systems that at the end of the day support most businessprocesses — understanding those systems and how they support the business is paramount to being responsive tocompliance mandates and risk management.It is these business drivers that are behind the strong interest in improving how IT supports the business throughEnterprise Portfolio Management.Enterprise ArchitectureGartner2 defines Enterprise Architecture as: “Enterprise architecture (EA) is the process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise’s future state and enable its evolution. The scope of the enterprise architecture includes the people, processes, information and technology of the enterprise, and their relationships to one another and to the external environment. Enterprise architects compose holistic solutions that address the business challenges of the enterprise and support the governance needed to implement them.”Simply put, EA is a discipline that brings together planning information, processes and investments to deliver improvedbusiness value. Of course this raises questions such as the source of information, processes and investments andhow this critical information can be best be orchestrated to deliver on the promise of EA? Additionally EA continues toevolve and mature3, which raises the questions related to the next evolution and what it looks likes.1 2012 IT Budget Planning Guide For CIOs, Forrester, October 27, 20112 http://www.gartner.com/technology/it-glossary/enterprise-architecture.jsp3 Gartner: “Enterprise Architecture in Organizations Beyond the Tipping Point” G00211202 Troux Confidential · Distributed Under NDA 4
  • 5. The IT Planning EcosystemA number of investments have been made to date in IT planning tools, Figure 1 is a representation of the common ITplanning systems deployed in most enterprises today. In this diagram these systems are depicted in an ecosystembased on the types of information they contain and the processes they enable. The horizontal axis represents thespectrum of “run the Business” information to “change the Business” information and the vertical axis representswhether the information is operational or strategic in nature. The positioning of the various systems is subjective,but generally speaking relative placement represents the nature of each of these systems and the types of processesthey support. For instance, an enterprise’s IT Service Management (ITSM) investments are largely established tosupport ITIL processes and to achieve IT operational excellence with a very limited viewpoint of future state strategicinformation or processes. STRATEGIC INFORMATION Financial Management GRC EA Modeling CHANGE THE BUSINESS RUN THE BUSINESS BPM Project and Portfolio Management Data Management ALM ITSM OPERATIONAL INFORMATION Figure 1: The IT Management EcosystemThe combination of the information found in this eco-system represents the “Enterprise Portfolio” which we will discussfurther in the next section. It’s also worth noting that for most enterprises this IT Management ecosystem requiresmultiple vendors, each providing best of breed solutions and processes.Enterprises have invested in their current IT management systems to support a wide variety of IT processes. Todaymost of these processes are silo-ed within a particular system, but in fact if we step back and take a “big picture” viewof these processes it is possible to identify a set of interacting planning value chains that span IT in its entirety. Thesevalue chains can be characterized into four fundamental planning processes as shown in Figure 2. Troux Confidential · Distributed Under NDA 5
  • 6. 1. Business and IT Planning: The process of business and IT strategic planning and roadmapping.2. IT Portfolio Governance: The processes of managing the risk, health, standards and compliance of the IT assets such as infrastructure, applications, and services.3. IT Demand to Delivery: The process of managing business demand, funding, solution architecture, governance, and delivery.4. IT Financial Management: The processes of IT financial budgeting, measurement, reporting, and forecasting. IT Portfolio Management Risk, health, standards and compliance management IT Demand Management Business demand, funding, solution architecture and delivery IT Financial Management IT financial budgeting, measurement, reporting and forecasting Business & IT Planning Business and IT strategic planning and roadmapping Figure 2: IT Planning Value ChainsThese value chains do not exist independently, but instead create a value network through their interactions. Figure 3depicts an example showing how they interact. In this case a new business need identified in the Business/IT planningvalue chain drives budget needs in the IT Financial Management value chain resulting in a new program request inthe Demand to Delivery value chain that needs to be coordinated with investment needs (for example an applicationmodernization need) coming from the IT Portfolio Management value chain. Assess risks, Measure and IT Portfolio Management Portfolio Stewardship opportunities Plan to improve communicate Measure and IT Demand Management Capture Demands Evaluate Execute communicate IT Financial Management Budgeting Allocation Reporting Forecasting Manage Business Business/IT Planning Context Assess Gaps Manage Plan of Action Measure and Align Figure 3: The IT Planning Value NetworkAs can be seen, the IT Planning space is comprised of a broad set of rich information sources and a number ofinteracting value chains and processes that are each dependent on the other. It is clearly a complex system and dueto that complexity it can be chaotic and subject to the “IT butterfly effect” where small changes in the environment canhave unexpected and potentially disastrous results. Troux Confidential · Distributed Under NDA 6
  • 7. The Enterprise PortfolioAs an alternative approach, the information necessary to inform the IT Planning Value Network (Figure 3) can beorganized into a set of portfolios that describe the enterprise e.g. an Enterprise Portfolio viewpoint. (See Figure 4)The complete sets of Enterprise Portfolios contain descriptions of all assets, both tangible and intangible that representthe enterprise. The complete set of portfolios also contains information assets that describe IT and the business. Bothcurrent and future states descriptions are included in these portfolios as well. INFORMATION INVESTMENTS TECHNOLOGY GOALS & STRATEGY APPLICATIONS BUSINESS ARCHITECTURE Figure 4: The Enterprise PortfoliosThe assets that describe IT can be categorized into the following four portfolios: Applications: Applications are the touch point between the Business and IT. Applications represent a substantial IT asset that requires continuous ongoing management. The application portfolio also describes the roadmaps associated with each application. Ultimately the Application portfolio is leveraged for many use cases and periodically referenced by almost everyone in the enterprise. Investments: Program and Project Portfolio Management (PPM) is a mature capability practiced by many leading enterprises today. Also referred to as Demand Management, it’s the process by which business stakeholders make decisions about investment funding and execution of a change to the current IT or business operations. When combined with an Enterprise Portfolio perspective, better decisions are enabled across the entire portfolio of investments. Technology: The Technology portfolio represents all the “hard” or “physical” IT assets in which the Enterprise has invested. In addition it also contains the catalog of all technology standards, their status in the Enterprise (approved, denied, etc.) and the roadmap for each portfolio item. Troux Confidential · Distributed Under NDA 7
  • 8. Information: The Information assets are critical in identifying information risks and how existing data can be leveraged within the enterprise. Pro-actively managing Information assets and their policy status using techniques such as sensitivity rankings helps keep those assets under proper control. Using a portfolio approach to manage and classify information assets provides a comprehensive understanding of what common information assets exist and how they relate to other portfolios, most notably to Business and Applications information.In addition, an Enterprise Portfolio must go beyond IT and contain descriptions of the Business which is be representedin two additional portfolios: Business Goals and Strategy: This portfolio captures all the intangible aspects that drive the Business decisions going forward. This critical portfolio, referred to by Gartner as “Business Context”4, contains all the external drivers, strategies, requirements, principles, goals and objectives affecting the Enterprise as a whole. Business Architecture: This portfolio describes the Business capabilities, functions, processes, products and organization.Capturing and managing these business-oriented portfolios is a critical component in providing visibility into thebusiness alignment of the IT portfolios and investments. It is these elements, the Business viewpoint, that enable amovement from “IT Portfolio Management” to a comprehensive “Enterprise Portfolio Management” approach.For a different perspective on why the comprehensive multi-portfolio approach is important, the reader is referred tothe Appendix at the end of this document.EA Evolved: Creating an Enterprise PortfolioMuch of the information that describes the IT portfolios exists today in repositories that support IT processes such ITIL,ALM and PPM. As previously stated, the need is to integrate these silo-ed processes to improve the decision-makingprocesses. The first step in this integration is the aggregation of the various planning repositories into an EnterprisePortfolio.Figure 1 is a representation of the various existing sources of information about the IT portfolio. Each of theserepositories is the authoritative source for one aspect of the Enterprise Portfolio, but none are well suited as theEnterprise Portfolio because they are purpose built to support well established critical processes such as ChangeManagement or Project Management.As shown in Figure 5, what is required is an integration approach that aggregates information from each repositoryand then enriches that information — using enterprise architecture tenets and principles — to describe relationshipsbetween all the portfolios including the business portfolios. This Enterprise Portfolio is the next evolution of EnterpriseArchitecture.4 Gartner, “EA Must Include Defining Your Enterprise Context”, Publication Date: 2 March 2011 ID Number: G00209976 Troux Confidential · Distributed Under NDA 8
  • 9. Figure 5: Enterprise Architecture Integrates Silos of InformationAdditionally, many of these existing IT planning systems are solely focused on the current operational state, so, futureplans or roadmaps must to be defined for each portfolio so effective planning can be accomplished. Furthermore, inorder to manage and govern the information in the Enterprise Portfolio, ongoing stewardship and governance has tobe established and automated, via workflows, for each portfolio, addressing data quality, currency and completenesscriteria so that the information can be trusted. Lastly, integrations with other sources of record must be automated tothe extent possible to ensure data currency required to support the day-to-day needs of decision makers.Enterprise Portfolio ManagementThe Enterprise Portfolio is the sum of all IT portfolios (Applications, Investments, Technologies and Information) andtheir relationships to each other and to the Business Portfolios (Business Architecture and Business Strategies). CIO’scan better respond to the needs to reduce cost, reduce risk, and be more agile by managing this set of connectedEnterprise Portfolios.The need is to seamlessly enable the collection of IT value chains by leveraging information found across the multi-vendor IT management ecosystem. Given the complexity, mission criticality, multi-vendor and evolving nature of theIT eco-system, it’s unlikely any single vendor can deliver a solution in totality. That said, we at Troux have a singlefocus to help our customers improve decision making by providing out of the box analytics that span the multi-vendoreco-system and inform the IT value chains. To that end we approach the challenge by integrating the set of enterpriseportfolios creating an approach we call the Enterprise Portfolio Management, which represents the comprehensive viewthat true IT planning and decision support solutions requires. We call this solution TrouxView (see Figure 6). Troux Confidential · Distributed Under NDA 9
  • 10. SOFTWARE INFORMATION INVESTMENTS TECHNOLOGY MUNITY SERVICES TrouxView™ Enterprise Portfolio Management COM GOALS & STRATEGY APPLICATIONS BUSINESS ARCHITECTURE PARTNERS Figure 6Enterprise Portfolio Management is Critical toHigh Priority InitiativesWhen the information assets that represent the connected set of enterprise portfolios are captured in Troux – newcritical use cases are unlocked enabling cross portfolio planning. (see Figure 7). STRATEGIC INFORMATION Financial Enterprise Portfolio Management Management (Troux) Asset Management EA Modeling CHANGE THE BUSINESS Business Process RUN THE BUSINESS Management MDM Project and Portfolio ALM Management ITSM OPERATIONAL INFORMATION Figure 7: Troux Enterprise Portfolio Management Troux Confidential · Distributed Under NDA 10
  • 11. To that end it is useful to move beyond the theory of an Enterprise Portfolio and better understand how it would be usedin delivering high priority initiatives. It is also important to note that an Enterprise Portfolio cannot by itself deliver theseinitiatives, but rather it can deliver critical analytics that improve the planning and decision making across all portfoliosand processes. The examples that follow are just a few of the numerous high value use cases an Enterprise Portfolioapproach can enable.Application Portfolio ManagementIT organizations are under constant pressure to better synchronize the business, optimize resource usage, identifyand redirect wasteful spending, improve compliance, and increase agility. In many organizations basic applicationmaintenance expenditures account for over 80% of annual budgets so finding efficiencies in the application portfoliocan yield significant benefits.Since the application portfolio is the touch point with the business, it is essential that an Application PortfolioManagement program is a sustainable and continuous. It has a large audience of stakeholders and is foundationalto a large number of use cases beyond cost saving including compliance, impact analysis, risk management,modernization, and investment planning. What IT and business stakeholders need is complete visibility into theapplication portfolio with detailed understanding of the higher order dependencies (business processes, functions andstrategies) and lower order dependencies (infrastructure, software, servers) of applications, services and projects. ITorganizations need the appropriate capabilities to effectively communicate cost-optimization efforts, change impact,risk management plans and effectively communicate with business partners as well as provide real-time reporting onthe application portfolio risk, health, compliance and alignment.Troux solutions enable businesses to analyze and gain insight into how best to manage and optimize the ApplicationPortfolio through the understanding of the of the entire enterprise portfolio. Troux provides an integrated andautomated out-of-the-box solution for application portfolio management.M&AExecuting an M&A transaction requires companies to understand the ramifications across business, operations and ITdomains. In addition, merging with or acquiring another enterprise requires understanding of how new portfolios alignto business goals and strategies. How those portfolios create new or enhance existing business capabilities is key to asuccessful M&A event.IT infrastructures are not always assessed during the formative stages of an M&A project. This can lead to seriousbusiness and technology misalignments when integrating two organizations. The key to successful acquisitions is todevelop a successful integration plan that accommodates business, operational and IT aspects.Troux solutions allow enterprises to assess these potential pitfalls and help align the organizations’ strategies,operating models, and IT assets – ultimately helping the enterprise gain a business-centric view of the necessary ITtransformations by considering the entire enterprise portfolio within the context of the acquisition or merger. Troux Confidential · Distributed Under NDA 11
  • 12. Cloud PlanningThe cloud creates opportunities for IT and business — improvements in agility, efficiency, cost and simplification.Every enterprise needs to look at cloud transformation initiatives to not only understand the business benefit andoperational differentiation they can provide, but to also understand the ramifications and implications to the business ofmaking such a transformation.In answering the question “what and how to move to the cloud”, IT organizations have a number of facets they needto assess including deployment options, project and budget risk, security risks, elasticity of demand, regulatoryimplications, SLA’s, audit challenges and finally the expected ROI.Troux solutions allow enterprises to understand their enterprise portfolios and assess application candidates formigration to a cloud environment within the context of technology risk, application suitability, security considerationsand alignment to business goals and strategies. By understanding the cloud opportunity through the lens of all theaffected enterprise portfolios, businesses can build better cloud transformation initiatives.Investment ManagementLarge enterprises are faced with an increasing array of investment demands. To make effective, impactful decisionsabout which investments to pursue and which to reject requires a deep understanding of each investment proposalwithin the context of the overall enterprise portfolio.Investments and program proposals need to be evaluated as part of the business and IT planning process. To make theright decision, executives need to understand the alignment of the potential investment landscape to the strategic goalsand intent of the business. For example, a proposed investment in application modernization or cloud transformationneeds to be evaluated with respect to the impacted enterprise goals, strategies and business capabilities together withan understanding of existing application and technology roadmaps.Troux solutions allow enterprises to assess investment and program proposals using a business-centric view of theimpacts and align these proposals to business goals and business capabilities. New understanding of the investmentwith respect to the impact on the Application, Technology, Process and Information Portfolios is gained.Solution ArchitectureDelivering on time and on budget is always a top CIO priority as CIOs strive to make best use of scarce projectfunding. Key to delivering projects that meet the needs of the business is accurate and complete solution architecture.Solution architecture is an architectural abstraction of the end-to-end solution consisting of applications, informationand technology to support specific business capabilities and business strategies. Without insight into the enterpriseportfolio it is problematic to design correct solution architectures. Troux Confidential · Distributed Under NDA 12
  • 13. Solution Architects must understand the current state with which their solution will integrate and leverage opportunitiesfor re-use in the current portfolio. Additionally, solution architectures must adhere to the published catalog oftechnology standards and patterns. Architecture governance boards will use these catalogs to govern projectcompliance. Good solution architectures inform deployment teams so they can better understand how the solution fitsinto the enterprise, how it integrates with other aspects of the IT portfolio and how it supports the business.Troux offers a purposed product based on The Open Group’s TOGAFTM approach to enterprise architecture thatsupports the full TOGAFTM ADM insuring that solution architectures address all aspects of the enterprise portfolio.Change ManagementMost CMDB/ITSM systems implement data models that represent elements of the business architecture such asConfiguration Item (CI) owners and the business processes supported. In practice however, this information is notpopulated because it is not the remit of the Operations teams to manage this type of information. Hence it is difficultfor operation change teams to understand risks and business impacts of change requests.As the business becomes more and more dependent on IT to run all business processes, the direct impact to thebusiness of SLA failures becomes more and more acute. Better understanding of impacted business capabilities andorganizations improves the operations team’s ability to mitigate risk and improve SLA’s.Troux provides integrations with leading ITSM products. These integrations allow business architecture portfoliosto augment the ITSM tools being used by the operations teams. By providing the ITSM tools with access to theenterprise portfolio, the business architecture can be automatically provisioned to the ITSM tools enabling ChangeTeams to better manage change impacts and improve SLA’s.The Troux ApproachTroux provides industry-leading solutions that deliver rapid and continuous value by utilizing an Enterprise PortfolioManagement approach; by leveraging out of the box analytics that give insight into the interconnected nature of theEnterprise Portfolio, Troux’s solutions deliver sustainable business value. (see Figure 4).Additionally, Troux also provides a prescriptive approach to ensure customer success and on-going customer selfsufficiency. These “Troux Accelerators” are based on an “outside in” approach that focuses on answering a set ofbusiness critical questions that are aligned to Troux’s rich set of out of the box analytics (see Figure 8). Troux Confidential · Distributed Under NDA 13
  • 14. Figure 8: Troux’s Outside in ApproachLet us consider a few examples of how this might be applied.EXAMPLE 1: There are two issues often found in large enterprises today. The first one is a need to reduce operatingcosts and thereby free up funding for innovation. This is often approached from an application portfolio perspective.The second issue is that significant parts of the enterprise technology portfolio are out-dated due to spendingconstraints previously enforced. This IT debt5 reflects an operational risk to the business but is difficult to understandwhere to apply the technology refresh funding. These two issues can be combined and distilled into a single businessquestion: “What are the high cost/risk applications and what do they mean to the business?”As shown in Figure 9 if we create a cross portfolio visualization that relates Business Capabilities from the BusinessArchitecture portfolio with the Application Portfolio and the supporting technologies — from the technology portfolio— we can get immediate insight into the business cost and risks sought after. These insights will inform applicationmodernization, application retirement, and technology refresh decisions. Troux Confidential · Distributed Under NDA 14
  • 15. Figure 9: Business Architecture + Application Portfolio + Technology PortfolioEXAMPLE 2: From a practical standpoint really understanding “strategic alignment” can be difficult, but if you reduceit to the right focused business question, practical visualizations can be delivered. Consider the question: “Which applications and technologies are affected by a change in strategy?”To be responsive to this question we need to deliver a visualization that gives insight into how a strategy contained inthe Business Strategy portfolio is implemented by programs and projects in the investment portfolio and how thoseprojects affect and are affected by the underlying application roadmaps and supporting technology roadmaps.As shown in Figure 10, if we create a cross portfolio visualization that relates business strategies from the BusinessArchitecture portfolio with the Investment, Application and Technology portfolios we can get immediate insight into thealignment and gaps in the overall plan. These insights will inform the enterprise so that corrective action can be taken. Figure 10: Business Strategy + Investment Portfolio + Application Portfolio + Technology Portfolio Troux Confidential · Distributed Under NDA 15
  • 16. Troux AcceleratorsBased on years of experience working with hundreds of customers, Troux Accelerators deliver a structured, yet agileapproach to help you align and synchronize your EPM program to realize better execution, control risk, and improvefinancial performance.Troux Accelerators are a proven prescriptive set of best practices, designed to deliver immediate value by answeringcritical business questions, and are packaged so your EPM program provides your decision makers and stakeholderswith rich information and analytics. As a result, you can operationalize Program Management, Stewardship, andGovernance.Accelerators are based on a four step program (see Figure 11)1. The Success Planning Phase – establishes the foundation for success; defining the vision, goals, targeted value, & stakeholder priorities; level-setting the team, and setting the course forward2. The Data Quality Phase – operationalizes data stewardship; enabling domain stewards through best practices to keep key data current, correct, & complete.3. The Information Analysis Phase – identifies opportunities; executing key analytics and examining the results for trends and anomalies that illuminate possible change opportunities for consideration4. The Business value Phase – makes decisions; using the results of analyses in governance body actions & investment planning processes. Figure 11: Troux Accelerator Methodology Troux Confidential · Distributed Under NDA 16
  • 17. Troux recognizes that one size doesn’t fit all and you need to size your approach to your objectives and businessimperatives. To that end, Troux offers three categories of Accelerators to meet your needs and budgets:1. Quick Start Accelerator - Quickly populate a targeted set of out-of-the-box Troux analytics with the data required to get immediate value from your Troux software. Typically time boxed to 2 months.2. Rapid Answers Accelerator - Provide analytics for a high priority, near-term need within a EPM program --- typically within 3 months.3. Program Accelerator - Establish a EPM program that is operationalized and sustained through Program Management, Stewardship, and Governance, providing a set of analytics to communicate information centered on one or more functional areas — typically in 4 months. The program accelerator can be implemented on previously executed Rapid Answers or Quick Start Accelerators Troux Confidential · Distributed Under NDA 17
  • 18. Appendix: A Parable that EnlightensThere is an ancient parable that originated in Indiaabout the blind men and an elephant. Each blind manis given a chance to feel a different part of an elephantand describe what an elephant is like. One manwho handles the trunk says it is like a snake, anotherwho feels the tusk says it is like a spear, another whotouches the tail says it is like a rope etc. They violentlydisagree about what the elephant is, with no resolutionto the debate.The Enterprise Portfolio is much like the elephant inthis story. If we don’t see it in its totality including theBusiness viewpoint, we cannot understand how all theparts make a whole enterprise. Furthermore we riskendless debates that result in no business value.For example, if we are looking to make decisions about the Application portfolio and are only analyzing projects andapplications, we are overlooking four additional domains (Business Strategy, Business Architecture, Technologyand Information). Without analytics that consider all dimensions of the problem space, it is highly unlikely the rightapplication decisions will be taken — and in fact much like the blind men and the elephant — there can be muchdisagreement and little business value delivered.Additionally, many of these existing IT planning systems are solely focused on the current operational state, so, futureplans or roadmaps need to be defined for each portfolio so that effective planning can be accomplished across multipleportfolios. Furthermore, in order to manage and govern the information in the Enterprise Portfolio, ongoing stewardshipand governance has to be established and automated, via workflows, for each portfolio, addressing data quality, currencyand completeness criteria so that the information can be trusted. Lastly, integrations with other sources of record must beautomated to the extent possible to insure currency needed to sustain the on going decision support needs.AMERICAS HEADQUARTERS: EMEA HEADQUARTERS: GERMANY:Troux Technologies Troux Technologies, UK Troux Technologies GmbH8601 FM 2222, Building 3, Suite 300 268 Bath Road Landsbergerstr. 302Austin, TX 78730 Slough, SL1 4DX D-80687 MünchenUSA UK GermanyTel: +1 512 536 6270 Tel: +44 (0) 1753 725660 Tel: +49 89 452 1326 0Fax: +1 512 231 8796 Fax: +44 (0) 1753 725661 Fax: +49 89 452 1326 29Email: info@troux.com Email: emeasales@troux.com Email: emeasales@troux.com Copyright ©2012 Troux Technologies, Inc. Troux, all products prefaced by the word Troux and the Troux logos are either registered trademarks or trademarks of Troux Technologies, 201204 Inc. in the United States and/or other countries. All other products mentioned are either registered trademarks or trademarks of their respective corporations. Troux Confidential · Distributed Under NDA 18