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IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy
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IT Portfolio Management Using Enterprise Architecture and ITIL® Service Strategy

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  • 1. IT Portfolio Management using Enterprise Architecture and ITIL® Service Strategy adapted from presentation given at PMI Singapore Regional Symposium 4 Oct 2012Please see Acknowledgements & Notices in second last slide PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 1 www.iss.nus.edu.sg
  • 2. My Organisation Institute of Systems Science www.iss.nus.edu.sg Part of National University of Singapore Support national IT competency development needs Faculty of practitioners from industry with average of more that 15 years experience each Caters to working IT professionals ■ Post-Graduate Programmes ■ Executive Programmes • IT Management • Software Engineering ■ Consulting ■ Industry Research PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 2 www.iss.nus.edu.sg
  • 3. About Myself ITIL Expert, TOGAF 9 Enterprise Architect, CITPM (Senior), COMIT, CGEIT, Chartered IT Professional  20 years of IT management experience  Portfolio Management  Enterprise Architecture and PlanningGoh Boon NamChief, New Initiatives  IT Operations ManagementInstitute of Systems Science  Application Development Management  Process Improvement  Consultancy for private and public sector  CMMI  Enterprise Architecture PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 3 www.iss.nus.edu.sg
  • 4. PORTFOLIO MANAGEMENT PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 4 www.iss.nus.edu.sg
  • 5. Portfolio vs Programme/Project Mgt What is the difference between portfolio management and programme/project management? Is it possible to have great programme/project execution but poor portfolio management? Anyone heard of lemmings? PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 5 www.iss.nus.edu.sg
  • 6. Great Project/Programme ExecutionPoor Portfolio Management Lemmings – animals claimed to commit mass suicide by jumping down cliffs Project (individual jump) – well done Programme (group jump) – well done Portfolio – Are the right programmes / projects being chosen for implementation? [Is cliff-jump the right thing to get lemmings to do?] PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 6 www.iss.nus.edu.sg
  • 7. Portfolio vs Programme/Project Mgt Strategic Pre-Project Project Post-Project Portfolio Management Level of Work Programme Programme Management Management Project Project Management Management Tactical Do things well Select right things Ensure right things get done to do PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 7 www.iss.nus.edu.sg
  • 8. Portfolio Management Portfolio ■ is a term that refers to an organizations group of programmes/projects Portfolio Management Programme Programme Management Management Portfolio Management Project Project Management ■ the process in which the organisation’s Management programmes/projects are selected and managed. The portfolio of programmes/projects is strategically selected to advance the corporations organisational goals. PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 8 www.iss.nus.edu.sg
  • 9. Other Differences - Portfolio Mgt vsProgramme/Project Mgt Strategic level Whole organisation perspective Long time horizon for each portfolio plan ■ Say, 3 to 5 years for IT portfolio ■ Minor review & adjustments during the planned period to cater to • Changes in the organisation • External changes Continuous journey ■ Major review and update of portfolio plan every few years • Before current plan expires • Earlier if there is major change in environment A Portfolio Plan can be said to be a Master Plan PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 9 www.iss.nus.edu.sg
  • 10. • Would you choose the same IT projects to carry out for both of these companies?• What projects would you select for each and how did your arrive at that answer? vs PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 10 www.iss.nus.edu.sg
  • 11. IT Portfolio Management Use IT Portfolio Management best practises to choose the right IT projects/services ■ Enterprise Architecture eg. TOGAF method ■ ITIL Service Strategy PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 11 www.iss.nus.edu.sg
  • 12. ENTERPRISE ARCHITECTURE- TOGAF® METHOD PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 12 www.iss.nus.edu.sg
  • 13. Who are using Enterprise Architecture? Public Sector Example ■ Singapore Government • “The (EA) programme aims to establish a federated view of all government agencies enterprise architectures to optimise government ICT assets for greater cost savings or avoidance.” Private Organisation Examples How does EA help them? PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 13 www.iss.nus.edu.sg
  • 14. Singapore Government EAMinistry of Education■ Before EA • Uncoordinated IT expenditures • Siloed redundant systems • Limited IT efficiencies • Cumbersome systems that prevented agility■ EA helped • Reduced number of systems by 44% • Saved over $25 million Source: http://www.infoworld.com/print/173372 PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 14 www.iss.nus.edu.sg
  • 15. Proctor & Gamble■ Before recent launch of EA • Business processes not end-to-end digital • Lack of standardisation • Lack of real-time information■ EA helped • Introduce “Going Digital” programme • Increased business process standardisation by 10% • Increased end-to-end automation by 10% • Increased real-time information by 300% Source: http://www.infoworld.com/print/173372 PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 15 www.iss.nus.edu.sg
  • 16. EA Definition Gartner ■ 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 enterprises future state and enable its evolution. (i.e. choosing right things to do) ■ Enterprise architects compose holistic solutions that address the business challenges of the enterprise and support the governance needed to implement them. PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 16 www.iss.nus.edu.sg
  • 17. EA is NOT Solution Architecture Source : http://www.andyblumenthal.com/2007/08/enterprise-architecture-is-not.html PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 17 www.iss.nus.edu.sg
  • 18. One EA Method – TOGAF ADM The Open Group ■ Vendor and technology-neutral industry consortium ■ Most famous for being the standards body for UNIX and developer of TOGAF TOGAF ■ The Open Group Architecture Framework ■ A detailed method and a set of supporting tools for developing an enterprise architecture■ TOGAF ADM ■ TOGAF Architecture Development Method ■ A method for developing and managing the lifecycle of an enterprise architecture, and forms the core of TOGAF PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 18 www.iss.nus.edu.sg
  • 19. TOGAF Architecture Development Method TOGAF ADMBusiness EnhancedVision & Business Drivers Capabilities © The Open Group Source: http://pubs.opengroup.org/ architecture/togaf9-doc/arch/ PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 19 www.iss.nus.edu.sg
  • 20. Prelim and Vision http://www.youtube.com/watch?v=obcS6BalVh0 PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 20 www.iss.nus.edu.sg
  • 21. TOGAF Architecture Development Method TOGAF ADMBusiness EnhancedVision & Business Drivers Capabilities © The Open Group Source: http://pubs.opengroup.org/ architecture/togaf9-doc/arch/ PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 21 www.iss.nus.edu.sg
  • 22. Enterprise Architecture – 4 Domains Business Vision & Drivers Business Business processes, Architecture organization, people Application Data Architecture Architecture Services Data, information Hardware, Technology software, Architecture network PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 22 www.iss.nus.edu.sg
  • 23. Business Architecture – Example (1) PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. www.iss.nus.edu.sg
  • 24. Business Architecture – Example (2) Duplication Streamlined in Functions Functions New Functions Eg. Foreclosure AvoidanceSource: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_15169.pdf PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 24 www.iss.nus.edu.sg
  • 25. Enterprise Architecture – 4 Domains Business Vision & Drivers Business Business processes, Architecture organization, people Application Data Architecture Architecture Services Data, information Hardware, Technology software, Architecture network PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 25 www.iss.nus.edu.sg
  • 26. Application Architecture – CurrentWasteful duplicateRedundancy applicationsand Siloed for sameApplications process applications cover only a process & not whole function Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13845.pdf Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13845.pdf PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 26 www.iss.nus.edu.sg
  • 27. Application Architecture – Target Streamlined Portfolio of ApplicationsSource: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13845.pdf PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 27 www.iss.nus.edu.sg
  • 28. Enterprise Architecture – 4 Domains Business Vision & Drivers Business Business processes, Architecture organization, people Application Data Architecture Architecture Services Data, information Hardware, Technology software, Architecture network PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 28 www.iss.nus.edu.sg
  • 29. Data Architecture - TargetStreamlinedPortfolio ofData Sources-Consistent data- “Single” sourceof truth Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13840.pdf PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 29 www.iss.nus.edu.sg
  • 30. Enterprise Architecture – 4 Domains Business Vision & Drivers Business Business processes, Architecture organization, people Application Data Architecture Architecture Services Data, information Hardware, Technology software, Architecture network PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 30 www.iss.nus.edu.sg
  • 31. Technology Architecture – Current & Target Product HUD TRMHUD TRM CATEGORY Parent Name Version Status SUN JAVA SYSTEM APPLICATIONApplication Server Software 9 TF SERVERApplication Server Software SUNONE APPLICATION SERVER 8.2 TCApplication Server Software SUNONE APPLICATION SERVER 7 MApplication Server Software SUNONE APPLICATION SERVER 6.5 OAsset Management Tools OPEN VIEW ASSET CENTER 5 TF • Target Future (TF)Asset Management Tools OPEN VIEW ASSET CENTER 2 TC • Pilot (P)Business Intelligence MICROSTRATEGY 8.X TC • Target Current (TC) • Maintain (M)Business Intelligence CRYSTAL REPORTS 8.5 M • Obsolete (O)Business Intelligence CRYSTAL REPORTS 8 O etc.. Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13829.pdf PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 31 www.iss.nus.edu.sg
  • 32. Technology Architecture – Target Streamlined Technology Architecture (example) Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13843.pdf PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 32 www.iss.nus.edu.sg
  • 33. Enterprise Architecture – 4 Domains Business Vision & Drivers Business Business processes, Architecture organization, people Application Data Architecture Architecture Services Data, information Hardware, Technology software, Architecture network PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 33 www.iss.nus.edu.sg
  • 34. Creating Target Enterprise Architecture Current Target Business Business Business processes, Business processes, Architecture organization, people EA Architecture organization, people Method Application Data Application Data Architecture Architecture Architecture ArchitectureServices Data, information Services Data, informationHardware, Technology Hardware, Technologysoftware, Architecture software, Architecturenetwork network PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 34 www.iss.nus.edu.sg
  • 35. TOGAF Architecture Development Method TOGAF ADMBusiness EnhancedVision & Business Drivers Capabilities © The Open Group Source: http://pubs.opengroup.org/ architecture/togaf9-doc/arch/ PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 35 www.iss.nus.edu.sg
  • 36. Opportunities and SolutionsBusiness Architecture Information Architecture Current Target Gaps Opportunities  ........... ....... ........ .......  ........... Application Architecture Current Target Gaps Opportunities  ........... ....... ........ .......  ........... Technology Architecture Current Target Gaps Opportunities  ........... ....... ........ .......  ...........Portfolio of IT projects (examples)1. Upgrade systems, network infrastructure, VPN2. Increase server capacities3. Implement enterprise data warehouse & BI4. Implement CRM solutions5. Implement Knowledge management6. Implement B2B partner / customer portal7. Standardize all application servers8. Implement security controls on all financial applications9. Implement workflow / business rules engines10. Implement mobile sales force11. etc. Each opportunity can be an IT initiative PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 36 www.iss.nus.edu.sg
  • 37. The Business Value AssessmentTechnique PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 37 www.iss.nus.edu.sg
  • 38. TOGAF Architecture Development Method TOGAF ADMBusiness EnhancedVision & Business Drivers Capabilities © The Open Group Source: http://pubs.opengroup.org/ architecture/togaf9-doc/arch/ PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 38 www.iss.nus.edu.sg
  • 39. Migration Planning (1) PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 39 www.iss.nus.edu.sg Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13831.pdf
  • 40. Migration Planning (2) Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13840.pdf PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 40 www.iss.nus.edu.sg
  • 41. TOGAF Architecture Development Method TOGAF ADMBusiness EnhancedVision & Business Drivers Capabilities © The Open Group Source: http://pubs.opengroup.org/ architecture/togaf9-doc/arch/ PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 41 www.iss.nus.edu.sg
  • 42. Implementation Governance (1) • Governance Process includes oversight of • Business Case • Design • Acquisition • Post-Implementation Review Source: http://portal.hud.gov/hudportal/documents/huddoc?id=eatpv6.pdf PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 42 www.iss.nus.edu.sg
  • 43. TOGAF Architecture Development Method TOGAF ADMBusiness EnhancedVision & Business Drivers Capabilities © The Open Group Source: http://pubs.opengroup.org/ architecture/togaf9-doc/arch/ PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 43 www.iss.nus.edu.sg
  • 44. Architecture Change ManagementMonitor for Triggers to a new EA cycle: PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 44 www.iss.nus.edu.sg
  • 45. TOGAF Architecture Development Method TOGAF ADMBusiness EnhancedVision & Business Drivers Capabilities © The Open Group Source: http://pubs.opengroup.org/ architecture/togaf9-doc/arch/ PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 45 www.iss.nus.edu.sg
  • 46. EA & IT Portfolio Management For an internal/shared IT service provider ■ EA helps create a Target Architecture/Portfolio aligned to the enterprise’s needs For an external IT service provider ■ There are advantages to plan from the customer’s perspective to offer them a Target Architecture/ Portfolio aligned to the customer’s needs EA has a detailed and mature (v9) process to help ■ Produce the Portfolio / Target Architecture ■ Govern the implementation of the Portfolio EA-trained professionals already exists in many organisations EA training and international certification is available in Singapore PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 46 www.iss.nus.edu.sg
  • 47. EA & IT Portfolio Management Number of TOGAF Certified professionals: 15,000 + globally 900+ in Singapore PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 47 www.iss.nus.edu.sg
  • 48. ITIL® SERVICE STRATEGY PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 48 www.iss.nus.edu.sg
  • 49. What is ITIL? Originally stood for IT Infrastructure Library ■ Books on IT Management Best Practises developed by UK Government with the help of industry practitioners ■ Originally for IT Infrastructure but now covering IT Services in general Complements IT project mgt & IT development management Covers the IT service management aspect required for the full lifecycle management of IT Services (before, during and after completion of a project) – ■ 26 management processes Internationally recognised and widely adopted ■ Individual professional ITIL certifications/qualifications ■ Organisational certification through related ISO20000 PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 49 www.iss.nus.edu.sg
  • 50. ITIL Strategy Design Transition Operation Improvement Select right things to do Do things well © Crown Copyright 2011. Reproduced under licence from the Cabinet Office PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 50 www.iss.nus.edu.sg
  • 51. ITIL ® Service Portfolio Service knowledge management system Service Strategy helps to plan and govern Service portfolio the implementation of Service status Service Portfolio e.g.: Requirements Definition Service pipeline New IT services or enhancements Analysis Approved to add to the Service PipelineService lifecycle Chartered Design Customer/support Development team viewable Build section of the Test service portfolio Existing Service (the service Release catalogue catalogue, with IT services Operational/live selected fields viewable) Retiring Retired Retired services IT services to be retired © Crown Copyright 2011. Reproduced under licence from the Cabinet Office PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 51 www.iss.nus.edu.sg
  • 52. ITIL ® Service Portfolio Management  Initiate Portfolio Review  Portfolio Review ■ “Define” • E.g. External service provider definition of which services to provide ■ “Analyse” ■ “Approve” ■ “Charter” / “Retire”  ( “Strategy Execution” - part of another ITIL® process known as Strategy Management process )  Refresh Portfolio © Crown Copyright 2011 PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 52 www.iss.nus.edu.sg
  • 53. Service Portfolio Management - Define “Step 1 – Define the market and identify customers Step 2 – Understand the customer Step 3 – Quantify the outcomes Step 4 – Classify and visualize the service Step 5 – Understand the opportunities (market spaces) Step 6 – Define services based on outcomes Step 7 – Service models Step 8 – Define service units and packages” © Crown Copyright 2011 PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 53 www.iss.nus.edu.sg
  • 54. Step 1 – Define the markets & identifycustomers Market / Customers ■ Fixed • Parent organisation of an internal service provider ■ Strategic choices can be made: • Industry • Geography • Scale • Demography (eg. if consumer IT service) © Crown Copyright 2011 PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 54 www.iss.nus.edu.sg
  • 55. Step 2 – Understand the customerStep 3 – Quantify the Outcomes Desired business outcomes ■ Increase revenue Examples of Customer assets A1 Network Customer assets (see right) A2 Server Constraints A3 Storage ■ Eg. inability to continue service should a disaster occur A4 Facility Perception & measurement A5 Application of value / Quantify outcome ■ Objective / Metric / Desired Outcome ■ “Recover Services From Major Disruptions Within x Business Time-frame” © Crown Copyright 2011. Reproduced under licence from the Cabinet Office PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 55 www.iss.nus.edu.sg
  • 56. Step 4 – Classify & Visualise theservice A1 - Network A3 - Storage A4 - Facility A2 - Server Etc… U1 - Train U2 - Support Also combine with U3 - Maintain - Industry U4 - Design - Geography U5 - Implement - Scale U6 - Host - Demography etc… © Crown Copyright 2011. Reproduced under licence from the Cabinet Office PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 56 www.iss.nus.edu.sg
  • 57. Step 5 – Understand the market spaces Higher Less promising green Inedible but promising tomatoes tomatoes (maybe invest later) (probably invest later) Volatility Late blossoms and Imperfect but small green tomatoes edible tomatoes (probably never invest) (maybe invest now) Lower Rotten tomatoes (never invest) Ripe tomatoes (invest now) 0 1.0 > 1.0 Value-to-cost © Crown Copyright 2011. Reproduced under licence from the Cabinet Office PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 57 www.iss.nus.edu.sg
  • 58. Step 6 – Define services based onoutcomesLines of service Outcomes supported Constraints removed f ield staf f securelyMobile workplace being constrained by access enterprise services location or time applications provide value loans of f icers Credit-reporting to the determine credit without services customer rating of applicants when disruption or lossBusiness continuity business processes f rom f ailures or services continue to operate disastrous events © Crown Copyright 2011. Reproduced under licence from the Cabinet Office PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 58 www.iss.nus.edu.sg
  • 59. Step 7 – Develop service model Example of Service Model – Business Continuity Service http://networld-ic.com/managementsystem-en/datacenter-disaster-recovery/Default.aspx PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 59 www.iss.nus.edu.sg
  • 60. Step 8 – Define service package Core Service ■ Delivers the basic outcome required ■ E.g. Disaster recovery centre for business continuity service Service package Enabling Service Core service ■ Needed for core service but not visible to business customer ■ E.g. Electricity supply to disaster recovery centre Enabling service Enhancing service Enhancing Service ■ Not necessary in the core service ■ Makes service attractive ■ E.g. good transport & catering service for staff carrying out disaster recovery work © Crown Copyright 2011. Reproduced under licence from the Cabinet Office PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 60 www.iss.nus.edu.sg
  • 61. ITIL ® Service Portfolio Management  Initiate Portfolio Review  Portfolio Review ■ “Define” • E.g. External service provider definition of which services to provide Higher Less promising green Inedible but promising tomatoes tomatoes (maybe invest later) (probably invest later) ■ “Analyse” Volatility ■ “Approve” Late blossoms and Imperfect but small green tomatoes edible tomatoes (probably never invest) (maybe invest now) ■ “Charter” / “Retire” Lower Rotten tomatoes (never invest) Ripe tomatoes (invest now) 0 1.0 > 1.0 Value-to-cost  “Strategy Execution” (part of another ITIL® process known as Strategy Management process)  Refresh Portfolio © Crown Copyright 2011. Reproduced under licence from the Cabinet Office PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 61 www.iss.nus.edu.sg
  • 62. SUMMARY PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 62 www.iss.nus.edu.sg
  • 63. Summary Portfolio management – important as it chooses the right things to do and ensures they get done For IT portfolio management, EA and ITIL ® Service Strategy are available as best practises EA and ITIL SS can be complementary ■ EA plans portfolio from enterprise perspective ■ ITIL ® SS plans portfolio more from service provider perspective (while taking value to customer into consideration) EA (TOGAF) and ITIL ® both internationally recognised and adopted PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 63 www.iss.nus.edu.sg
  • 64. For Further InformationPlease refer to:http://www.iss.nus.edu.sg/Or email Goh Boon Nam at:issgbn@nus.edu.sg PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 64 www.iss.nus.edu.sg
  • 65. Acknowledgements & Notices ITIL® is a registered trade mark of the Cabinet Office The Swirl logo™ is a trade mark of the Cabinet Office Quoted text is from ITIL® Service Strategy © Crown Copyright 2011. Reproduced under licence from the Cabinet Office. [Any original emphasis excluded. Emphasis then added for purpose of this presentation.] Text in italics is based on Cabinet Office ITIL® material. Reproduced under licence from the Cabinet Office TOGAF® is a registered trademark of The Open Group in the United States and other countries © 2011 NUS unless otherwise stated. PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. www.iss.nus.edu.sg
  • 66. THE END PortfolioMgt-EA-ITIL.ppt © 2012 NUS unless otherwise stated. 66 www.iss.nus.edu.sg

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