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IT Portfolio Management using Enterprise Architecture and ITIL Service Strategy

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IT Portfolio Management is not complete and difficult to carry out without help of Enterprise Architecture. ITIL Service Strategy can also help.

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IT Portfolio Management using Enterprise Architecture and ITIL Service Strategy

  1. 1. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg IT Portfolio Management using Enterprise Architecture and ITIL® Service Strategy adapted from presentation given at PMI Singapore Regional Symposium 4 Oct 2012 1 Please see Acknowledgements & Notices in second last slide
  2. 2. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 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 2
  3. 3. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg About Myself 3 ITIL Expert, TOGAF 9 Enterprise Architect, CITPM (Senior), COMIT, CGEIT, Chartered IT Professional  20 years of IT management experience  Portfolio Management  Enterprise Architecture and Planning  IT Operations Management  Application Development Management  Process Improvement  Consultancy for private and public sector  CMMI  Enterprise Architecture Goh Boon Nam Chief, New Initiatives Institute of Systems Science
  4. 4. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg PORTFOLIO MANAGEMENT 4
  5. 5. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 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? 5
  6. 6. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Great Project/Programme Execution Poor 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?] 6
  7. 7. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Portfolio vs Programme/Project Mgt 7 LevelofWork Strategic Pre-Project Project Post-Project Programme Management Tactical Programme Management Project Management Project Management Portfolio Management Select right things to do Do things well Ensure right things get done
  8. 8. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Portfolio Management  Portfolio ■ is a term that refers to an organization's group of programmes/projects  Portfolio Management ■ the process in which the organisation’s programmes/projects are selected and managed.  The portfolio of programmes/projects is strategically selected to advance the corporation's organisational goals. 8 Programme Management Programme Management Project Management Project Management Portfolio Management
  9. 9. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Other Differences - Portfolio Mgt vs Programme/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 9
  10. 10. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 10 vs • 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?
  11. 11. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg IT Portfolio Management  Use IT Portfolio Management best practises to choose the right IT projects/services ■ Enterprise Architecture eg. TOGAF method ■ ITIL Service Strategy 11
  12. 12. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg ENTERPRISE ARCHITECTURE - TOGAF® METHOD 12
  13. 13. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 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? 13
  14. 14. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Singapore Government EA Ministry 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 14 Source: http://www.infoworld.com/print/173372
  15. 15. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 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% 15 Source: http://www.infoworld.com/print/173372
  16. 16. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 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 enterprise's 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. 16
  17. 17. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg EA is NOT Solution Architecture 17 Source : http://www.andyblumenthal.com/2007/08/enterprise-architecture-is-not.html
  18. 18. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 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 18
  19. 19. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg TOGAF Architecture Development Method 19 Business Vision & Drivers Enhanced Business Capabilities Source: http://pubs.opengroup.org/ architecture/togaf9-doc/arch/ © The Open Group TOGAF ADM
  20. 20. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Prelim and Vision 20 http://www.youtube.com/watch?v=obcS6BalVh0
  21. 21. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg TOGAF Architecture Development Method 21 Business Vision & Drivers Enhanced Business Capabilities Source: http://pubs.opengroup.org/ architecture/togaf9-doc/arch/ © The Open Group TOGAF ADM
  22. 22. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Enterprise Architecture – 4 Domains 22 Technology Architecture Hardware, software, network Application Architecture Services Data Architecture Data, information Business Architecture Business processes, organization, people Business Vision & Drivers
  23. 23. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Business Architecture – Example (1)
  24. 24. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Business Architecture – Example (2) 24 Source: http://portal.hud.gov/hudportal/documents/ huddoc?id=DOC_15169.pdf Duplication in Functions Streamlined Functions New Functions Eg. Foreclosure Avoidance
  25. 25. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Enterprise Architecture – 4 Domains 25 Technology Architecture Hardware, software, network Application Architecture Services Data Architecture Data, information Business Architecture Business processes, organization, people Business Vision & Drivers
  26. 26. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Application Architecture – Current 26 Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13845.pdf Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13845.pdf Wasteful Redundancy and Siloed Applications duplicate applications for same process applications cover only a process & not whole function
  27. 27. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 27 Application Architecture – Target Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13845.pdf Streamlined Portfolio of Applications
  28. 28. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Enterprise Architecture – 4 Domains 28 Technology Architecture Hardware, software, network Application Architecture Services Data Architecture Data, information Business Architecture Business processes, organization, people Business Vision & Drivers
  29. 29. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Data Architecture - Target 29 Streamlined Portfolio of Data Sources -Consistent data - “Single” source of truth Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13840.pdf
  30. 30. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Enterprise Architecture – 4 Domains 30 Technology Architecture Hardware, software, network Application Architecture Services Data Architecture Data, information Business Architecture Business processes, organization, people Business Vision & Drivers
  31. 31. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Technology Architecture – Current & Target 31 • Target Future (TF) • Pilot (P) • Target Current (TC) • Maintain (M) • Obsolete (O) HUD TRM CATEGORY Parent Name Product Version HUD TRM Status Application Server Software SUN JAVA SYSTEM APPLICATION SERVER 9 TF Application Server Software SUNONE APPLICATION SERVER 8.2 TC Application Server Software SUNONE APPLICATION SERVER 7 M Application Server Software SUNONE APPLICATION SERVER 6.5 O Asset Management Tools OPEN VIEW ASSET CENTER 5 TF Asset Management Tools OPEN VIEW ASSET CENTER 2 TC Business Intelligence MICROSTRATEGY 8.X TC Business Intelligence CRYSTAL REPORTS 8.5 M Business Intelligence CRYSTAL REPORTS 8 O etc.. Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13829.pdf
  32. 32. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Technology Architecture – Target 32 Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13843.pdf Streamlined Technology Architecture (example)
  33. 33. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Enterprise Architecture – 4 Domains 33 Technology Architecture Hardware, software, network Application Architecture Services Data Architecture Data, information Business Architecture Business processes, organization, people Business Vision & Drivers
  34. 34. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Creating Target Enterprise Architecture 34 Technology Architecture Hardware, software, network Application Architecture Services Data Architecture Data, information Business Architecture Business processes, organization, people Technology Architecture Hardware, software, network Application Architecture Services Data Architecture Data, information Business Architecture Business processes, organization, people Current Target EA Method
  35. 35. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg TOGAF Architecture Development Method 35 Business Vision & Drivers Enhanced Business Capabilities Source: http://pubs.opengroup.org/ architecture/togaf9-doc/arch/ © The Open Group TOGAF ADM
  36. 36. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Opportunities and Solutions 36 Information Architecture Current ....... Target ........ Gaps ....... Opportunities  ...........  ........... Application Architecture Current ....... Target ........ Gaps ....... Opportunities  ...........  ........... TechnologyArchitecture Current ....... Target ........ Gaps ....... Opportunities  ...........  ........... BusinessArchitecture Portfolio of IT projects (examples) 1. Upgrade systems, network infrastructure, VPN 2. Increase server capacities 3. Implement enterprise data warehouse & BI 4. Implement CRM solutions 5. Implement Knowledge management 6. Implement B2B partner / customer portal 7. Standardize all application servers 8. Implement security controls on all financial applications 9. Implement workflow / business rules engines 10. Implement mobile sales force 11. etc. Each opportunity can be an IT initiative
  37. 37. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg The Business Value Assessment Technique 37
  38. 38. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg TOGAF Architecture Development Method 38 Business Vision & Drivers Enhanced Business Capabilities Source: http://pubs.opengroup.org/ architecture/togaf9-doc/arch/ © The Open Group TOGAF ADM
  39. 39. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Migration Planning (1) 39 Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13831.pdf
  40. 40. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 40 Migration Planning (2) Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13840.pdf
  41. 41. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg TOGAF Architecture Development Method 41 Business Vision & Drivers Enhanced Business Capabilities Source: http://pubs.opengroup.org/ architecture/togaf9-doc/arch/ © The Open Group TOGAF ADM
  42. 42. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 42 Source: http://portal.hud.gov/hudportal/documents/huddoc?id=eatpv6.pdf Implementation Governance (1) • Governance Process includes oversight of • Business Case • Design • Acquisition • Post-Implementation Review
  43. 43. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg TOGAF Architecture Development Method 43 Business Vision & Drivers Enhanced Business Capabilities Source: http://pubs.opengroup.org/ architecture/togaf9-doc/arch/ © The Open Group TOGAF ADM
  44. 44. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Architecture Change Management 44 Monitor for Triggers to a new EA cycle:
  45. 45. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg TOGAF Architecture Development Method 45 Business Vision & Drivers Enhanced Business Capabilities Source: http://pubs.opengroup.org/ architecture/togaf9-doc/arch/ © The Open Group TOGAF ADM
  46. 46. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 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 46
  47. 47. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg EA & IT Portfolio Management 47 Number of TOGAF Certified professionals: 15,000 + globally 900+ in Singapore
  48. 48. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg ITIL® SERVICE STRATEGY 48
  49. 49. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 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 49
  50. 50. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg ITIL 50 Select right things to do Do things well Strategy Design Transition Operation Improvement © Crown Copyright 2011. Reproduced under licence from the Cabinet Office
  51. 51. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Service knowledge management system Service portfolio Service pipeline Service catalogue Retired services Customer/support team viewable section of the service portfolio (the service catalogue, with selected fields viewable) Servicelifecycle Service status Requirements Definition Analysis Approved Chartered Design Development Build Test Release Operational/live Retiring Retired ITIL ® Service Portfolio 51 Service Strategy helps to plan and govern the implementation of Service Portfolio e.g.: New IT services or enhancements to add to the Service Pipeline IT services to be retired Existing IT services © Crown Copyright 2011. Reproduced under licence from the Cabinet Office
  52. 52. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 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 52 © Crown Copyright 2011
  53. 53. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 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” 53 © Crown Copyright 2011
  54. 54. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg  Market / Customers ■ Fixed • Parent organisation of an internal service provider ■ Strategic choices can be made: • Industry • Geography • Scale • Demography (eg. if consumer IT service) 54 Step 1 – Define the markets & identify customers © Crown Copyright 2011
  55. 55. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg  Desired business outcomes ■ Increase revenue  Customer assets (see right)  Constraints ■ Eg. inability to continue service should a disaster occur  Perception & measurement of value / Quantify outcome ■ Objective / Metric / Desired Outcome ■ “Recover Services From Major Disruptions Within x Business Time-frame” 55 Examples of Customer assets Network Server Storage Facility Application A1 A2 A3 A4 A5 Step 2 – Understand the customer Step 3 – Quantify the Outcomes © Crown Copyright 2011. Reproduced under licence from the Cabinet Office
  56. 56. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 56 A1-Network A2-Server A3-Storage A4-Facility Etc… U1 - Train U2 - Support U3 - Maintain U4 - Design U5 - Implement U6 - Host etc… Step 4 – Classify & Visualise the service Also combine with - Industry - Geography - Scale - Demography © Crown Copyright 2011. Reproduced under licence from the Cabinet Office
  57. 57. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 57 Less promising green tomatoes (maybe invest later) Inedible but promising tomatoes (probably invest later) Imperfect but edible tomatoes (maybe invest now) Late blossoms and small green tomatoes (probably never invest) Rotten tomatoes (never invest) Ripe tomatoes (invest now) Value-to-cost 0 Lower Volatility Higher 1.0 > 1.0 Step 5 – Understand the market spaces © Crown Copyright 2011. Reproduced under licence from the Cabinet Office
  58. 58. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Step 6 – Define services based on outcomes 58 Lines of service Outcomes supported Constraints removed Mobile workplace services Credit-reporting services Business continuity services field staff securely access enterprise applications loans officers determine credit rating of applicants business processes continue to operate being constrained by location or time disruption or loss from failures or disastrous events provide value to the customer when without © Crown Copyright 2011. Reproduced under licence from the Cabinet Office
  59. 59. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Step 7 – Develop service model 59 Example of Service Model – Business Continuity Service http://networld-ic.com/managementsystem-en/datacenter-disaster-recovery/Default.aspx
  60. 60. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg Step 8 – Define service package  Core Service ■ Delivers the basic outcome required ■ E.g. Disaster recovery centre for business continuity service  Enabling Service ■ Needed for core service but not visible to business customer ■ E.g. Electricity supply to disaster recovery centre  Enhancing Service ■ Not necessary in the core service ■ Makes service attractive ■ E.g. good transport & catering service for staff carrying out disaster recovery work 60 Service package Core service Enabling service Enhancing service © Crown Copyright 2011. Reproduced under licence from the Cabinet Office
  61. 61. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 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 61 Less promising green tomatoes (maybe investlater) Inedible butpromising tomatoes (probablyinvestlater) Imperfectbut edible tomatoes (maybe investnow) Late blossomsand smallgreen tomatoes (probablyneverinvest) Rotten tomatoes (neverinvest) Ripe tomatoes (investnow) Value-to-cost 0 Lower Volatility Higher 1.0 > 1.0 © Crown Copyright 2011. Reproduced under licence from the Cabinet Office
  62. 62. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg SUMMARY 62
  63. 63. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 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 63
  64. 64. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg For Further Information Please refer to: http://www.iss.nus.edu.sg/ Or email Goh Boon Nam at: issgbn@nus.edu.sg 64
  65. 65. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg 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.
  66. 66. © 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt www.iss.nus.edu.sg THE END 66

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