2. Change????Change???? I Hate Change I Love Change

3.  Where are opportunities to reduce my IT operating budget without impacting business/mission?  What systems/services am I providing that are running at risk over the next 12 months, and which capabilities would be impacted?  Given a set budget and a list of strategic priorities, what are the projects I should be working on and why?

4.  Define IT Portfolio Management  Common IT Portfolio Management Challenges  How to Manage your IT Portfolio:  Define Goals  Document...  Bring It All Together  Continuous Process Improvement  To Tool or Not to Tool?

5. IT portfolio management is the application of management to the investments, projects and activities of Enterprise Information Technology (IT). Capabilitie s & Services Business Strategic Goals Applications & Projects IT Cost IT Portfolio Management

6. IT Portfolio Management is Art not Science

8.  Align Expenditures and Effort with Strategic Goals  Identify, Quantify, and Prioritize Consolidation Opportunities  Operational Expense (OPEX) Reduction  Improve Effectiveness of Capital Expenditures (CAPEX)  Methodically Reduce Risk through Analysis

9. 1)Complexity of Portfolios 2)Diverse Stakeholders with Competing Priorities 3)Constant State of Flux 4)Lack of Visibility across the Enterprise 5)Scattered Data Sources

11. Then Prioritize Goals to... Set Concrete Direction for the Organization Establish Litmus Tests for Project Selection

12. Improve CAPEX Effectiveness Central Oversight to Align IT Investments with Strategic Goals Reduce OPEX w/o Degrading Mission

13.  IT Applications and Supporting IT Components  Include vendor support timelines for each  Enables proactive upgrade planning

14.  New or Ongoing  Planned (Funded and Unfunded)

15. Capabilities

16.  Services  Provided by Whom?  To Whom?  How Often?  Quality of Service?

17.  IT Applications and Components  Project Pipeline (funded and unfunded)  Capabilities  Services

18. IT Applications ( IT Components) Projects Capabilities Services R esponsible A ccountable C onsulted I nformed Who is...

20. Reduction of CostEffectiveness of Investments OPEX Run the Business Enterprise Architecture Status Quo CAPEX Change the Business Projects Innovation

21. Total IT Budget Transform the program (CapEx) Time Keep the lights on (OpEx) budget cuts more and more IT to support (Typical)

22. …do I Reduce OPEX? …do I Maximize value of CAPEX?

23.  Sustaining Unused Functionality  Duplication of Effort or Capability  Premiums to Extend Expired Vendor Support

24.  Prioritize Efforts to Remove Cost Culprits  Identify Affected Stakeholders  Perform Impact Analysis  Create and Execute Change Management Plan

25.  Eliminate Projects not in Line with Strategic Goals  Prioritize According to ROI and Rate of ROI  Consider short term returns vs. long-term sustainability  Set Expectations with Stakeholders

26.  Analyze Application Vendor Support Timelines Periodically  Track Project Progress  Periodically Re-Evaluate Project Pipeline to Strategy  Re-baseline when Strategic Direction Changes

27.  For Large Enterprises, Tools are Necessary to Manage Complexity  For Small Organizations, Ad Hoc Tools can Suffice

28.  Change Management (Eg. Training) to Implement  Art not Science  Diverse and Scattered Data Sources  Diverse Stakeholders  Diverse Roles and Responsibilities  Yet Another System to Manage

29. Magic Quadrant for Integrated IT Portfolio Analysis Applications, Gartner, November 2012 Magic Quadrant for Enterprise Architecture Tools, Gartner, October 2012 The Forrester Wave™: Enterprise Architecture Management Suites, Forrester, April 2011