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IT投资组合投资组合的内容•TheITportfolioconsistsof:·Applicationsystems,products,andsuites·Processinghardwareinfrastructureandoperatingsystems·Networkequipmentandsoftware·Services(includingconsultative)·Distincttechnologyproducts·Humanresources-internalandexternalcontract·Data/informationThereisalsoanITprojectportfolio,whichincludes:·Projectsthatexpandtheportfolio·Projectsthatrenewelementsoftheportfolio·ProjectsthatcorrectproblemswithintheportfolioOther,lesstangibleportfolioholdingsinclude:·Knowledgeandexperienceembeddedinpeople,systems,anddatabases·Intellectualandinnovationcapital·Customer/usercapital·Relationshipcapital投资组合管理框架投资组合的作用•ManagementRole(s)TheportfoliomanagementmodelactuallyforcesatruebridgingandintegrationbetweenITandthebusiness.Costs,businessbenefits,technicalperformance,andcapitalcreation(tangibleandintangible)aremanagedwithinoneframeworkandrequirejointparticipation.Allstakeholders-fromprogrammersandprojectmanagerstobusinessandITmanagers-havetheroleofmanagingsomeaspectoftheinvestmentportfolio.And,intotality,theorganization'sITinvestmentisreallybeingmanagedasabusinessinvestment.TheenterpriseCIOmaybetheoverallfundmanagerworkingtoassistinthediversificationandmanagementofinvestmentsacrosslinesofbusiness.LOBCIOsandITdepartmentheadscanbeviewedasportfoliomanagerswiththegoalofmaximizingthecost/benefitperformanceofthesystems,services,ortechnologyundertheircontrol.Theprojectoriginationprocessisfluid.ProposalsfromthebusinessandfromthoseinITwithstewardshipforresultsmaximizationbearequalweight.Theprojectfundingprocess,whetherforanewprojectorrenewalofanexistingasset,isajointone.Overall,thecommonthreadwithinthismodelisvalue.Whethervalueistangibleorintangible,andwhetheritisexpressedintermsofdollarsorqualityoflife,valueiswhatinformationtechnologyforthenextmillenniumisallabout.投资组合概论投资组合模型•ActiveManagementofthePortfolio:TheOperationalModelThekeyoperatingconsiderationsforportfoliomanagementofITarethecontinuousmonitoringofexistinginvestmentperformance(theportfoliocomponent)andtheprocessforadjustingtheportfoliothroughprojectsthatimpactit.Investmentperformanceshouldbemonitoredthroughvisibilityofcost,risk,benefits/yield,andalignmentwithgoals.Attheportfoliomanagementlevel,thismustbedoneinbusiness-facingterms.Thisiseasiersaidthandone.Also,doingsorequiressteppingbacktothepointintimeatwhichtheportfoliocomponentwasintroducedandstayingintouchwithitsoriginaljustification,predictedperformance,andanyadjustmentsthathavebeenmadeovertime.Thisimpliesthatactiveportfoliomanagementrequires:Fromacostperspective,thatthecomponentisperformingwithintheexpectedcostperformancebandwidthintermsofoperatingandpersonnelcostsandthatthiscoststructureiscompetitiveinthecontextofvalueperdollar.Fromabenefitsperspective,thatthecomponentismaintainingitsexpectedyieldintermsofimpactonbusinesscoststructure,performance,shareholdervalue,and/orbusinesscustomersandrelationshipsand/orinternalprocessesand/ortheabilityoftheorganizationtolearnandimprove.Intermsofyield,itiscriticalthattheelementofbenefitstimingisintroduced,becausebenefitsareexpectedtoaccrueataparticularpointintime,andassociatedwiththisisabenefitstrajectory.Inmanagingbenefits,itisalsocriticaltofactorinexternalmarket,regulatory,temporal,orcompetitiveforcesthatcanimpactvalue.Valuemustalsobeassociatedwithalignmentwithenterprisegoals.Fromariskmanagementperspective,thecomponentsoftheportfolioshouldbediversifiedandmanagedalongthelinesoftheamountofrisktheenterprisecantolerate.Portfoliocomponentscanbesegmentedintolevelsofyieldandalsointolevelsofrisk.Riskfactorshavetodowiththeprobabilityofachievingthedesiredbenefits,stability,andpuretechnologyrisk.Thelevelofriskassociatedwithacomponentdeterminesthetightnesswithwhichitismanaged-thefrequencyofreviewandevenitsrenewal-fundingmodel.Thestaticportfolioofexistingassetsshouldbemanagedfromtheperspectivesespousedinthepreviousparagraphsandalsofromaninteractionperspective.Thatis,howdotheyinteractwitheachother,andhowdotheyinteractwiththeenterprise?Inperhapsmoretangibleterms,theportfolioconsistsofbaselinecomponents-thingsthathavetobeinplacetosupportthebusiness-anddiscretionarycomponents-thingsthatmusthaveindividualizedfundingjustificationtosupporttheirexistence.Infact,fromabudgetingperspective,thisimplieszero-basebudgeting.Theprojectportfoliomustuseasimilarmanagementmodel.Anythingthatimpactstheportfoliomustinitiallybecostedandjustifiedintermsofoneormoreofthebenefitsaccrualcategories.Inaddition,managementmustbeactivetoensurethatanydeviationsfromtheoriginalplanareevaluatedinthecontextofportfolioimpact.Deviationsmaytaketheformofchangesincosts,timing,potentialforvaluegeneration,andbenefitstiming.Inaddition,deviationmaybeinducedbychangesinenterprisestrategyorcompetitiveforcesinthemarketplace.Forexample,aprojectbeingjustifiedonthebasisofbeingfirsttomarketwillhavearadicalchangeinvalueifacompetitorgetstherefirst.Thereforetheprojectportfoliorequiresactivemanagementtriggeredbyperiodicreviewsandexternalmarkettriggers-technologychanges,humanresourcecostandavailabilitytriggers,businessalignmen