IT投资组合(PPT 45页).ppt

IT投资组合,投资组合的内容,TheITportfolioconsistsof:Applicationsystems,products,andsuitesProcessinghardwareinfrastructureandoperatingsystemsNetworkequipmentandsoftwareServices(includingconsultative)DistincttechnologyproductsHumanresources-internalandexternalcontractData/informationThereisalsoanITprojectportfolio,whichincludes:ProjectsthatexpandtheportfolioProjectsthatrenewelementsoftheportfolioProjectsthatcorrectproblemswithintheportfolioOther,lesstangibleportfolioholdingsinclude:Knowledgeandexperienceembeddedinpeople,systems,anddatabasesIntellectualandinnovationcapitalCustomer/usercapitalRelationshipcapital,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,theorganizationsITinvestmentisreallybeingmanagedasabusinessinvestment.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,businessalignmenttriggers,andcompetitiveandregulatorytriggers.Riskalsomustbefactoredin,andshouldrangefromlowlevelsofrisktohigh-risk/high-yield.Thelevelofrisk,bytheway,alsoinfluencestheprojectmanagementmethodsandtempo.Attheextreme,theriskiestprojectshouldbemanagedaspartofaventureportfolio,usingaventuremanagementmodel.Inaddition,valuationwithintheprojectportfoliomustbeviewedasdynamicintermsofintraportfoliointeraction.Organizationsdonottypicallyhaveunlimitedresourcepools(eitherdollarsorpeople).Therefore,achangeinvaluationofoneprojectmayimpacttheothersandeventhestaticportfolio.,实施投资组合,PortfolioManagementinActionItisunlikelythatanyorganizationcanenacttheseideasfromgroundzero.Therefore,portfoliomanagementneedstobeputintoactioninvitro.Theinventoryofexisting(static)assetsmustbecreated;cost,resourceconsumption,andacceptablebandwidthsforcostandqualitymustbecaptured;andvaluation(anditsbandwidth)mustbedetermined.Constructs(metrics)mustbeimplementedtoprovidetheneededvisibilityintotheexistingportfolio.Coverageofanumberofbasicareasisneeded:finance,quality,performance,changevelocity,staffing/skills,risk(andperhapsaudit),profile,effectiveness.Continuousmonitoringofthesemetricsversustargetcharacteristicsenablesdecisionstobemadefortherenewal,development,andperhapstheretirementandreplacementofportfoliocomponents.Thisisonemechanismbywhichprojectsareoriginated.Inaddition,theinventoryofexistingprojectsmustbecapturedandin-processmetricsmustbedeveloped.Theseneedtofocusonvariousattributesoftheproject:On-timebehaviorOn-costbehaviorOn-scopebehaviorOn-valuebehavior(includesbenefitstrajectoryalongwithexpectedvalue)RisklevelBehaviorstrendIntraprojectportfolioimpactPortfolioimpactRevaluationtriggersThresholdsoftolerancefordeviationfromplansManagementtempoandfundingmodel(fromtraditionaltoventure)Managementoftheexistingportfolioandtheprojectportfoliomustworkconcurrently.Asistrueinfinancialmarkets,therearebothtightlycoupledandlooselycoupledlinkagesinthewaytheyinteract.,投资组合发展阶段,WherePortfolioManagementFitsinITOrganizationEvolutionITorganizationsappeartobegoingthroughaseriesofevolutionarystages.Thefirstoftheseistypifiedbytheroleofbeingaservice,orordertaker.AlthoughtheroleofITinthisstageisnotconsideredstrategicintermsofsupportingbusinessgrowth,thecostofITis.Therefore,theprimaryfocusofITorganizationsatthisstageiscostmanagementandoperationalefficiency.Benchmarkingisfrequentlyappliedasapositioningtoolinsuchorganizations,asisradicaldownsizing.Thesecondstageistypifiedbytheroleofbeingabusinessenabler.TheroleofITisconsideredtobesomewhatstrategicinsupportinggrowthandlookingfornewwaystoenhanceprofitability.AggressiveITinvestmentsareoftenmadeatthisstage.Thefocusisnowsharedbetweencostefficiencyandtheintangiblenotionofeffectiveness.MoreadvancedITorganizationsatthisstagetypicallytrytoenactbalanced-scorecardprojectstomonitorboththeirfiscalaccountabilityandtheirimpactonbusinesscustomersandprocesses.ThethirdstageistypifiedbytheroleoftheITorganizationasabusinesswithinabusiness.TheITorganizationstillplaysaproviderrolebutisheldtomorerigorouscostandperformancestandards,withaviewtobehavingasafree-marketcompetitor.Again,scorecardscomeintoplay,withafocusonperformanceandcomparisonswiththeexternalworldinthedimensionsofcost,servicequality,relationships,andprocessefficiency/effectiveness.Thefourthstageisfullbusinessintegration.TheITorganizationactslikeabusinessandismanagedlikeabusiness.Thisisthestageofportfoliomanagement.Inthisstage,theITorganizationmanagesitsportfolioofactivities-frombaselinebusinesssupporttoassetrenewalanddevelopmenttohigh-riskbusiness/ITventures-inamannerconsistentwiththeprinciplesofbest-in-classbusinesspractices.Theportfolioisactivelymanagedwithafocusonyield,risk,risk-taking,andagility.Asstatedintheprecedingparagraph,portfoliomanagementisacharacteristicofthisfourthstagebutisalsosomewhatofaprecursortoit.Unlessportfoliomanagementisembraced,fullbusinessintegrationandabusinessmodelofITcannotbeembraced.PerhapsinthefullbusinessmodeltherewillbenodistinctionbetweenITandthebusiness.Inaddition,theconceptofportfoliomanagementitselfmaynotbeenough.Fromatotalenterpriseperspective,theenterpriseisacollectionofportfolios.Forexample,infinancialservicestheremaybearetailportfolio,aglobalportfolio,awholesaleportfolio,andsoon.AlthoughITisintegratedintoeachareaandtheremaybecross-areadependencies,theenterpriseitselfmustdecidehowtobalanceandmanageitsinvestmentsacrossthesebusinessportfoliosalongwiththeirITcomponents.Therefore,attheenterpriselevel,afundmanagementmodelmaybeappropriatetomodelthemovementandallocationoffundsacrossdiversifiedinvestments.,项目投资组合,项目投资组合概述,ITportfoliomanagementBalancingrisksandrewardsofprojectsyieldssignificantreturns.InvestingyourentirenestegginoneriskyEnron-likeventureisunwisetosaytheleast.SowhydosomanyITorganizationsbetthebulkoftheirbudgetononehugeriskyproject?Diversificationworkswellforyourstockportfolio,sowhynotapplyittoyourITprojectportfolioaswell?ThatsthepointofITportfoliomanagement,amethodologyforensuringthateveryprojectwithinanITorganizationsportfolioisanalyzedandbalancedforriskandreturn.Whenimplementedright,ITportfoliomanagementensuresthattheentirerangeofITprojectsperformssuccessfullyinrealworldconditions.Initsmostbasicterms,ITportfoliomanagementconsistsofthreesteps.ThefirstistolistinacentralplaceeveryITprojectintheorganization,togetherwithitsresourcerequirementsandstatedobjectives.Unfortunately,thatfirststepiswheremanyorganizationsstoptheprocess.ButthekeytoreapingthetruebenefitsofITportfoliomanagementisfollowingthroughandevaluatingtheprojectsforriskandreturn.Stepthree,ongoingriskassessment,isalsooftenoverlooked.Risksneedtocontinuallybeassessedastheprojectprogresses.Ifthebenefitnolongeroutweighstherisk,theprojectneedstoberevampedorevencancelled.Anotherareapeopleneedtofocusonisvalue,toooften,ITisfocusedondeliveringprojectsontime,andonbudget,whentherealconcernshouldbewhethertheintendedvaluewasdelivered.Iftheprojectgoeslikeclockwork,butdoesntgainacceptance,itsstillafailure.Whenimplementedcorrectly,ITportfoliomanagementensuresthattheprojectsITimplementsarethosethatwilldeliverthemostvaluetothebusiness,animportantpointinthisleaneraoftightbudgets.,项目投资组合目标,Aswithanyinvestmentportfolio,theITportfolioshouldbemanagedwiththreegoalsinmind:maximizingthevalueoftheportfolio,aligningtheportfoliowithbusinessgoals,andbalancingtherisk/rewardpotentialwithintheportfolio.MaximizingITPortfolioValue.WithmanycorporateexecutivesdemandingthatCIOsdemonstratevalue,maximizingportfoliovalueisthegoalmostfrequentlymentionedamongITorganizations.Thetoolswerecommendinthiseffortincludefinancialindexingorscoringmodelssuchaseconomicvaluesourced(EVS),economicvalueadded(EVA),risk-adjustednetpresentvalue(NPV),returnoninvestment(ROI),andreturnonnetassets(RONA).AligningthePortfolio.Strategicalignmentisanotherimportantgoalforportfoliomanagement.Typicallyabottom-uportop-downapproach(oracombinationthereof)shouldbeemployedtosystematicallyalignITvaluewithcorporateobjectives.Forexample,ifthebusinessstrategyemphasizesgrowth,ITspendingpatternsshouldreflectincreasedsupportforbusinessormarketdevelopment.Thestrategicfitandlinktothebusinessstrategymakethebalancedscorecardtechniqueaneffectiveapproachforexposingvaluewhilemanagingtheportfolioacrossarangeofconflictingbusinessobjectives.BalancingtheITPortfolio.Finally,portfoliomanagementenablescompaniestobalancetheirportfolio,consideringvariousfactorsthatmustbeweighedtoensuretherightmixofinvestmentsandinitiatives.Thesefactorsinclude:oTerm-ShorttolongoRisk-LowtohighoSize-SmalltolargeoScope-LocaltoglobaloExpense-ModeratetomajoroPosture-OffensivetodefensiveoPosition-Entranttodominant,项目分类模型,Runthebusiness项目的组合分析,Runthebusiness(RTB)investmentsinvolvekeepingthebusinessoperational.Itemsfallingunderthiscategoryoftenincludeutilities,maintenancecontracts,anddisasterrecovery,withthefollowingmetricsusedtomeasuretheeffectivenessofsuchinvestments:Budgeting:Accountallocations,cashflow,projectcostandscheduleCostreduction:Rework,defecttracking,inventoryMaintenancefixes:Effort,staffinglevelsService-levelagreements:Availability,downtime,meantimetorepairCustomersatisfaction/retentionThenatureofRTBinvestmentsfallintotwoareas.Core.Spendinginthiscategoryprovidesmission-andbusiness-criticalservicesforthefrontoffice(salesorderentry,customerservice)andbackoffice(payroll,accounting,HR).Commonspendingentitiesinthiscategoryincludeelectricity,lighting,heating/airconditioning,telephonedial-tone,networkservices,datacenteroperationsforspecificservices,ITvendorsupport,backup/restore,anddisasterrecovery.*Businessrisk:Becauseassetsinthiscategoryhaveinstantiatedprocessesandusedoesnottypicallychange,thebusinessriskpotentialisusuallylow.*Businessreward:Businessrewardpotentialinthiscategoryrangesfrommediumtohigh.Non-Discretionary.Spendinginthiscategorymitigatestheimpactoforganicgrowthinconsumptionofcore/operationalassetssuchasinfrastructure(e.g.,server,storage,middleware,DBMS,network),operations,andrelatedprocessesonexistingITserviceperformance.Typicalexternalinfluencesthatmodifyspendingdecisionsinthiscategoryincludebusinessclimatechangesandcorporateeventsoractivities(e.g.,mergers,acquisitions,divestitures).*Businessriskandreward:Becausespendingactivityinthiscategorycentersonexpandingexistingcapacitytomeetgrowthrequirements(ratherthantointroducenewservices),itrepresentsanidealinvestmenttoactuallyreducebusinessriskandstabilizebusinessreward.,growthebusiness项目的组合分析,DirectlyabovethehorizontallineinFigure1aregrowthebusiness(GTB)investments,whicharemadetoexpandtheorganizationsscopeofproductsandservices.Investmentsherecouldbeforupgradingsoftware,addingincrementalcapacity,ordevelopingskillswithinthestaffthroughadditionaltrainingorotherefforts.Metricstomeasurethesuccessoftheseinvestmentsinclude:Financialanalysis:ROI,EVA,capital,ITbudget/revenueInvestmentplanning:Riskanalysis,scenarios,portfolioplanning(three-yearmodel),supplychainanalysisEnhancements:Projectphaseanalysis,costofqualityDeliveredinformationvalueCustomerloyalty:Lifetimevalue,Transformthebusiness项目的组合分析,Transformthebusiness(TTB)investmentsinvolvemovingintonewmarkets.SampleTTBinvestmentsincludenewbusinessventures,mergersandacquisitions,newproducts,applicationpackageadditions,outsourcing,orthehiringofemployeeswithnewskills.Possiblemetricsinthisareainclude:NewmarketshareModeling:Portfolioanalysis,futurevalueGTBandTTBinvestmentsfallintothreeareas.Discretionary.Spendinginthiscategoryaffordsnewlevelsofprocessefficiencyandeffectivenessthatthebusinessperceivesitwillneedbutthatcurrentassets(plusnon-discretionaryenhancements)cannotjustifiablydeliver.Assetsinthiscategoryinfluencebusinessperformancethroughprocessagility(effectiveness)ortheabilitytorespondtonewservicerequestsmuchmorequickly.Internalcontrolsmustbeimplementedalongwithnewassetstoensurethatintegrityofallprocesses(particularlyfinancial)remainsintactthroughoutthechangeoverandpost-changeoverperiods.Businessrisk:Businessriskismoderateforthiscategory.Althoughthenewassetisintendedtobeafunctionalreplacement,therebyminimizingprocessdisruption,itsarchitecturetypicallydiffersfromtheoriginal.Therefore,itintroducesbusinessriskthathasbeenknowntomakesomebusinessesunviable.Businessreward:Businessrewardpotentialinthiscategoryismoderate.Assetsinthiscategoryprovideamoderateincreaseinefficiencyovertheassetstheyreplace(e.g.,legacyservicesversusenterpriseresourceplanning).Thisbenefitistypicallyshort-livedandthereforeshouldnotbeaprimaryinvestmentdriver.Growth.Thiscategoryincludesproject-basedspendingthatcreatesnewITservicestodeepenanenterprisesmarketpenetration.Successfulservicesinthiscategorywilllogicallyalignwithestablishedcommercechains.Businessrisk:Businessriskinthiscategoryismoderatetohigh,measuredbytheamountofbrandrecognitionandlevelsofcustomer/partnerrelationshipsthatcanbeorarebeingleveraged.Businessreward:Businessrewardpotentialismoderatetohigh.Assetsinthiscategoryprovideincrementalrevenuestreamsfromanestablishedclientbaseorsimilarmarketbuyer.Venture.Thiscategoryincludesproject-basedspendingthatcreatesnewITservicestobroadenanenterprisesreachtonew,untappedmarkets.Emphasisisonthespeedrequiredtogaincontrolofanewmarketviafirst-moveradvantage.Businessrisk:Businessriskishighestinthiscategory:Manyexistingprocesseswillbeexposedtounplannedevents.Businessreward:Inthiscategoryofspending,businessrewardpotentialrangeswidely.Usingtheventurecapitalanalogy,therewardsofsuccessfulventureinitiativesshouldoffsettherelativelyhighrateoffailureamongothersuchinitiatives.,资产投资组合,资产投资组合概述,ITportfoliomanagementisthetermthatdescribestheformalprocessformanagingITprojects,software,hardware,middleware,internalstaffingandexternalconsulting.Likeeverynewerdiscipline,manycompaniesthathavestartedtheirITportfoliomanagementeffortshavenotdonesocorrectly.IwouldliketolistoutsomeofthekeystobuildingsuccessfulITportfoliomanagementapplications.First,ITportfoliomanagementmustbeintegratedintoacorporationsmetadatarepositoryapplication.Theinformationthatportfoliomanagementtargetsismetadata(bothbusinessandtechnical)and,assuchneedstobe