IT投资组合,投资组合的内容,The IT portfolio consists of: Application systems, products, and suites Processing hardware infrastructure and operating systems Network equipment and software Services (including consultative) Distinct technology products Human resources - internal and external contract Data/information There is also an IT project portfolio, which includes: Projects that expand the portfolio Projects that renew elements of the portfolio Projects that correct problems within the portfolio Other, less tangible portfolio holdings include: Knowledge and experience embedded in people, systems, and databases Intellectual and innovation capital Customer/user capital Relationship capital,投资组合管理框架,投资组合的作用,Management Role(s) The portfolio management model actually forces a true bridging and integration between IT and the business. Costs, business benefits, technical performance, and capital creation (tangible and intangible) are managed within one framework and require joint participation. All stakeholders - from programmers and project managers to business and IT managers - have the role of managing some aspect of the investment portfolio. And, in totality, the organizations IT investment is really being managed as a business investment. The enterprise CIO may be the overall fund manager working to assist in the diversification and management of investments across lines of business. LOB CIOs and IT department heads can be viewed as portfolio managers with the goal of maximizing the cost/benefit performance of the systems, services, or technology under their control. The project origination process is fluid. Proposals from the business and from those in IT with stewardship for results maximization bear equal weight. The project funding process, whether for a new project or renewal of an existing asset, is a joint one. Overall, the common thread within this model is value. Whether value is tangible or intangible, and whether it is expressed in terms of dollars or quality of life, value is what information technology for the next millennium is all about.,投资组合概论,投资组合模型,Active Management of the Portfolio: The Operational Model The key operating considerations for portfolio management of IT are the continuous monitoring of existing investment performance (the portfolio component) and the process for adjusting the portfolio through projects that impact it. Investment performance should be monitored through visibility of cost, risk, benefits/yield, and alignment with goals. At the portfolio management level, this must be done in business-facing terms. This is easier said than done. Also, doing so requires stepping back to the point in time at which the portfolio component was introduced and staying in touch with its original justification, predicted performance, and any adjustments that have been made over time. This implies that active portfolio management requires: From a cost perspective, that the component is performing within the expected cost performance bandwidth in terms of operating and personnel costs and that this cost structure is competitive in the context of value per dollar. From a benefits perspective, that the component is maintaining its expected yield in terms of impact on business cost structure, performance, shareholder value, and/or business customers and relationships and/or internal processes and/or the ability of the organization to learn and improve. In terms of yield, it is critical that the element of benefits timing is introduced, because benefits are expected to accrue at a particular point in time, and associated with this is a benefits trajectory. In managing benefits, it is also critical to factor in external market, regulatory, temporal, or competitive forces that can impact value. Value must also be associated with alignment with enterprise goals. From a risk management perspective, the components of the portfolio should be diversified and managed along the lines of the amount of risk the enterprise can tolerate. Portfolio components can be segmented into levels of yield and also into levels of risk. Risk factors have to do with the probability of achieving the desired benefits, stability, and pure technology risk. The level of risk associated with a component determines the tightness with which it is managed - the frequency of review and even its renewal-funding model. The static portfolio of existing assets should be managed from the perspectives espoused in the previous paragraphs and also from an interaction perspective. That is, how do they interact with each other, and how do they interact with the enterprise? In perhaps more tangible terms, the portfolio consists of baseline components - things that have to be in place to support the business - and discretionary components - things that must have individualized funding justification to support their existence. In fact, from a budgeting perspective, this implies zero-base budgeting. The project portfolio must use a similar