IT Portfolio: Managing for Capability and IT Value
Newly revised. Join your peers at this 3 day interactive executive development session.
Course Outline | PDF | Course Fees |
This is a discussion-focused 3-day workshop. The order and flow of these topics will
be adjusted to fit the discussion and needs ofthe participants and their organizations.
1. Portfolio Management. Understanding what the enterprise invests in.
What is an IT portfolio?
Recognizing the organization's existing IT portfolio
How many projects are chasing how many resources?
The business case for IT portfolio management
2. IT Value. Considering what IT investments are worth.
Defining and recognizing IT value
The language of value vs. the language of cost
Cost avoidance and rework
Value assessment approaches and tools
3. Capabilities. Assessing what the enterprise needs for success.
Identifying needed capabilities
Distinguishing skills, talents, capabilities
4. Portfolio Processes. Activities that enable visibility and effective management.
Selection and retirement of assets
Analysis of investments
Control and review of performance
Evaluation against objectives and goals
Criteria for a successfully managed portfolio
5. Transformation. Enabling strategic alignment.
The enterprise context for transformation
Accountability, governance, and compliance drivers
Requirements for successful transformation
6. Architecture in a Portfolio Context. Frameworks, enterprise strategies, and architecture standards.
Planning the enterprise's migration from "as-is" to "to-be"
How much architecture is just enough?
Utilizing architecture principles in tactical decisions
7. Decision Methods. Techniques for decision making and criteria-driven consensus.
Establishing criteria for IT investment decisions
Styles of decision making and management
Decision dimensions and criteria
Techniques for evaluating alternatives
8. Information, Transparency, and Analysis. Assessing investments in portfolio management.
Return-on-investment (ROI) and justifying proposed investments
Process and criteria transparency in IT investment decisions
What kinds of information do executives need?
Analyzing the portfolio
9. Governance and Leadership. Getting the most value from the enterprise's effort.
Active executive leadership
Achieving visibility and consistency in IT investment decisions
Drivers, objectives, and portfolio balance
Understanding the limitations of IT Portfolio Management
10. Recognizing the Baseline. Understanding the enterprise's current portfolio.
IT inventories: Where they succeed and where they fail
What constitutes value for existing programs and systems?
Recognizing business capabilities, targets, and transitional systems
Assessing the current portfolio's strengths and weaknesses
11. Reengineering. Strategies for legacy assets in the IT Portfolio.
Recognizing when to replace, refresh, or reengineer
The sunk cost vs. new investment trade-off
Recovering lost value from existing assets
Analyzing the gap between requirements and system capabilities
12. Assessment. Justifying projects and programs in a portfolio context.
Establishing and running an assessment framework
Data collection and workbook mechanics
Lessons learned on scoring projects and proposals
The investment review process
Managing process integrity and overcoming gaming
13. Control and Evaluation. Reviewing both individual projects and the entire portfolio.
The importance of a regular, consistent review process
In-progress and annual review
Reviewing legacy systems in operation
Assessing and managing risk
Pitfalls of control and review processes
14. Visibility. Presenting understandable analysis to senior management.
What do executives need regularly to make the best decisions?
Transparency and "going graphic"
The Dashboard -- making trends and issues clear and evident
The role of the investment review working group
15. Achieving balance. Managing alignment between IT and enterprise strategies.
Supporting transformation in the enterprise
Challenges for the IT and business organizations
Defeating portfolio management pitfalls
Recap of key lessons learned in the trenches
Who should attend
Senior Vice President/Director
Chief Information Officer (CIO)
Vice President/Director IS
IT Portfolio Manager/
Information Systems Manager
Over 9000 IT professionals have developed their careers with an Intervista session. client list >>
back to top (Intervista is now offering DAMA & EAIG members a 10% discount on all of our courses)
3-Day Executive Session
Small teams (5 to 9 participants: fee per participant).
Large teams inquire for additional discount.
Early enrollment 4 weeks prior to session date.
Regular enrollment Must be received one day prior to session. No participant will be admitted into the course without prior payment arrangement.
Applicable taxes extra. All prices are in USD.
*Promotional offers cannot be combined with our discounts. Credit card payment required at time of registration.
Contact us about how to schedule this course on-site for teams of 12 or more.
Or call us at 1-800-397-9744.
What your colleagues say about Intervista courses:
“This was a fantastic course, exceeded my expectations. Venue, content, instructor expertise & presentation. One of the biggest breakthrough learning this week was the commonallity among us across multiple sectors (govt & commercial) in two countries and industry emergence of the topic from vagueness to clarity.
It solidifed that this is the next paradigm breakthrough in software development. It is about ending fear & trust toward learning and growing.” Sheila Schanck
Director, IT Portfolio Management
“I congratulate you on the high caliber of your speakers they bring a wealth of knowledge to supplement the course material.” Carol Lachapelle
“Absolutely excellent, current and immediately applicable.” James Meck
Whether you are an innovation leader or any professional, managing change is a fact of life. Our membership program will put the resources at your finger tips to help you manage the future faster. Learn more
Elliot Chikofsky is a member of the Intervista faculty and is an EM&I Fellow with Engineering Management & Integration (EM&I).
He advises on IT investment and portfolio management, enterprise architecture, and systems management for both corporate and government clients. He is also Vice Chair of IEEE's Technical Council on Software Engineering, as well as Chair of the Reengineering Forum industry association. Learn more about our Intervista faculty.