IT Portfolio Management using Enterprise Architecture and ITIL Service Strategy

© 2012 NUS unless otherwise stated.PortfolioMgt-EA-ITIL.ppt
www.iss.nus.edu.sg
IT Portfolio Management using
Enterprise Architecture
and ITIL® Service Strategy
adapted from presentation given at
PMI Singapore Regional Symposium
4 Oct 2012
1
Please see Acknowledgements & Notices in second last slide

www.iss.nus.edu.sg
My Organisation
 Institute of Systems Science
 www.iss.nus.edu.sg
 Part of National University of Singapore
 Support national IT competency development needs
 Faculty of practitioners from industry with average of
more that 15 years experience each
 Caters to working IT professionals
■ Post-Graduate Programmes
■ Executive Programmes
• IT Management
• Software Engineering
■ Consulting
■ Industry Research
2

www.iss.nus.edu.sg
About Myself
3
ITIL Expert, TOGAF 9 Enterprise Architect,
CITPM (Senior), COMIT, CGEIT,
Chartered IT Professional
 20 years of IT management experience
 Portfolio Management
 Enterprise Architecture and Planning
 IT Operations Management
 Application Development Management
 Process Improvement
 Consultancy for private and public sector
 CMMI
 Enterprise Architecture
Goh Boon Nam
Chief, New Initiatives
Institute of Systems Science

www.iss.nus.edu.sg
PORTFOLIO MANAGEMENT
4

www.iss.nus.edu.sg
Portfolio vs Programme/Project Mgt
 What is the difference between portfolio
management and programme/project
management?
 Is it possible to have great programme/project
execution but poor portfolio management?
 Anyone heard of lemmings?
5

www.iss.nus.edu.sg
Great Project/Programme Execution
Poor Portfolio Management
Lemmings – animals
claimed to commit mass
suicide by jumping down
cliffs
Project (individual jump)
– well done
Programme (group jump)
– well done
Portfolio – Are the right
programmes / projects
being chosen for
implementation?
[Is cliff-jump the right thing
to get lemmings to do?]
6

www.iss.nus.edu.sg
Portfolio vs Programme/Project Mgt
7
LevelofWork
Strategic Pre-Project Project Post-Project
Programme
Management
Tactical
Programme
Management
Project
Management
Project
Management
Portfolio Management
Select right things
to do
Do things well
Ensure right things get done

www.iss.nus.edu.sg
 Portfolio
■ is a term that refers to an organization's group of
programmes/projects
 Portfolio Management
■ the process in which the organisation’s
programmes/projects are selected and managed.
 The portfolio of programmes/projects is
strategically selected to advance the
corporation's organisational goals.
8
Programme
Management
Programme
Management
Project
Management
Project
Management

www.iss.nus.edu.sg
Other Differences - Portfolio Mgt vs
Programme/Project Mgt
 Strategic level
 Whole organisation perspective
 Long time horizon for each portfolio plan
■ Say, 3 to 5 years for IT portfolio
■ Minor review & adjustments during the planned period to cater to
• Changes in the organisation
• External changes
 Continuous journey
■ Major review and update of portfolio plan every few years
• Before current plan expires
• Earlier if there is major change in environment
 A Portfolio Plan can be said to be a Master Plan
9

www.iss.nus.edu.sg
10
vs
• Would you choose the same IT projects to carry out
for both of these companies?
• What projects would you select for each and how
did your arrive at that answer?

www.iss.nus.edu.sg
IT Portfolio Management
 Use IT Portfolio Management best practises
to choose the right IT projects/services
■ Enterprise Architecture eg. TOGAF method
■ ITIL Service Strategy
11

www.iss.nus.edu.sg
ENTERPRISE ARCHITECTURE
- TOGAF® METHOD
12

www.iss.nus.edu.sg
Who are using Enterprise Architecture?
 Public Sector Example
■ Singapore Government
• “The (EA) programme aims to establish a
federated view of all government agencies'
enterprise architectures to optimise government
ICT assets for greater cost savings or
avoidance.”
 Private Organisation Examples
 How does EA help them?
13

www.iss.nus.edu.sg
Singapore Government EA
Ministry of Education
■ Before EA
• Uncoordinated IT expenditures
• Siloed redundant systems
• Limited IT efficiencies
• Cumbersome systems that prevented agility
■ EA helped
• Reduced number of systems by 44%
• Saved over $25 million
14
Source: http://www.infoworld.com/print/173372

www.iss.nus.edu.sg
Proctor & Gamble
■ Before recent launch of EA
• Business processes not end-to-end digital
• Lack of standardisation
• Lack of real-time information
■ EA helped
• Introduce “Going Digital” programme
• Increased business process standardisation by
10%
• Increased end-to-end automation by 10%
• Increased real-time information by 300%
15
Source: http://www.infoworld.com/print/173372

www.iss.nus.edu.sg
EA Definition
 Gartner
■ Enterprise architecture (EA) is the process of
translating business vision and strategy into
effective enterprise change by creating,
communicating and improving the key
requirements, principles and models that describe
the enterprise's future state and enable its
evolution. (i.e. choosing right things to do)
■ Enterprise architects compose holistic solutions
that address the business challenges of the
enterprise and support the governance needed to
implement them.
16

www.iss.nus.edu.sg
EA is NOT Solution Architecture
17
Source : http://www.andyblumenthal.com/2007/08/enterprise-architecture-is-not.html

www.iss.nus.edu.sg
One EA Method – TOGAF ADM
 The Open Group
■ Vendor and technology-neutral industry consortium
■ Most famous for being the standards body for UNIX and
developer of TOGAF
 TOGAF
■ The Open Group Architecture Framework
■ A detailed method and a set of supporting tools for
developing an enterprise architecture
■ TOGAF ADM
■ TOGAF Architecture Development Method
■ A method for developing and managing the lifecycle of an
enterprise architecture, and forms the core of TOGAF
18

www.iss.nus.edu.sg
TOGAF Architecture Development Method
19
Business
Vision &
Drivers
Enhanced
Business
Capabilities
Source: http://pubs.opengroup.org/
architecture/togaf9-doc/arch/
© The Open Group
TOGAF
ADM

www.iss.nus.edu.sg
Prelim and Vision
20
http://www.youtube.com/watch?v=obcS6BalVh0

www.iss.nus.edu.sg
21
Business
Vision &
Drivers
Enhanced
Business
Capabilities
© The Open Group
TOGAF
ADM

www.iss.nus.edu.sg
Enterprise Architecture – 4 Domains
22
Technology
Architecture
Hardware,
software,
network
Application
Architecture
Services
Data
Architecture
Data, information
Business
Architecture
Business
processes,
organization,
people
Business Vision & Drivers

www.iss.nus.edu.sg
Business Architecture – Example (1)

www.iss.nus.edu.sg
Business Architecture – Example (2)
24
Source: http://portal.hud.gov/hudportal/documents/
huddoc?id=DOC_15169.pdf
Duplication
in Functions
Streamlined
Functions
New
Functions
Eg. Foreclosure
Avoidance

www.iss.nus.edu.sg
25
Technology
Architecture
Hardware,
software,
network
Application
Architecture
Services
Data
Architecture
Data, information
Business
Architecture
Business
processes,
organization,
people

www.iss.nus.edu.sg
Application Architecture – Current
26
Source: http://portal.hud.gov/hudportal/documents/huddoc?id=DOC_13845.pdf
Wasteful
Redundancy
and Siloed
Applications
duplicate
applications
for same
process
applications
cover only a
process & not
whole function

www.iss.nus.edu.sg
27
Application Architecture – Target
Streamlined
Portfolio
of
Applications

www.iss.nus.edu.sg
28
Technology
Architecture
Hardware,
software,
network
Application
Architecture
Services
Data
Architecture
Data, information
Business
Architecture
Business
processes,
organization,
people

www.iss.nus.edu.sg
Data Architecture - Target
29
Streamlined
Portfolio of
Data Sources
-Consistent data
- “Single” source
of truth

www.iss.nus.edu.sg
30
Technology
Architecture
Hardware,
software,
network
Application
Architecture
Services
Data
Architecture
Data, information
Business
Architecture
Business
processes,
organization,
people

www.iss.nus.edu.sg
Technology Architecture – Current & Target
31
• Target Future (TF)
• Pilot (P)
• Target Current (TC)
• Maintain (M)
• Obsolete (O)
HUD TRM CATEGORY Parent Name
Product
Version
HUD TRM
Status
Application Server Software
SUN JAVA SYSTEM APPLICATION
SERVER
9 TF
Application Server Software SUNONE APPLICATION SERVER 8.2 TC
Application Server Software SUNONE APPLICATION SERVER 7 M
Application Server Software SUNONE APPLICATION SERVER 6.5 O
Asset Management Tools OPEN VIEW ASSET CENTER 5 TF
Asset Management Tools OPEN VIEW ASSET CENTER 2 TC
Business Intelligence MICROSTRATEGY 8.X TC
Business Intelligence CRYSTAL REPORTS 8.5 M
Business Intelligence CRYSTAL REPORTS 8 O
etc..

www.iss.nus.edu.sg
Technology Architecture – Target
32
Streamlined
Technology
Architecture
(example)

www.iss.nus.edu.sg
33
Technology
Architecture
Hardware,
software,
network
Application
Architecture
Services
Data
Architecture
Data, information
Business
Architecture
Business
processes,
organization,
people

www.iss.nus.edu.sg
Creating Target Enterprise Architecture
34
Technology
Architecture
Hardware,
software,
network
Application
Architecture
Services
Data
Architecture
Data, information
Business
Architecture
Business
processes,
organization,
people
Technology
Architecture
Hardware,
software,
network
Application
Architecture
Services
Data
Architecture
Data, information
Business
Architecture
Business
processes,
organization,
people
Current Target
EA
Method

www.iss.nus.edu.sg
35
Business
Vision &
Drivers
Enhanced
Business
Capabilities
© The Open Group
TOGAF
ADM

www.iss.nus.edu.sg
Opportunities and Solutions
36
Information Architecture
Current
.......
Target
........
Gaps
.......
Opportunities
 ...........
 ...........
Application Architecture
Current
.......
Target
........
Gaps
.......
Opportunities
 ...........
 ...........
TechnologyArchitecture
Current
.......
Target
........
Gaps
.......
Opportunities
 ...........
 ...........
BusinessArchitecture
Portfolio of IT projects (examples)
1. Upgrade systems, network infrastructure, VPN
2. Increase server capacities
3. Implement enterprise data warehouse & BI
4. Implement CRM solutions
5. Implement Knowledge management
6. Implement B2B partner / customer portal
7. Standardize all application servers
8. Implement security controls on all financial applications
9. Implement workflow / business rules engines
10. Implement mobile sales force
11. etc.
Each opportunity can
be an IT initiative

www.iss.nus.edu.sg
The Business Value Assessment
Technique
37

www.iss.nus.edu.sg
38
Business
Vision &
Drivers
Enhanced
Business
Capabilities
© The Open Group
TOGAF
ADM

www.iss.nus.edu.sg
Migration Planning (1)
39

www.iss.nus.edu.sg
40
Migration Planning (2)

www.iss.nus.edu.sg
41
Business
Vision &
Drivers
Enhanced
Business
Capabilities
© The Open Group
TOGAF
ADM

www.iss.nus.edu.sg
42
Source: http://portal.hud.gov/hudportal/documents/huddoc?id=eatpv6.pdf
Implementation Governance (1)
• Governance Process
includes oversight of
• Business Case
• Design
• Acquisition
• Post-Implementation
Review

www.iss.nus.edu.sg
43
Business
Vision &
Drivers
Enhanced
Business
Capabilities
© The Open Group
TOGAF
ADM

www.iss.nus.edu.sg
Architecture Change Management
44
Monitor for Triggers to a new EA cycle:

www.iss.nus.edu.sg
45
Business
Vision &
Drivers
Enhanced
Business
Capabilities
© The Open Group
TOGAF
ADM

www.iss.nus.edu.sg
EA & IT Portfolio Management
 For an internal/shared IT service provider
■ EA helps create a Target Architecture/Portfolio aligned to the
enterprise’s needs
 For an external IT service provider
■ There are advantages to plan from the customer’s perspective to
offer them a Target Architecture/ Portfolio aligned to the
customer’s needs
 EA has a detailed and mature (v9) process to help
■ Produce the Portfolio / Target Architecture
■ Govern the implementation of the Portfolio
 EA-trained professionals already exists in many organisations
 EA training and international certification is available in
Singapore
46

www.iss.nus.edu.sg
EA & IT Portfolio Management
47
Number of TOGAF Certified professionals:
15,000 +
globally
900+
in
Singapore

www.iss.nus.edu.sg
ITIL® SERVICE STRATEGY
48

www.iss.nus.edu.sg
What is ITIL?
 Originally stood for IT Infrastructure Library
■ Books on IT Management Best Practises developed by UK
Government with the help of industry practitioners
■ Originally for IT Infrastructure but now covering IT Services in general
 Complements IT project mgt & IT development management
 Covers the IT service management aspect required for the full
lifecycle management of IT Services (before, during and after
completion of a project) –
■ 26 management processes
 Internationally recognised and widely adopted
■ Individual professional ITIL certifications/qualifications
■ Organisational certification through related ISO20000
49

www.iss.nus.edu.sg
Service knowledge management system
Service portfolio
Service
pipeline
Service
catalogue
Retired services
Customer/support
team viewable
section of the
service portfolio
(the service
catalogue, with
selected fields
viewable)
Servicelifecycle
Service status
Requirements
Definition
Analysis
Approved
Chartered
Design
Development
Build
Test
Release
Operational/live
Retiring
Retired
ITIL ® Service Portfolio
51
Service Strategy
helps to plan and govern
the implementation of
Service Portfolio e.g.:
New IT services or enhancements
to add to the Service Pipeline
IT services to be retired
Existing
IT services

www.iss.nus.edu.sg
ITIL ® Service Portfolio Management
 Initiate Portfolio Review
 Portfolio Review
■ “Define”
• E.g. External service provider definition of
which services to provide
■ “Analyse”
■ “Approve”
■ “Charter” / “Retire”
 ( “Strategy Execution” - part of another
ITIL® process known as Strategy
Management process )
 Refresh Portfolio
52
© Crown Copyright 2011

www.iss.nus.edu.sg
Service Portfolio Management - Define
 “Step 1 – Define the market and identify
customers
 Step 2 – Understand the customer
 Step 3 – Quantify the outcomes
 Step 4 – Classify and visualize the service
 Step 5 – Understand the opportunities (market
spaces)
 Step 6 – Define services based on outcomes
 Step 7 – Service models
 Step 8 – Define service units and packages”
53

www.iss.nus.edu.sg
 Market / Customers
■ Fixed
• Parent organisation of an internal service
provider
■ Strategic choices can be made:
• Industry
• Geography
• Scale
• Demography (eg. if consumer IT service)
54
Step 1 – Define the markets & identify
customers

www.iss.nus.edu.sg
 Desired business outcomes
■ Increase revenue
 Customer assets (see right)
 Constraints
■ Eg. inability to continue service should a
disaster occur
 Perception & measurement
of value / Quantify outcome
■ Objective / Metric / Desired Outcome
■ “Recover Services From Major Disruptions
Within x Business Time-frame”
55
Examples of Customer assets
Network
Server
Storage
Facility
Application
A1
A2
A3
A4
A5
Step 2 – Understand the customer
Step 3 – Quantify the Outcomes

www.iss.nus.edu.sg
56
A1-Network
A2-Server
A3-Storage
A4-Facility
Etc…
U1 - Train
U2 - Support
U3 - Maintain
U4 - Design
U5 - Implement
U6 - Host
etc…
Step 4 – Classify & Visualise the
service
Also combine with
- Industry
- Geography
- Scale
- Demography

www.iss.nus.edu.sg
57
Less promising green
tomatoes
(maybe invest later)
Inedible but promising
tomatoes
(probably invest later)
Imperfect but
edible tomatoes
(maybe invest now)
Late blossoms and
small green tomatoes
(probably never invest)
Rotten tomatoes (never invest) Ripe tomatoes (invest now)
Value-to-cost
0
Lower
Volatility
Higher
1.0 > 1.0
Step 5 – Understand the market spaces

www.iss.nus.edu.sg
Step 6 – Define services based on
outcomes
58
Lines of service Outcomes supported Constraints removed
Mobile workplace
services
Credit-reporting
services
Business continuity
services
field staff securely
access enterprise
applications
loans officers
determine credit
rating of applicants
business processes
continue to operate
being constrained by
location or time
disruption or loss
from failures or
disastrous events
provide value
to the
customer
when
without

www.iss.nus.edu.sg
Step 7 – Develop service model
59
Example of Service Model – Business Continuity Service
http://networld-ic.com/managementsystem-en/datacenter-disaster-recovery/Default.aspx

www.iss.nus.edu.sg
Step 8 – Define service package
 Core Service
■ Delivers the basic outcome required
■ E.g. Disaster recovery centre for
business continuity service
 Enabling Service
■ Needed for core service but not
visible to business customer
■ E.g. Electricity supply to disaster
recovery centre
 Enhancing Service
■ Not necessary in the core service
■ Makes service attractive
■ E.g. good transport & catering
service for staff carrying out
disaster recovery work
60
Service package
Core service
Enabling service Enhancing service

www.iss.nus.edu.sg
ITIL ® Service Portfolio Management
 Initiate Portfolio Review
 Portfolio Review
■ “Define”
• E.g. External service provider definition of
which services to provide
■ “Analyse”
■ “Approve”
■ “Charter” / “Retire”
 “Strategy Execution” (part of another
ITIL® process known as Strategy
Management process)
 Refresh Portfolio
61
Less promising green
tomatoes
(maybe investlater)
Inedible butpromising
tomatoes
(probablyinvestlater)
Imperfectbut
edible tomatoes
(maybe investnow)
Late blossomsand
smallgreen tomatoes
(probablyneverinvest)
Rotten tomatoes (neverinvest) Ripe tomatoes (investnow)
Value-to-cost
0
Lower
Volatility
Higher
1.0 > 1.0

www.iss.nus.edu.sg
SUMMARY
62

www.iss.nus.edu.sg
Summary
 Portfolio management – important as it chooses
the right things to do and ensures they get done
 For IT portfolio management, EA and ITIL ®
Service Strategy are available as best practises
 EA and ITIL SS can be complementary
■ EA plans portfolio from enterprise perspective
■ ITIL ® SS plans portfolio more from service
provider perspective (while taking value to
customer into consideration)
 EA (TOGAF) and ITIL ® both internationally
recognised and adopted
63

www.iss.nus.edu.sg
For Further Information
Please refer to:
http://www.iss.nus.edu.sg/
Or email Goh Boon Nam at:
issgbn@nus.edu.sg
64

www.iss.nus.edu.sg
Acknowledgements & Notices
 ITIL® is a registered trade mark of the Cabinet Office
 The Swirl logo™ is a trade mark of the Cabinet Office
 Quoted text is from ITIL® Service Strategy © Crown
Copyright 2011. Reproduced under licence from the Cabinet
Office. [Any original emphasis excluded. Emphasis then
added for purpose of this presentation.]
 Text in italics is based on Cabinet Office ITIL® material.
Reproduced under licence from the Cabinet Office
 TOGAF® is a registered trademark of The Open Group
in the United States and other countries
 © 2011 NUS unless otherwise stated.

www.iss.nus.edu.sg
THE END
66

IT Portfolio Management using Enterprise Architecture and ITIL Service Strategy

Recommended

More Related Content

What's hot (20)

Viewers also liked (20)

Similar to IT Portfolio Management using Enterprise Architecture and ITIL Service Strategy (20)

More from BoonNam Goh (8)

Recently uploaded (20)

IT Portfolio Management using Enterprise Architecture and ITIL Service Strategy