Professional Documents
Culture Documents
Lack of understanding among business managers about how IT can help achieve
corporate goals; many regard IT as a necessary evil.
In some organizations that recognize the importance of investing in IT to achieve
corporate goals, IT projects often do not deliver enough value because they fail to align
themselves with business objectives.
Some IT organizations launch more projects than they can handle effectively; and they
neglect to set project priorities based on business objectives.
IT decision makers in many organizations do not know how to analyze needs and focus
resources on projects that would lead to better efficiency and cost savings.
What is PPM?
Limited IT budgets and resources. Most organizations need to improve the way they use
their existing resources in order to maximize productivity. This applies to both people
and tools.
Need for better IT governance (and data for compliance with Sarbanes Oxley Act (1) ).
Many IT organizations lack a consistent, accountable body for decision making. PPM
provides a decision-making framework that helps ensure IT decisions are aligned with
the overall business strategy; IT participates in setting business goals and directions,
establishing standards, and prioritizing investments.
Need to improve project success rate. According to the latest Standish Group survey,
executive support and clear business objectives are among the top ten success factors for
application development projects. PPM includes approaches for achieving both of these
requirements.
Role Challenges
Cope with reduced budgets and increased expectations.
Meet productivity goals consistently.
Align business goals and IT projects.
CFO/CIO/CTO Use reliable measures to determine whether teams are really working
on the "right" projects.
Put out fires and cut costs that prevent proactive planning.
Portfolio/ Prioritize initiatives, resources, and assets across the project portfolio.
Role Challenges
Program Assess and communicate portfolio status.
Manager Ensure consistent processes across projects.
Enable reuse of assets and optimize key resources across projects.
Closer alignment of IT with business: With an easily digestible, holistic view of their
entire project portfolio, executives and managers can more readily understand where IT
dollars are being spent and which projects continue to be worthwhile.
Better IT governance: PPM helps managers monitor project progress in real time and
provides detailed data to help satisfy Sarbanes Oxley Act compliance specifications.
Cost reductions and productivity increases: PPM helps managers identify redundancies
and allocate resources appropriately; it enables them to make better IT staffing and
outsourcing decisions, and to spot opportunities for asset reuse.
Business-based decision making: By viewing projects as they would view components of
an investment portfolio, managers can make decisions based not only on projected
costs, but also on anticipated risks and returns in relation to other projects/initiatives.
This leads to improvements in customer service and greater client loyalty.
More predictable project outcomes: A PPM strategy bridges the gap between business
managers and the practitioners who deliver the projects; it ensures consistent processes
across projects and helps managers assess project status in real-time, predict project
outcomes, and identify inter-project dependencies.
Aspects of IT management
Program planning
Schedule
Project planning
Allocate resources for optimization
Resource planning
Plan and process efficiency
Scheduling
Create a balanced portfolio
Financial planning
Govern
Plan
Build
Business process modeling: Support for managers to discover, document, and specify
current business processes with metrics, and specify new goals and requirements.
Requirements analysis: Means to analyze financials and prioritize projects according to
potential business value, define and prioritize requirements, identify/prepare existing
assets for reuse.
Design and construction: Functionality for rapid integration and/or application
development, visual construction and programmatic code generation, unit testing and
debugging.
Testing and deployment: Support for functional and load testing, and for managing
testing requirements.
Change management: Configuration management and change management support to
deploy and monitor the solution.
Operate
Maintenance and productivity monitoring: Support for testing and measuring system
performance.
Business metrics collection: Means for collecting and analyzing post-deployment
business results. PPM also helps you track metrics for component reuse.
Setup and monitoring of Service Level Agreements (SLA): Setup for specific IT service
levels and metrics collection for response time, service availability, and other
parameters.
References
"The Best Best Practices: CIO Research Reveals the Basic Building
Blocks of IT as a Business." CIO Magazine, May 1, 2004.
Notes
1
This Act is designed "to protect investors by improving the
accuracy and reliability of corporate disclosures made pursuant to
the securities laws." Organized into eleven titles, the Act has three
sections especially relevant to IT: Section 404, which requires
officers to attest to the effectiveness of internal controls for
financial reporting; Section 302, which requires officers to sign
statements verifying the completeness and accuracy of financial
statements; and Section 409, which requires that "material financial
events" be reported in real time. The internal control report must
articulate management's responsibilities to establish and maintain
adequate internal control over financial reporting as well as
management's conclusion on the effectiveness of these internal
controls at year-end. The report must also state that the company's
independent public accountant has attested to and reported on
management's evaluation of internal control over financial reporting.
More information is available at the http://www.sarbanes-oxley-
forum.com.