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Organization Layer Portfolio Management Processes
Dr. Andrew Makar is an IT program manager and is the author of the Microsoft Project Made Easy series. For more project management advice, visit the website TacticalProjectManagement.com.
My previous articles described the primary and support processes in the portfolio management model. The organization layer in figure 1 describes the common language, definitions, metrics, measurements and approaches to integrating the primary and support processes.
Each organization has its own jargon, acronyms, standards and key performance metrics to effectively optimize the organization. The portfolio management processes needs to operate in a context that all stakeholders in the organization understand.
Metrics
The primary and support processes generate artifacts throughout the portfolio management process. A significant amount of analysis is performed to accurately describe the current portfolio, develop plans and prioritize the different initiatives. Developing a common set of metrics to measure the portfolio will support consistent decision making. Some of the business questions and portfolio metrics that are developed to support the portfolio analysis include:
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What applications have declining hardware, application server and database server layers?
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What applications meet the corporate standards and are consistent with emerging trends or technology patterns?
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What applications have redundant functionality?
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How many business units in the portfolio have duplicate applications (i.e. two …
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