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- Virtual Program Management Office™
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- • Project Portfolio Management (PMC)
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- • Project Delivery Center (PDC)
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- • Post Project Support (PC)
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- • Human Asset Managment (HAM)
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- • Knowledge Management (GURU)
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- The Ziggurat Framework™
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vPMO Suite:
Suite Overview
Suite Components
Industry Commentary
"By 2003, Global 2000 CIOs' need to enhance enterprise value will increase IT portfolio management usage, with 50% using it as a communication tool, 25% using it sporadically for risk/reward-based decision support, and only 3% employing it consistently to manage the entire enterprise as a single portfolio. Through 2006, these numbers will increase most rapidly in the first and second groups, to 80%+ and 40% respectively, but because of the organizational maturity and discipline required, only 6% will achieve consistent enterprisewide IT portfolio management."
- Meta Group
"Whether you are seeking to become proficient in forecasting or simply trying to determine which legacy systems should get the ax, a critical next step for IT leaders is to get your portfolio management houses in order."
- Computer World
"By 2003, Global 2000 CIOs' need to enhance enterprise value will increase IT portfolio management usage, with 50% using it as a communication tool, 25% using it sporadically for risk/reward-based decision support, and only 3% employing it consistently to manage the entire enterprise as a single portfolio. Through 2006, these numbers will increase most rapidly in the first and second groups, to 80%+ and 40% respectively, but because of the organizational maturity and discipline required, only 6% will achieve consistent enterprisewide IT portfolio management."
- Meta Group
"Whether you are seeking to become proficient in forecasting or simply trying to determine which legacy systems should get the ax, a critical next step for IT leaders is to get your portfolio management houses in order."
- Computer World
Human Asset Management
Resource Forecasting and Time Tracking
Resource Forecasting and Time Tracking
Portfolio Management CenterProject Delivery CenterProject Continuum
GURU (Knowledge Management & Best Practices)
Introduction to Portfolio Management
Portfolio Management is a technique that is being increasingly used by companies as a way to systematically analyze their technology investments, including applications, infrastructure, projects, and vendors. It is a set of business processes that when consistently applied, allow an organization to select technology initiatives that return measurable value.
Portfolio Management:
According to META Group, efficient management of the project portfolio can reduce IT spending by 10% to 40%. Using this metric, it can be extrapolated that an organization managing a $5 million IT budget is losing more than $40,000 a month due to redundancies. With a $15 million budget, the loss is more than $120,000 a month.
Portfolio Management:
| • | Enables IT organizations to identify and consolidate or eliminate unnecessary costs |
| • | Allows organizations to reduce risk by balancing their IT portfolio |
| • | Assists IT organizations in prioritizing initiatives and reallocating funding to support high value initiatives |
| • | Provides a consistent and repeatable process to evaluate, prioritize, and approve initiatives in line with business strategy and IT resource constraints. |
| • | Helps organizations leverage their investment in IT professionals by focusing on the highest business value initiatives. |
| • | Eliminates renegade initiatives and redundant projects, freeing resources for higher-priority work. |
vPMO Component: Portfolio Management Center
The Portfolio Management Center (PMC) component of the Virtual Program Management Office is designed to help organizations achieve optimal portfolio efficiency. The PMC supports a three-part process:
| • | Step #1: Inventory and identify technology initiatives - A PMC initiative is a "mini business plan” which is created for each technology project. Each mini-business plan includes a project overview, risk management plan, proposed milestones, proposed team members, return on investment analysis, and a catalogue of key contacts. | ||||||||
| • | Step #2:
Initiative Assessment and Evaluation - The inventory created in Step 1 is used to identify:
The organization is left with a prioritized investment plan that fully takes into account its business objectives and resource constraints. |
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| • | Step #3: Resource Allocation Optimization - This process is a matter of acting on the assessment and prioritization steps. This can involve accelerating, delaying, combining, or canceling projects, reallocating staff, and making budget adjustments. |
The screen shots give a better idea of the kind of problems the GURU Center can help you solve. If you wish, contact us to get more information. There are efficiencies to be gained in your organization, and we are here to help you realize them.