investment management concepts portfolio management | segment architecture march 25, 2009 adrienne...
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Investment Management ConceptsPortfolio Management | Segment Architecture
March 25, 2009
Adrienne Walker and Kshemendra [email protected]
www.omb.gov
• The centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives
- PMI, PMBOK
• Effective, timely, and continuing investment and governance decisions about the organization’s initiatives and other structured work effort, products, and software applications
- Gartner
Portfolio Management
• Enable organizational strategy• Weigh benefits against costs • Optimize the value of the portfolio• Balance risk within tolerable thresholds• Cross-cutting key performance
measurement, direct performance towards shared targets
Value Proposition Portfolio Management
GAO IT Investment Management Maturity Model
Portfolio Management
Project Manager• Facilitate creation of a business case
• Determine project objectives
• Conduct accurate, comprehensive, reliable estimates of costs, benefits and risks
• Execute according to standards within allowable performance targets
Program Manager/Business Leader• Identify business transformation needs
• Determine programmatic objectives
• Manage strategic initiatives
• Monitor and control to performance targets
Roles and ResponsibilitiesPortfolio Management
Portfolio Manager• Actively analyze the ‘state’ of project
performance
• Communicate project alignment with strategic goals
• Facilitate development and management of an optimized portfolio
• Regularly reviews major investments, escalates issues and recommends action to the Governing Body
Governing Body/Investors• Set organizational strategy
• Decide future of investments
• Determine performance targets and allowable risk profile of the portfolio
• Mitigate enterprise risk
Line-of-Sight• Articulates the contribution
of inputs to outputs and outcomes
• Identifies performance improvement opportunities that span traditional organizational boundaries
Portfolio-level Performance Management
Portfolio Management
Case StudyPortfolio Management
• Timely, accessible measurement of cost, benefit, risk and performance data
• Early warning systems• Trusting and using the data• Event driven decisions• Meaningful program/project reviews that create actions
and decisions• Post implementation reviews• Shared agreement on organizational goals and objectives• Transition Planning that balances current and future needs
Implementation ChallengesPortfolio Management
Target Architectural Outcomes
• Enhanced governance and agency commitment
• Aligned strategy with high value, measurable, timely performance commitments
• Structured cross agency collaboration resulting in a modernization roadmap
• Use of cloud-based IT Infrastructure (technology) services
• Integration of platforms into agency transition strategies and investment proposals
• Secure inter-operability reduces complexity and cost, improves performance, and is “baked in”
FEA Context - Architecture Levels
Types of Segments
• Core Missions Segments– Interoperability and information sharing
• Business Segments– Standard processes to support migration to cloud-based
shared services
• Enterprise Segments– Focus on standards, policies, and reference architectures
Shared Modernization Roadmaps
Strategic
Planning
Strategic Planning
Architecture
CPIC
BudgetCPIC
Architecture
CPICArchitecture
Architecture
Execution
Execution
National Information Exchange Model
NIEMCore
The IEPD Lifecycle
Identity, Credential, and Access Mgmt
ICAM Experience
• Idea germinated last winter
• Bottoms-up focus– HSPD-12, eAuth, Federal PKI Bridge, Cyber, FEA
– Federal CIO Council, OMB, GSA, DOD leading
• Two cycles of broad review (1200 comments)
• Calendar (~9 months)
– FSAM Steps 1 & 2 done by early Spring
– Draft modernization roadmap reviewed with agencies in the Summer
– Finalized in the Fall
• Cost between $500K to 1M in contractor support, extensive working group and agency involvement.
Platform Architecture Next Steps
• Plan of Action with Milestones (POAM)
– By January 31st, 2010
• Target and Gap on FASM Steps 1 & 2 (Governance, Scope & Strategy)
– Inform the POAM
• Training on FSAM, NIEM, & Data.gov
• Initiate establishment of an appropriate NIEM domain
• Identify target high value business processes and information exchanges for FY 2012 cycle
• Identify and integrate high value data sets into Data.gov
Notional Calendar
• 2Q FY 2010
– Finalize Plans, enhancement of governance, strategy alignment
– Initial exchange data model, targeted business processes, exchanges
– Develop Approach to coordination across Platforms under FEA
• 3Q FY 2010
– Draft an review modernization roadmap with agencies
– Finalize IT Infrastructure strategy with Cloud Initiative
• 4Q FY 2010
– Finalize modernization roadmap with agencies
– Finalize agency use commitments
– Finalize target performance improvement commitments