making the it portfolio management a reality
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1. Making IT Portfolio Management a Reality................................................................................................... 1
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only on projects that had been through this process. "[But] folks saw this as more bureaucracy," he explains. So
Levine is setting a threshold for the size of a project that needs a full review; smaller projects will be
streamlined. 3] Maintain momentum on the business side. Once you've gotten business executives interested in
taking a companywide view of technology investments, a major hurdle is maintaining their interest. "Very often
IT councils form and then fall apart because people get distracted," says Joe Kraus, former senior VP and CIO
at Intelsat. Regular meetings were key to maintaining the momentum of Intelsat's Demand Management
Council (a group of VPs who represent the operational and business groups that make the most use of
technology services). When Kraus was developing Intelsat's first IT road map, the council met once a month.
But that wasn't enough to bring closure on pending decisions and finalize the master schedule, so Kraus began
scheduling the meetings twice a month. "[By meeting more frequently], we were able to initiate several projects
sooner and consequently achieve the associated benefits sooner," he says. The VPs supported the increase in
meetings, he adds, because they had a vested interest in seeing projects move forward. Once Kraus finished
the road map, the council moved back to a monthly schedule. The meetings are a forum for presenting new
project justifications, setting portfolio priorities, settling resource debates, discussing project status and rescuing
projects that have gone "off in the weeds." Kraus does not use a formal project scoring methodology for new
projects. But he is working on adding a project postmortem component to the council's work. Having a regular
venue for discussing IT priorities has improved communication between IT and the business -- and
communication among business groups, Kraus says. But his efforts to engage the business and align the IT
portfolio will need to continue. "It's never going to be like, We're done, and everybody's sitting around the table
singing 'Kumbaya,'" Kraus says. "It's an ongoing effort to pull people into the circle and educate them." Sari
Kalin is a freelance writer based in Arlington, Mass. Send comments about this article to [email protected].
Information technology; Portfolio management; Guidelines
United States, US
5220: Information technology management, 3400: Investment analysis&personal finance, 9150:
Guidelines, 9190: United States
CIO
19
16
82-84
0
2006
Jun 1, 2006
2006
CXO Media, Inc.
Framingham
United States
Business And Economics--Computer Applications
08949301
Trade Journals
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English
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205945592
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Copyright 2006 CXO Media Inc
2010-06-07
ABI/INFORM Complete
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