Execute the strategic direction set for investments in line with the enterprise architecture vision and I&T road map. Consider the different categories of investments and the resources and funding constraints. Evaluate, prioritize and balance programs and services, managing demand within resource and funding constraints, based on their alignment with strategic objectives, enterprise worth and risk. Move selected programs into the active products or services portfolio for execution. Monitor the performance of the overall portfolio of products and services and programs, proposing adjustments as necessary in response to program, product or service performance or changing enterprise priorities.
Optimize the performance of the overall portfolio of programs in response to individual program, product and service performance and changing enterprise priorities and demand.
APO05.01 Determine the availability and sources of funds.
Determine potential sources of funds, different funding options and the implications of the funding source on the investment return expectations.
APO05.02 Evaluate and select programs to fund.
Based on requirements for the overall investment portfolio mix and the I&T strategic plan and road map, evaluate and prioritize program business cases and decide on investment proposals. Allocate funds and initiate programs.
APO05.03 Monitor, optimize and report on investment portfolio performance.
On a regular basis, monitor and optimize the performance of the investment portfolio and individual programs throughout the entire investment life cycle. Ensure continuous follow-up on the alignment of the portfolio with I&T strategy.
APO05.04 Maintain portfolios.
Maintain portfolios of investment programs and projects, I&T products and services, and I&T assets.
APO05.05 Manage benefits achievement.
Monitor the benefits of providing and maintaining appropriate I&T products, services and capabilities, based on the agreed and current business case.
Portfolio management POMG
The development and application of a systematic management framework to define and deliver a portfolio of programmes, projects and/or ongoing services, in support of specific business strategies and objectives. Includes the implementation of a strategic investment appraisal and decision making process based on a clear understanding of cost, risk, inter-dependencies, and impact on existing business activities, enabling measurement and objective evaluation of potential changes and the benefits to be realised. The prioritisation of resource utilisation and changes to be implemented. The regular review of portfolios. The management of the service pipeline (proposed or in development), service catalogue (live or available for deployment) and retired services.
Benefits management BENM
Establishing an approach for forecasting, planning and monitoring the emergence and effective realisation of anticipated benefits. Identifying and implementing the actions needed to optimise the business impact of individual and combined benefits. The confirmation of the achievement of expected benefits.
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