Application Portfolio Management
Application Portfolio Management
Application Portfolio Management
This research note is restricted to the personal use of Vladimir Morozowski de Sousa (vladimir.morozowski@tvglobo.com.br).
Summary
Information technology (IT) planning often follows a linear path of deploying software applications and then operating them forever,
without a clear idea of when any of the applications will be retired. This linear thinking is not sustainable and will eventually cripple the IT
group's ability to respond to new business requirements. Application portfolio management (APM) turns this straight-line IT planning into
a closed loop that feeds metrics for application retirement back into the software acquisition process. In this Application Platform
Strategies overview, Analyst Lyn Robison provides guidance on instituting APM.
GARTNER FOUNDATIONAL
This research is reviewed periodically for accuracy. It was last reviewed
on 10 June 2013.
Synopsis
Application portfolio management (APM) is a set of processes for managing
software applications and software projects as assets. APM encompasses
application rationalization and also includes processes for controlling the
acquisition of software applications, managing the portfolio of projects that
information technology (IT) undertakes, and handling the demand for IT services.
IT portfolio management
provides an analysis and decision-making framework for managing IT demand,
projects, and applications. The demand portfolio is made up of requests for IT
services and assets. These feed the project portfolio. The project portfolio is
made up of IT projects that are intended to fill the demand for IT assets and
services. These projects create IT applications, which feed the application
portfolio. The application portfolio is made up of existing IT applications,
which must be managed throughout their lifecycle.
Two
types of metrics can measure the effectiveness of an APM initiative: maturity
and value delivery. A maturity model can guide an enterprise in adopting APM,
while value delivery metrics for APM can clearly demonstrate the benefits that
the APM effort is providing for the business.
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Analysis
Linear
thinking in IT planning, whereby applications are deployed and then run forever,
leads to an endless proliferation of IT systems that is not sustainable. The
practice of adding new software applications without retiring old ones will
eventually cause the entire IT budget to be consumed by the maintenance and
operations burden of legacy applications.
To be effective, application
portfolio management must become an integral part of the IT demand management,
project approval, and application lifecycle management processes.
APM encompasses
application rationalization and also includes processes for controlling the
acquisition of software applications, managing the portfolio of projects that IT
undertakes, and handling the demand for IT services.
In IT
Portfolio Management Step-by-Step
, the authors Bryan Maizlish and Robert Handler offer a comprehensive,
accessible guide for both business managers and IT professionals to implement
APM. Because of this particular book's relevance and usefulness, material from
it is quoted or paraphrased in several places in this overview, and is indicated
with a superscripted “1.”
In IT Portfolio Management
Step-by-Step , Maizlish
and Handler make the following observation:
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A myopic focus on
cool technologies
Inadequate governance
Ad hoc
program management 1 (#_37822)
How
much software the company owns
The licensing,
support, and operations costs for the software that employees use
Actual spending
against allocated budget (also known as “fund and forget”)
The amount
of resources allocated to each IT project
IT investments are
improperly prioritized
Redundant IT
projects are undertaken
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IT
project costs exceed budgets
Governance committees are powerless and lose the trust of senior managers
1
(#_37822)
Most companies, even those that do not use APM, have processes in place to
evaluate proposals for new IT projects. Yet in these companies, only the portion
of the budget for new IT projects is scrutinized. Business and IT managers
generally assume that the maintenance and operations (M&O) budget will
remain untouched in perpetuity. As a result, the M&O portion of the budget
is rarely examined. The practice of never overhauling the M&O budget, which
is 70% to 80% of the total IT budget at many companies, prevents effective
management of the IT budget and the applications it pays for.
In short, without
APM, legacy IT systems become permanent, costly boat anchors that restrain
business and IT innovation. In today's fast-changing business world, innovation
is an imperative for long-term survival.
A Proven Methodology
APM is a proven and well-accepted methodology. IT portfolio
management has become the leading framework used by private- and public-sector
entities for effective management of IT investment. In the private sector, a
survey of 100 top IT executives published by CIO Magazine
ranked portfolio management as the most effective project prioritization
practice.
2 (#_37822) Within the public
sector, both the U.S. General Accounting Office (GAO) and the Office of
Management and Budget (OMB) advocate IT portfolio management as a central tenet
of sound IT investment management. Research consistently reveals that when
companies institute a portfolio approach, IT expenditures decline by 15% to 20%
without significant negative impact. 1 (#_37822)
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Demand portfolio , made up of demands for IT services and assets. The demands
are a combination of requests for new applications and for modernization of
old applications. These demands feed into the project portfolio.
Project
portfolio , made
up of IT projects that are intended to fill the demand for IT assets and
services. These projects create IT applications, which feed into the
application portfolio.
The three
portfolios—demand, project, and application—might also be referred to as the
“plan,” “build,” and “run” portfolios. IT groups that are organized around these
three portfolios are in a position to retire old applications and introduce new
ones without making painful organizational changes within the IT groups
themselves. This is in stark contrast to IT groups that are organized around
major applications. In these organizations, each major application has its own
IT operations staff, support staff, and development staff. The applications are
rarely retired because doing so results in organizational upheaval within the IT
group. The ability to retire old applications and introduce new ones without
this upheaval is a prerequisite for effective IT portfolio management.
The
stages of the demand portfolio are:
capture
Ideation
Feasibility assessment
Concept
maturation
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Scoping
and preliminary analysis
Development
Validation
Successful launch
Post-launch review
Lifecycle management
APM Metrics
Two
fundamental types of metrics are used to measure the effectiveness of an APM
initiative: APM maturity and APM value delivery.
The value delivery of APM can be measured by assessing its positive effect on a
company's IT investments. Below are several examples of measurable improvements
that APM can bring to an enterprise.
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Cost
reductions in the IT project budget by eliminating nonessential or
unprofitable IT projects
Reduction in
shadow IT by helping the enterprise IT group better fulfill the needs of the
business
Reduction in the number of applications that are created by shadow IT but not
supported by enterprise IT
Reduction in the
number of disjointed applications that businesspeople must use to do their
jobs
Although
a few of these ideas are perhaps more qualitative than quantitative, almost all
of them can be used in some way to measure the success and effectiveness of an
APM effort.
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Recommendations
An APM effort is usually initiated within the IT department,
and although the people or groups involved will vary, the enterprise
architecture (EA) group is often included. For an APM effort to ultimately be
successful, however, the chief information officer (CIO) must become personally
and actively involved in order to do the following
1 (#_37822) :
Assess
the current maturity of the APM process within the enterprise.
Assess the
capabilities of the team responsible for spearheading the APM effort.
Create a charter for the APM effort that establishes what the effort will
accomplish and by when.
Validate the plans for the APM effort with the appropriate stakeholders.
To improve
overall project management in the enterprise, and as part of the APM effort, the
CIO should establish a PMO. The PMO should include certified project managers,
business analysts, and financial analysts. See the “
Establishing a Project Management Office
(#_37816) ” section of this overview
for guidance.
The CIO
should create an APM committee to drive the process. This committee could
include enterprise architects and members of the PMO. Initially, this APM
committee should be small and its work should start small, by carefully building
on successes along the way. To begin with, the APM committee will be responsible
for identifying the data sources and standardizing the data that the APM effort
is going to require. It should also determine the current APM maturity level and
identify the enterprise's specific APM pain points.
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financial benefits of APM (and the costs of not adopting it), and leveraging all
of their experience and perspectives to drive the actual management work of APM.
If IT
governance processes are in place in some form in an enterprise, it is best to
integrate APM with those existing processes. The existing decision-making
processes for IT budgets and project funding can be easily and fundamentally
improved with the addition of APM practices.
When it comes to
decisions about rationalizing or retiring software applications, make it a
matter of policy that software applications are retired based on established
retirement thresholds. (See the “ Thresholds for Application Retirement (#_37815) ” section of this overview for some examples.) Retiring
an
application may require the commitment of resources that are difficult to
justify. It may also require that a line of business be willing to suspend
functional releases during migration to a new application. Consequently, each
application's retirement tends to be delayed indefinitely. However, if an
application falls below a certain threshold for value, reliability, usability,
or technical fitness, its retirement can be designated as a simple matter of
policy and the resources required to decommission it can be much easier to
justify.
Likewise,
for decisions regarding in-flight IT projects, set thresholds for project
termination and then pull the plug when a project falls below the thresholds.
Effective management of the project portfolio means being willing and able to
kill projects that are not delivering promised value or that no longer fit the
company's strategic direction.
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It is important
too to continually demonstrate the success of the APM effort by publicizing the
APM maturity level that the enterprise has achieved and the value that the APM
effort has delivered for the business. Set the stage for this by selecting
appropriate metrics for your enterprise (see the “
APM Metrics (#_37800) ” section of this overview for some examples) and researching
carefully the “before APM” numbers for each of those metrics. Track those
metrics throughout your APM effort and publish them to keep stakeholders on
board and motivated.
Several software products on the market purport to address the needs of APM.
However, it is vital to understand that selecting an APM tool is not the first
step to effectively implementing APM. An APM tool will only be helpful after an
organization has a clear understanding of its own current APM maturity level and
pain points.
The Details
This section
explains application portfolio management (APM) in more detail and offers a
maturity model that can be used to assess and guide an enterprise's efforts to
implement APM. Also provided are some sources for further reading on topics
related to APM.
Overview of APM
This section provides an explanation of the three portfolios
that are involved in APM, a description of how the Stage-Gate process can be
applied to APM, examples of thresholds for application retirement, and guidance
on establishing a project management office.
Three Portfolios
Three portfolios have
direct bearing on the software applications in a modern enterprise: the demand,
project, and application portfolios.
Demand Portfolio
The demand portfolio is the newest
concept among the three portfolios. As a result, best practices have not yet
completely emerged around demand management.
The demand
portfolio provides visibility for business stakeholders as well as IT managers
into all of the requests that are made of the IT group.
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The people who have authority over the allocation of funds for
IT manage the demand portfolio. However, they do not wade through piles of IT
requests themselves. Instead, they establish the broad limits for the categories
for value, risk, imperatives, and required resources that a request must meet to
advance from stage to stage within the demand portfolio. In other words, the
managers of the demand portfolio set the gates for each stage. The “ Understanding the
Stage-Gate Process (#_37811) ”
section of this overview provides further information on the stages and gates in
the demand portfolio. The “ APM Maturity Model (#_37817)
” section of this overview provides a Responsible, Accountable, Consulted, and
Informed (RACI) matrix that illustrates who might fill the roles of setting the
gates and evaluating them.
The problem
with shadow IT is that its costs are under the budgetary control of the LOBs
rather than the chief information officer (CIO) and chief financial officer
(CFO). In such a case, IT costs are hidden and pet projects and political power
plays often override an enterprise's strategic objectives.
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Project Portfolio
IT projects are
evaluated based on the input and assumptions made in the business case for the
project.
A business case
answers the following questions: Will this project result in improvements that
will save us money, defer costs, increase productivity, speed development,
and/or improve quality? If so, by how much, compared to the current state or
compared to industry averages? What are the alternatives? Why pursue this
option?
A business
case also includes quantifiable metrics for measuring the value of the proposed
software after it is implemented. Those may include metrics for measuring the
quality of the data that the software produces as well as the degree of
improvement that the software makes to the business processes it automates.
Detailed guidance on
creating business cases is beyond the scope of this overview, but the “
Related Research
and Recommended Reading (#_37823) ”
section of this overview lists some references that may be helpful.
In IT Portfolio
Management Step-by-Step ,
the authors Bryan Maizlish and Robert Handler explain that the project portfolio
“focuses on all the projects in development across a company and consolidates
one view of the overall value and risks.” Maizlish and Handler also state that
“the project portfolio serves as a gating mechanism for assuring projects are in
alignment with the strategic intent, assumptions in the business case are
adhered to, and decisions are based on accurate and timely data.” 1
(#_37822)
The “
Understanding the Stage-Gate Process
(#_37811) ” section of this
overview provides information on the stages and gates in the project portfolio.
Application Portfolio
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Figure
1. Application Software
Lifecycle (Adapted from Maizlish and Handler's Graphic)1
In
Figure 1, the four numbered arrows represent:
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perform them. As that RACI matrix suggests, the people who currently make the IT
funding decisions will probably be many of the same people who perform the gate
evaluations in the project portfolio and the application portfolio. The IT
architecture group, working in conjunction with a strategic business planning
group, can perhaps best perform the gate evaluations in the demand portfolio.
In their book,
IT Portfolio Management
Step-by-Step , Maizlish
and Handler provide a useful explanation of each gate and stage in the
lifecycle.
1 (#_37822) The following is
Stage-Gate Process
for the Demand Portfolio
Gate 1:
Takes input and provides direction
to Stage 1.
Stage 1:
Opportunities for innovation are generated and captured, based on ideas,
needs, and gaps.
Gate 2:
Opportunities are captured in a centralized repository. Inputs from the
opportunity capture stage are analyzed, ranked, and prioritized according to
the categories for value, risk, imperatives, and required resources. Gate 2
concludes with a go, cancel, hold, or transfer decision reached by the
governing body.
Stage 2: Ideation,
where IT requests and opportunities for innovation are translated into ideas
for potential software applications.
Gate 3:
Concludes with a go, cancel, hold, or transfer decision reached by the
governing body.
Gate 4: Governing
body assesses and prioritizes investments in the demand portfolio and makes a
go, cancel, hold, or transfer decision.
Stage 4:
Ideas are matured and refined so that the best ones emerge and the business
case can be developed further.
Gate 5:
Governing body assesses and prioritizes investments in the demand portfolio
and makes a go, cancel, hold, or transfer decision.
Gate 6 : Governing
body assesses and prioritizes investments in the demand portfolio and makes a
go, cancel, hold, or transfer decision. The ideas that receive a “go” decision
move on to Gate 1 of the project portfolio.
Stage-Gate Process
for the Project Portfolio
Gate 1:
Concepts receive their initial
screening into the project portfolio. Concepts are evaluated based on the IT
project request form. Governing body makes a go, cancel, or hold decision.
Stage 1:
Scoping and
preliminary analysis is performed.
Gate 2:
Governing body makes a go, cancel, hold, or recycle decision.
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Stage 2
: Business case is created that
defines the solution.
Gate 3: Heavy
spending happens beyond this gate, so the business case is carefully
scrutinized. Governing body makes a go, cancel, hold, or recycle decision
based on the business case and available IT resources to carry out the
project.
Stage
3: Development
work creates the solution as a software application. The solution may be
composed of custom-developed software, commercial off-the-shelf (COTS)
software or components, open source software, or a software as a service
(SaaS) application and will likely include integration and data-loading work.
(For guidance on choosing the appropriate software form factors, see the
Application Platform
Strategies overview, “
Build, Buy, or Borrow: Choosing Custom Development Software,
Open Source Software, Commercial Off-the-Shelf Software, or Software as a
Service (http://www.gartner.com/document/code/203291?ref=ddisp&latest=true) .”)
Gate 4:
Monitors actual versus projected
costs, schedule, milestones, etc.
Stage 4:
Validation that verifies the application is ready to be moved to operations.
Gate 5:
Governing body
makes a go, cancel, hold, or recycle decision.
Stage 5:
Application moves to operations.
Gate 6:
Post-implementation review is conducted, which provides lessons learned to
appropriate personnel.
Gate 1:
Applications receive their initial screening into the application portfolio.
The metrics for measuring the business value of the application, as defined in
the business case, are verified. Governing body makes a go, cancel, hold, or
recycle decision based on the application's readiness to be moved into
operations.
Stage
1: The work of
initially deploying the application to operations is accomplished.
Gate 2:
Application is monitored for
early indications of trouble. Governing body makes a go, cancel, hold, or
recycle decision.
Stage 2: A review
of operational characteristics, requirements, and documentation is performed.
Gate 3:
Governing body
makes a go, cancel, hold, or recycle decision regarding the transition of the
application to standard operating mode.
Stage 3:
The application is monitored in terms of its operation and its business value.
Metrics for business value that were defined in the business case are
monitored, collected, stored, and reported.
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Gate 4:
The business value that the application provides is regularly reviewed to
ensure that the application does not fall below any of the thresholds for
retirement. Ideas for improving the business value that the application
provides are fed into the demand portfolio.
Thresholds for
Application Retirement
When an application falls below one of the thresholds that an enterprise sets
for mandatory retirement, its retirement should be a matter of policy. Following
are some examples of possible retirement thresholds:
Inadequate technical
architecture, which makes it difficult for IT to provide the application
services such as business continuity, disaster recovery, security,
accessibility, quality of service, etc.
Incorrect software form factor (custom developed vs. COTS vs. open source vs.
SaaS) for the needs of the enterprise (for guidance on software form factors,
see the Application
Platform Strategies
overview, “
Build, Buy, or Borrow: Choosing
Custom Development Software, Open Source Software, Commercial Off-the-Shelf
Software, or Software as a Service (http://www.gartner.com/document/code/203291?ref=ddisp&latest=true)
”)
A project management
office (PMO) is concerned with encouraging consistent project management
practices among all projects. This consistency not only improves the management
of individual projects, it also enables all the projects throughout the
enterprise to be managed in a holistic way within the project portfolio.
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An inventory of the
in-flight projects (new product development, information technology, business
enhancements, etc.)
project reviews
Brown bag
training lunches
Templates
Process/methodology tailoring
and continuing development
Detailed reports/metrics
development
Resource management
Tool deployment
The
project portfolio may not enable a company to attain a project success rate of
100%, but it improves the successful track record of project investments and
helps companies learn how to “fail” projects properly and faster. 1
(#_37822)
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(#_37822) :
IT plan and IT
principles documents
: Do these documents exist? Are they frequently evaluated and updated? Do
these documents explain how IT delivers value within the organization?
IT
governance committee : Does the company have an existing IT governance committee
that can be leveraged?
IT demand
: Is there a tie between the demands that business managers place on IT and
the strategic business plan?
architecture
: Has a clear vision of the
enterprise's future been articulated through an enterprise architecture or
similar mechanism?
Application catalog
: Is there an accurate
listing of IT assets, particularly software applications?
Leadership/sponsorship
: Is there strong leadership within the business and IT to support decisions
made with a portfolio approach?
Operational
processes : Are
these processes stable enough to provide reliable data for portfolio
decisions?
Resources : Do
adequate resources exist to institute portfolio management (e.g., people,
funding, and time)?
Management Roles
The various roles that must be filled
for APM to be successful can be illustrated in a RACI matrix in which:
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stands for the person accountable—the person who makes the final decision and
has ultimate ownership
A simple RACI matrix for APM is shown in Table 1. This matrix is meant to be a
point of departure only and will need to be expanded and customized for the
unique needs of each enterprise.
R C I I
Business strategic plans A C
IT strategic plans C A R C C I
C C A R C I
Define the gate conditions
for the portfolios
Perform gate I C A R C I
assessments for IT project
portfolio
Perform gate C C R I
assessments for IT demand A
portfolio
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In their book IT
Portfolio Management Step-by-Step
, Maizlish and Handler offer an IT portfolio maturity model, a portion of which
is shown in Table 2. Their maturity model starts at level 0, because, they say,
most organizations start from nothing. 1 (#_37822)
Table 2.
Project and APM Maturity Model
Projects Applications
Level 0: Admitting The focus is on determining what projects are active and The focus is on determining which applications exist,
in the pipeline. This focus is on data collection. their purposes, and their owners. The focus is on basic data
collection.
Level 1: The focus of the project portfolio For the application portfolio to be at Level 1, a
Communicating is aggregating and interrelating the projects based on listing of all applications, replete with attributes that
available enable
information. A standard for obtaining project high-level decision making, is required. Candidate
information exists, but the attributes include
project management processes are not standardized. business value, technical condition, business processes
Initiative requests are supported, and
included as well. A basic yet consistent business case or affected data entities.
initiative
request form exists to support clear communication.
Level 3: Managing Metrics for governing processes Metrics for governing processes and key supporting
and key supporting processes are identified and processes are identified and captured, preparing for Level
captured, preparing for 4, where these
Level 4, where these metrics can be used to analyze and metrics can be used to analyze and optimize the APM
optimize the process. Applications
project portfolio management process. are treated as assets, with costs and benefits captured
against these
assets, much the way plant machinery is managed through
a maintenance,
repair, operations (MRO) system.
Conclusion
Linear
information technology (IT) planning, where applications are simply deployed and
then run forever, is not sustainable. Application portfolio management (APM)
offers a proven methodology for closing the feedback loop for legacy
applications in order to enable effective IT planning. APM can increase business
leaders' commitment to and ownership of IT projects and will help focus more IT
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Notes
1 Bryan Maizlish, Robert Handler. IT Portfolio Management Step-by-Step: Unlocking the Business
Value of Technology .
Hoboken, New Jersey: John Wiley & Sons, 2005. 10, 16, 21, 23, 24, 29, 40,
43, 59, 126.
Bryan Maizlish, Robert Handler. IT Portfolio Management Step-by-Step: Unlocking the Business
Value of Technology .
Hoboken, New Jersey: John Wiley & Sons, 2005.
Donald J. Reifer.
Making the Software Business Case
. Upper Saddle River, New Jersey: Addison-Wesley, 2002.
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