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www.microsoft.com/office/portfolioserver/
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Jay arranges a Business Driver Prioritization workshop with the executive team and uses
the pair-wise comparison matrix in Office Project Portfolio Server 2007 to objectively
prioritize the business drivers and drive consensus between the CEO and other executive
stakeholders. The driver for ―grow market share‖ is calculated to be 5.5 times more
important than ―diversify product offering,‖ which likely favors the funding of the sales
field CRM system over the new online customer mortgage system.
Having objectively prioritized the business strategy, Jay can now start to prioritize and
evaluate the proposed projects. Of paramount importance to Jay is each project’s
strategic value, as well as each project’s likely risk. As part of the business case required
for every proposed investment, each project had already been subject to a strategic
impact analysis and a risk assessment in the Portfolio Builder, which resulted in scores for
both criteria.
With both the strategic value score and the risk score, Jay can make equal comparisons
between competing projects and even generate charts to visually map them together. Jay
can now prioritize his 100-plus projects by their relative scores, which will prove helpful
when it is time to select a project portfolio.
Application Portfolio Management (APM) Scenario: Sidney Higa, CIO at Wide World
Importers, has her team compile an enterprise application inventory in Office Project
Portfolio Server 2007, capturing key metrics to help her make application life cycle
decisions. With 70 percent of her budget going to existing applications, it is time to
rationalize the portfolio and make necessary changes.
Spurred by some poor risk ratings and likely functional overlap between applications,
Sidney has her analyst run a series of bubble charts that correlate risk scores to business
importance, number of users, architectural fit, platform type, cost, and a host of different
technology attributes.