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Innovation Planning practice,
Balanced Scorecard, 41
246 “ 250, 304 “ 305
Barkley, Joe, 14, 32
Performance Measurement practice,
Beta Group, vii
309 “ 310, 246 “ 250
Boston Consulting Group, 50
Bottom-Line Impact, see Impact Prioritization practice, 246 “ 250,
306 “ 308
Questions
Strategic Demand/Supply Planning
business process opportunities, 44
practice, 246 “ 250, 302 “ 303
cause-and-effect to strategic intentions,
Strategy-to-Bottom-Line Value Chain,
35, 79
234
connected to strategic intentions, 77
connection to performance
C
measurement, 45
Capability Maturity Model (CMM), 206,
diagram, 36
235
goals, 79
Carr, Nicholas, 27
implications for business cases, 43

323
324 INDEX


Cause and Effect, Bottom-Line Impact, Disconnects, 6
35, 43 affordability, 23
COBIT (Control Objectives for Strategic Demand/Supply Planning
Information and Related practice, 169 “172
Technology), 206, 251
E
Corporate Strategic Management
Processes, 120 Economic Value Added (EVA), 41
Cost Enhancement Projects ”Right Decisions,
using portfolios to controlling IT costs, 132
68 Enterprise Architecture, 277“ 278
establishing in portfolios, 152 Federal Enterprise Architecture, 279
in Performance Measurement practice, role in Right Decisions/Right Results,
204 280
Critical Success Factors, 7 role in Strategic Demand/Supply
Alignment practice, 157 Planning, 174
Innovation Planning practice, 192 “193 Zachman Framework, 279
Performance Measurement practice, Entitlement mentality, 3
209 “ 210
F
Prioritization practice, 148
Strategic Demand/Supply Planning Financial Performance ” Connection to
practice, 185 “186 the Bottom Line, 44
Culture, Forsans, Fabrice, 14
classifications, 218 “ 225 Functional Alignment,
Culture Management, 225 Alignment practice, 159
effect on IT roles, 219, 215 “ 217, in Performance Measurement practice,
219 “ 221 203
effect on management roles, 215 “ 216
G
impact on Right Decisions/Right
Results, 214 “ 215 Government agencies
management process, 223 “ 225 Connection to Bottom Line, 14
need for change in culture, 217“ 218 Mission Performance, 39
organizational relationships, 221“ 222
H
Culture Management, 10, 225
Business Value Maturity Model, 227 Humphrey, Watts, 235
goals, 106
I
identifying current and target culture
elements, 226 “ 228 Impact, See Bottom-Line Impact
management agenda, 230 Impact Questions, 18, 19, 22, 23, 27, 73,
process overview, 225 “ 230 131
role-based, 82 Information Economics, xvii
management factors, 40
D pools, 51“ 52
Decision Making Using Portfolios, 67 Innovation Planning Practice, 10,
Development Portfolio, 187“189
example, 136 critical success factors, 192 “193
Right Decisions, 132 cultural issues, 188 “189
using portfolios for decision-making, description in Business Value Maturity
136 Model, 246 “ 250, 304 “ 305
Digrius, Bonnie, 27, 34 goals, 103
325
Index


in Performance Measurement practice,
in the Strategy-to-Bottom-Line Value
205 “ 207
Chain, 168
IT Spend, 2 “ 3
process description, 190 “192
affordability questions, 131
Intangible Benefits ”Management
managing for bottom-line impact, 83
Expectations, 123
portfolio-based management, 83
Internal IT Alignment ”Alignment
represented in portfolios, 56
Practice, 153
resource allocation connected to
Investment Decision Making Using
strategic intentions, 81
Portfolio, 67
IT Strategic Plan, 170
Investment Strategy Based on Portfolios,
IT Value ” Questions not answered, 19
66
Investments ”Balancing, 23
K
It Ain™t Broke, 124
IT Impact Management approach, 124 Kaplan, Robert, 41
IT Impact Management, 10, 113, 126, Keen, Jack, 27, 34
253
L
approach to company processes, 122
approach to “It Ain™t Broke, 124
” Legacy and Entitlement Mentality, 116
approach to legacy and entitlement IT Impact Management approach,
mentality, 117 117
approach to management expectations, practical problems, 113
124 Lights-On
approach to management roles, 118 portfolio classifications, 58 “ 59
approach to process disconnects, 116 portfolios, 57
approach to silos ” multiple budget, 2
perspectives, 125 portfolio example, 138
corporate governance and process, portfolio for decision-making,
261“ 262 139 “140
establishing goals for what™s next, 253 resource allocation connected to
goals, 105 strategic intentions, 80
goals in applying Business Value Right Decisions, 132, 138
Maturity Model, 257“ 269 Lights-on Budget, 3
goals in applying practical problems affordability, 21
assessment, 259 “ 261 impact, 23
IT performance stage model, 254 “ 257
M
management program, 263 “ 267
Right Decisions/Right Results Goals, Management Agenda,
254 “ 263 connect to the bottom line, 45
roadmap, 262 effective process to produce action,
IT Improvement Zone, 2 109
in IT Impact Management, 268 “ 269 for Culture Management, 230
objectives, 3 for Performance Measurement practice,
Right Decisions, 133 211
“so what” questions, 272 for Portfolio Management, 70
IT Performance Stage Assessment, goals and principles, 86
254 “ 257 plan for the Right Results, 196 “197
IT Performance Stage Model, 27“ 28 practical problems, 127
IT Process Measurement, Right Decisions, 164
example, 206 Right Decisions/Right Results, 14, 29
326 INDEX


Management Culture, 81 embedding in management processes,
disconnects, 112 240 “ 241
in Innovation Planning practice, goals and principles, 86, 98
188 “189 in the Strategy-to-Bottom-Line Value
management roles, 81 Chain, 94
Management Expectations, 124 management roles in NIE practices,
IT Impact Management approach, 124 283 “ 286
practical problems, 123 management roles in assessment, 141
Management Process and Culture, outcomes using portfolios, 69
223 “ 225 practice-provided deliverables in the
Management Roles, Value Chain, 102
and IT™s Business Role, 219 “ 221 “So What” Questions, 272 “ 276
and Organizational Relationships, Norton, David, 41
221“ 222
O
assessment of stage of IT performance,
254 “ 257 Operational Effectiveness, 37, 38, 40
business leadership team, 216 Orr, Ken, 279
effect of culture, 215 “ 216
P
in prioritization and alignment
assessments, 141 Performance Measurement Practice,
in the Strategy-to-Bottom-Line Value 199 “ 201
Chain, 216, 240 and functional alignment, 204
IT Impact Management approach, 118 cost measurement, 204
practical problems, 113, 118 critical success factors, 209 “ 210
Right Decisions/Right Results, 82 description in Business Value Maturity
senior leadership team, 216 Model, 246 “ 250, 311“ 312
Strategy-to-Bottom-Line Value Chain goals, 104
process owners, 116, 122 “123, in the Strategy-to-Bottom-Line Value
284 Chain, 200
technology leadership team, 216 IT process measurement, 205 “ 207
Markowitz, Harry, 49 management agenda, 211
McFarlan, Warren, 47, 50, 60, 177 management issues, 201“ 202
McTaggart, James, 41 portfolio example, 208
Mission process overview, 202 “ 207
impact, 14 quality and service levels, 205
in Planning and Right Decisions, 171 result, 207“ 208
performance, 14 strategic alignment, 203
Morgan Stanley, 32 use of portfolios, 202
Planning Culture ” Process Disconnect,
N 114
Porter, Michael, 7, 37, 38, 42
New Investment Portfolio Classifications,
Portfolios and Portfolio Management, 10,
59, 61
47
New Information Economics (NIE)
and decision making, 67
Practices, 7, 9
and decision-making for development
desired outcomes ” business, 107
portfolio, 136
desired outcomes ” management
and decision-making for lights-on
process, 107
portfolio, 139 “140
desired outcomes in the Strategy-to-
application portfolio example, 48
Bottom-Line Value Chain, 108
327
Index


Projects Budget, 2
asset pools, 51“ 52
balancing, 60, 137
Q
classifications, 55
establishing cost, 152 Quality and Service Levels
financial portfolios example, 47 in Performance Measurement, 205
goals, 83, 106 in functional alignment assessment,
in NIE practices, 63 138, 159 “160
information maintenance, 66 Right Decisions, 1
IT spend (complete), 55 “ 56 and the Alignment practice, 160 “161
line items, choosing, 63 and the Prioritization practice,
line items, examples, 64 160 “161
NIE practice outcomes, 69 choosing among alternatives, 129
objectives, 49 in the Strategy-to-Bottom-Line Value
origins, 49 Chain, 133
practical problems, 62 investment strategy, 66
resource pools, 55 making decisions with portfolio
template, 48 information, 65
use in NIE practices, 52 “ 54 management context, 130
use in Performance Measurement project life cycle, 162
practice, 202, 208
R
use in Prioritization practice, 51
use in Strategic Demand/Supply Right Decisions/Right Results, 1
Planning practice, 174 business leadership team, 285
Prioritization Practice, 10, 141 CFO™s role, 299 “ 300
critical success factors, 148 critical success factors, 8, 14
cultural issues, 145 establishing goals for what™s next, 253
example, 145 goals and principles, 74, 85
goals, 103 goals through the Business Value
in the Business Value Maturity Model, Maturity Model, 257“ 259
246 “ 250, 306 “ 308 goals through IT Impact Management,
in the Strategy-to-Bottom-Line Value 254 “ 263
Chain, 130, 143 goals through IT Performance Stage
process overview, 143 “144 Model, 254
results, 144 goals through practical problems
risk assessment, 147 assessment, 259 “ 261
scoring, 145 IT Impact Management, 263 “ 267
scoring example, 297“ 298 IT performance stage, 256
use of factors other than strategic management roles, 283 “ 286
intentions, 146 outcomes in IT Impact Management,
use of portfolios, 51“ 52 269
Process Disconnects, 114 principles, 74
IT Impact Management approach, 116 results, 13
practical problems, 113 roadmap, 262
Profitability, role of enterprise architecture,
direct contribution, 40 280 “ 281

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