For CIO Professionals

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	February 28, 2008 Executive Q&A: Level 5 Portfolio Management by Craig Symons with Alex Cullen, Brandy Worthington	Average: 10  (2 ratings)

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Executive Summary

Level 5 portfolio management represents the highest (optimized) level of maturity an IT organization can aspire to. It is characterized by an enterprisewide use of best practices and results in the maximum return on its IT-enabled business change investments. However, few organizations have yet to reach this level of maturity. Forrester received many insightful questions during a recent webinar on the subject. These questions and their answers are relevant to all practitioners of portfolio management, so we have published them in this report.

TABLE OF CONTENTS

• 1. What role if any does the CIO play on an IT steering committee?
• 2. What types of metrics/evaluation techniques are used to address optimizing risk and return?
• 3. Priorities are not just about risk and return; how are dependencies addressed?
• 4. When should a portfolio rating/ranking/proceed/not proceed decision be made?
• 5. During the selection phases do level 5 companies evaluate projects by type?
• 6. Are projects compared to similar projects within each type or the entire portfolio?
• 7. Do companies set goals for allocating the portfolio by type?
• 8. Where can I get information about portfolio management tool selection?
• 9. What is the relevance of the PMI's new Standard for Portfolio Management?
• 10. How useful is the US GAO's IT Investment Management five-stage model?

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