For CIO Professionals

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	October 31, 2007 Getting Portfolio Management To Level 5 Maturity Following A Maturity Model To Value Optimization by Craig Symons with Alex Cullen, Alexander Peters, Ph.D., Tim DeGennaro	Average: 9  (5 ratings)

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Executive Summary

Portfolio management continues to gain traction across our client companies as a governance process best practice — a recent Forrester survey of 317 IT decision-makers has 60% of respondents indicating that they are practicing portfolio management somewhere within their organization. However, there is a wide divergence among industries, geographies, and company size. Anecdotal research suggests that the maturity level of portfolio management also varies greatly. The maximum return from portfolio management is realized when project portfolios are continuously optimized — the fifth and highest level of process maturity. IT organizations should assess their portfolio management process against a maturity model and then chart a path to level 5 portfolio optimization processes, which produces a portfolio balanced between risk and return and tightly linked to business strategic objectives. Such a portfolio ensures that organizations are receiving maximum value from their IT-enabled business change investments.

TABLE OF CONTENTS

• Portfolio Management Is A Best Practice, But Adoption Varies Widely
• IT Organizations Should Assess Their Portfolio Management Maturity
• Chart A Course For Level 5 — Portfolio Optimization

RECOMMENDATIONS

• Plan For An Incremental Approach

WHAT IT MEANS

• IT Value Becomes More Predictable (And Frequent)
• Related Research Documents

This is an excerpt

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