1. CISB444 - Strategic Information Systems Planning
Chapter 6 – Managing The Applications Portfolio

2. Course Overview
Chapter 6 describes ways in which the current and future applications of IT can be assessed in terms of their business contribution, both individually and as an overall portfolio of IS/IT investments.
The appropriate management of each element in the portfolio
CISB414 - Strategic Information Systems Planning

3. Main Topics Classifying the applications in the portfolio
Generic application management strategies
Applying portfolio management principles on the application portfolio
CISB414 - Strategic Information Systems Planning

4. Introduction
The applications portfolio concept bringing together existing, planned and potential information systems and assessing their business contribution.
The main purpose in classifying applications is to ensure that they are managed successfully and that the expected contribution is delivered.
The application portfolio provide relevant guidance to enlighten and support management decision making.
CISB414 - Strategic Information Systems Planning

5. Classifying the Applications in the Portfolio
Classifying existing and future applications in the portfolio helps the task of obtaining a consensus among executive management, line managers, and the IT management on the use of resources and the selection of the most effective sources
Which aspects should be managed in-house and which can and should be outsourced.
CISB414 - Strategic Information Systems Planning

6. Classifying the Applications in the Portfolio
It is important to understand the role of and value of the existing application to the organisation :
Some applications may be obsolete and no longer required
Others may need significant investment to avoid future business problems
Some may be underexploited
Others may be consuming undue amounts of resource in relation to their business value
CISB414 - Strategic Information Systems Planning

7. Recap – types of IS
Support - Applications that are valuable but not critical to success, IT/IS is used essentially for administrative systems to improve internal efficiency
Key Operational - Applications on which the organisation currently depends for success IT/IS is critical to current operations and management
High Potential - Applications that may be important in achieving future success, however, there is a degree of uncertainty as the capabilities of the company in terms of delivery ands upport are untested.
Strategic - Applications that are critical to sustaining future business strategy
CISB414 - Strategic Information Systems Planning

8. Classifying the Applications in the Portfolio: Questions to Ask
Is the application delivering benefits that:
1. Result in a clear competitive advantage for the business?
2. Enable the achievement of specific business objectives and/or critical success factors?
3. Overcome known business disadvantages in relation to competitors?
4. Avoid foreseeable business risks becoming major problems in the near future?
5. Improve the productivity of the business and reduce long-term costs?
6. Enable the organisation to meet statutory requirements?
- Will failure to comply lead to significant business risks?
7. Provide benefits not yet known, but may result in 1 or 2 above?
CISB414 - Strategic Information Systems Planning

9. Classifying the Applications in the Portfolio: Interpretation
3.Overcome known business disadvantages in relation to competitors?
2. Enable the achievement of specific business objectives and/or critical success factors?
4. Avoid foreseeable business risks becoming major problems in the near future?
.5 Improve the productivity of the business and reduce long-term costs?
6 Enable the organisation to meet statutory requirements?
1. Result in a clear competitive advantage for the business?
.7 Provide benefits not yet known
CISB414 - Strategic Information Systems Planning

10. Generic Application Management Strategies
Parsons (1983), described 5 common strategies by which organizations link the management of IS/IT to the business management processes.
Centrally Planned, Leading Edge, Free Market, Monopoly and Scarce Resource
These ‘linking strategies’ are general frameworks/generic strategies which will guide the opportunities for IT identified, the IT resources developed, the rate at which new technologies are adopted, the level of impact for IT within the firm, etc.
The strategies define roles and responsibilities for 3 key parties
Executive management
Line management – operational
IS/IT specialist – internal/external
CISB414 - Strategic Information Systems Planning

11. Centrally Planned
CISB414 - Strategic Information Systems Planning

12. Leading Edge
CISB414 - Strategic Information Systems Planning

13. Free Market
CISB414 - Strategic Information Systems Planning

14. Monopoly
CISB414 - Strategic Information Systems Planning

15. Scarce Resource
CISB414 - Strategic Information Systems Planning

16. Generic Application Management Strategies - summary
CISB414 - Strategic Information Systems Planning

17. Relationship of Applications Portfolio and Generic IS Strategies
CISB414 - Strategic Information Systems Planning

18. Portfolio Management Principles Applied to the Applications Portfolio
The main reason the product portfolio model offers useful input to the application portfolio is that it reflects the competitive business environment.
The model was developed to assist in managing and planning in an uncertain, market-driven environment, where management decisions are made within a total environment that can only be influenced, not determined.
IS/IT is also subject to the forces of the marketplace – external parameters now define the effectiveness of an organisation’s IS/IT management.
CISB414 - Strategic Information Systems Planning

19. The Business/Systems Portfolio Matrix
CISB414 - Strategic Information Systems Planning

20. Management Styles
CISB414 - Strategic Information Systems Planning

21. Question
CISB414 - Strategic Information Systems Planning