Leveraging  technology  skills  and  domain  knowledge  to  drive  be6er  decision  making  thru  transparency.    A  proven  methodology  for  driving  the  decision  making  of  enterprise  programs.  

Vendor,  Loca,on  &  Resource   Technology  Op,miza,on  

Decision  Management  

Enterprise  Project  Supplier  Dashboard    Headcount  &  Spend  Analysis  

2  

Business  Breakout  

3  

Enterprise  Project  Supplier  Dashboard    Business  Summary  

Business  1   Business  2   Business  3   Business  4  

Business  1   Business  2   Business  3   Business  4  

Enterprise  Project  Supplier  Dashboard    Key  Performance  Metrics  

4  

5  

Enterprise  Project  Supplier  Dashboard    SaKsfacKon  Survey  and  Peer  Rankings  

Net Application Retirements

Core 444 74%

Divested Businesses

99 17%

Not Divested 55 9%

Non-Core 154 26%

Core vs. Non-Core Business Applications Production

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BU1 BU2

Application Portfolio Management - Application Invest Strategy

Roles and Responsibilities

Operational Metrics •  Application trending and forecasting •  Redundancy of application within a business function •  New application detail/justification •  Application retirement tracking •  Application total cost of ownership (TCO)

•  By sector, business domain, business function •  Product/version annual data quality review process ensures application

component information is complete and accurate •  Application annual data quality review process provides accurate input

to the application portfolio road mapping process

Deliverables •  Enterprise roadmap for the application portfolio •  Applications identified as strategic solution for

particular business function •  Investment criteria for each application (Invest –

functional enhancements have been funded; Maintain – safety and soundness; Retire – targeted for retirement, may require funding)

•  Retirement date for applications that are not part of the roadmap

Process •  Evaluation of application portfolio to identify the

prioritization and the strategic direction of an application. The investment criteria is based on the inputs of business needs and technology alignment and is used in the budget and resource planning.

•  Invest – increase investment to deliver added business value

•  Maintain – limit investment to minor enhancements

•  Retire – investment limited to support safety and soundness and retirement related activities

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New Technology Standards

Roles and Responsibilities

Operational Metrics •  Total requests handled per year and YTD •  Number of technologies pending review

•  Greater than Seven Days •  Greater than 30 Days •  Average Number of days in the queue

•  Number of strategic technologies by technology function and by Domain Chair across the enterprise

•  Number of strategic technologies with standard support (versions that are not past published end of vendor support dates)

Deliverables

•  Completed product-version request (vendor, product information, ECCN, etc.)

•  Technology Standard Classifications •  Updates based on technology evolution •  Regular ‘state of technology’ updates to

Architecture Council •  Technology roadmaps

Process •  Potential new technologies are identified

and document in a product-version request •  Requests are evaluated and validated at the

sector/region level •  Technology decisions are made through the

domains structure; decisions communicated to the architecture community and documented in the Technology Catalog

Sect

or A

rchi

tect

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Application Portfolio Roadmapping Process

•  Technology  roadmapping  process  idenKfies  key  technology  direcKon  and  iniKaKves  •  The  business  strategy  idenKfies  and  prioriKzes  business  iniKaKves  •  Product/version  annual  data  quality  review  process  ensures  applicaKon  component  informaKon  is  complete  and  accurate  •  ApplicaKon  annual  data  quality  review  process  provides  accurate  input  to  the  applicaKon  porSolio  roadmapping  process  •  Business  domains  and  sectors  develop  roadmap  aligned  with  budget  process,  idenKfying  strategy  in  CS  

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The Application Portfolio Consolidation and Architecture program comprises six steps that will reduce the size and cost of the business application portfolio

Inventory Systems

  Classify applications according to business taxonomy

  Apply a common methodology to evaluate health of applications (e.g., AHC tool)

  Collect application data (e.g., TCO, vendor product roadmap) and validate (i.e., AD QR)

Develop High-Level

Targets

  Create top-down scenarios for number of applications, investment needed and estimated cost savings over 1-3 year horizon

  Seek and obtain senior management direction for high-level targets

Create Roadmap

  Determine appropriate application investment strategy (e.g., IMR)

  Create sector-specific roadmaps with input from business domain owners

  Define detailed timelines for application retirement and migration, investment levels, and cost savings

Define Commitments

  Incorporate roadmap financial commitments into budget

  Define KPIs with targets (e.g., use of strategic technologies)

Business Strategies and

Priorities

Monitor and Track Implementation

  Execute retirement program within sectors

  Report on progress

  Continually manage and manage the portfolio

Develop Program Structure

  Define role of domain owners (e.g., budget responsibility, accountable for savings, PM)

  Clarify role of sectors (CTO, architects) and bodies (e.g., domain owners, AC) in governing the portfolio

Drivers of Cost and Complexity

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