Part 7 Managing the Application Portfolio

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Dealing with the Applications Portfolio. Set of known necessities and potential Applications portfolio idea is a method for uniting existing, arranged and potential Information Systems and their business contributionUsefulness of

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Key Planning for Information Systems Third Edition John Ward and Joe Peppard CHAPTER 7 Managing the Application Portfolio

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Managing the Applications Portfolio Set of known prerequisites and potential Applications portfolio idea is a method for uniting existing, arranged and potential Information Systems and their business commitment Usefulness of "Framework" approach is borne out by the simplicity with which administration is eager and ready to order frameworks thusly

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Managing the Applications Portfolio Conclusions from Various Matrices and Models various networks created to help administration basic leadership concerning IS/IT arranging, use and resourcing Ideas and ideas are for the most part correlative, even focalized More late forms of the "grid" formulated to address advancements in the 1990s are likewise fundamentally the same as - phrasing is diverse Composite lattice - see fig. 7.1 pg. 301

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Composite Matrix Composite Matrix in light of: The Sullivan network considered a scope of IS/IT administration issues that rely on upon the blend of implantation and dispersion of IS/IT in the association Infusion is how much IS/IT has entered an organization as far as significance, effect or noteworthiness Diffusion is how much IS/IT has been spread or scattered all through the organization

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Sullivan lattice

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Sullivan framework Identifies requirement for new, request driven decentralized ways to deal with enhance administration of vital and high potential quadrants

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ITAA Matrix Information innovation Assessment and Adoption Matrix ITAA (Munro and Huff) considers how associations have embraced IS/IT as an aggressive weapon in view of preface that most associations are either: innovation driven – searching for methods for conveying new innovation to favorable position Issues-driven – searching for new business openings inside known conceivable outcomes of existing innovation

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Normative Ideal Technology Driven High Technology Emphasis Opportunistic Issue Driven Low High Issue Emphasis ITAA Matrix

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ITAA Matrix Opportunistic : Neither issues nor innovation. The firm gets innovation as it seed chances to match innovation and new open doors Technology driven : the firm commits extensive assets to checking new mechanical advancements and the distinguishing proof of another innovation esteemed to be of some potential significance triggers a scan for regions in the firm in which to apply the innovation. Issue driven : distinguish the issues or issue regions that may be tended to by new innovation Normative/finish : alludes to an association which both consumes adequate assets to screen significantly all data innovation change, while committing extensive time and energies to the era of issues.

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Ives and Learmonth and Galliers Matrix Ives and Learmonth and Galliers Matrixes Consider how the "esteem including potential" of IS/IT in the business and the "nature of assets" influence how IS/IT is sent and oversaw Show how a dream of what is conceivable in addition to quality of assets is basic if IS/IT is to be utilized as a hostile (vital) weapon and how the two are frequently interrelated

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Hartman and Sifonis Matrix Hartman and Sifonis Matrix More late networks e-business esteem lattice formulated to help administration address 'e-business' choices' Axes of center grid are business criticality and practice advancement and four coming about fragments compare intimately with those of the applications portfolio Not all thoughts from these frameworks outline onto the applications portfolio

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Hartman and Sifonis Matrix Operational Excellence Breakthrough Strategies High Business criticality Rational Experimental New Fundamentals Low High Low Innovation

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HIGH Opportunistic Complex Applications St HP St HP KO Su KO Su Portfolio Diffusion (Development) Applications St KO Su Portfolio LOW Traditional Backbone LOW HIGH Infusion (Impact) Application P ortfolios in D ifferent IS/IT E nvironments Comprehensive application portfolio Balance of control Enable business inventiveness Decentralized IT control Not seen as basic to business Centralized IT Lack of discernment in the matter of what can be accomplished Centralized IT Predominance of bolster applications

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Classifying Applications in the Portfolio Understanding the part and benefit of existing application set Some applications might be out of date and didn't really required Some may require noteworthy venture to keep away from future business issues Some might be under-misused Some might expend undue measures of assets in connection to their business esteem

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Analyzing the applications in the portfolio (SWOT) Exploit qualities High future potential, right now under-abused Can be broadened, improved to be of more esteem Could be more significant if coordinated all the more adequately or utilized all the more widely Needs to be created to meet present and future business needs Critical to business, yet information quality is poor

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Analyzing the applications in the portfolio (SWOT) Exploit Strengths cont. Must be upgraded to meet changed and future business needs System required, however should be re-executed to assimilate less assets or defeat innovation outdated nature System no longer of significant worth ought to be stopped System will be less essential later on – should be streamlined/lessened to genuine needs Then beat shortcomings

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Reconciling Demand & Supply Issues in the Application Portfolio

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Reconciling Demand & Supply Issues in the Application Portfolio

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Reconciling Demand & Supply Issues in the Application Portfolio

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STRATEGIC HIGH POTENTIAL WHY Do we need to do it in strategic terms? WHAT does the framework need to do to pick up the preferred standpoint? HOW best to isn't that right? WHY? Not clear WHAT? Not certain as well as HOW? Not yet known WHY to enhance execution and stay away from drawback? WHAT actually needs to enhance and by what amount? HOW best to isn't that right? WHY to lessen costs by improving proficiency WHAT of existing fundamental tasks? HOW best to isn't that right? KEY OPERATIONAL SUPPORT Key Questions on the Applications Portfolio WHY = effectiveness WHAT = should be enhanced HOW = to do that effectively (financially savvy utilization of IT)

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Generic Application Management Strategies No single execution approach liable to bargain successfully with the scope of issues included Equally, embracing a novel way to deal with every single new advancement will prompt to a level of confusion and may bring about disappointment Parsons (1983) depicts five techniques that are predominant in associations "connecting methodologies" Guide open doors for IT distinguished, IT assets created, rate at which advances are received, level of effect inside the firm and so forth. (See table 7.3 page 313)

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Generic Application Management Strategies characterize distinctive parts and duties regarding the three key gatherings required in empowering effective usage Executive administration Line administration: useful or handle chiefs and clients of the frameworks IS/IT experts: regardless of whether they are interior to the association (midway found or in specialty units) or outside

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Generic Application Management Strategies: Centrally Planned Management reason Central coordination of all necessities will deliver better basic leadership Organizational prerequisites Knowledgeable and included senior administration Integrated arranging of IS/IT inside the business arranging process IT part Provide administrations to coordinate the business requests by working intimately with business administrators Line supervisors and clients part Identify the capability of IS/IT to address business issues at all levels of the association

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Generic Application Management Strategies: Leading Edge Management basis Technology can make business focal points and dangers merit taking Organizational necessities Commitment of assets and assets Innovative IS/IT administration Strong specialized aptitudes IT part Push forward limits of innovation use on all fronts Line directors and clients part Use the innovation and recognize the favorable circumstances it offers

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Generic Application Management Strategies: Free Market Management method of reasoning Market settles on the best choices and clients are in charge of business results Integration is not basic Organizational necessities Knowledgeable clients Accountability for IS/IT at business or utilitarian level Willingness to copy exertion Loose IT spending control IT part Competitive and most likely benefit focus proposed to accomplish an arrival on its assets Line chiefs and clients part Identify, source and control IS/IT advancements

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Generic Application Management Strategies: Monopoly Management justification Information is a corporate decent and an incorporated asset for clients to utilize Organizational prerequisites User acknowledgment of the logic Policies to compel through single sourcing Good anticipating of asset use IT part To fulfill client's necessities as they emerge, however non-order as far as the employments of IS/IT Line directors and clients part Understand needs and displays them to focal utility to acquire assets

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Generic Application Management Strategies: Scare Resource Management method of reasoning Information is a restricted asset and its improvement must be unmistakably defended Organizational prerequisites Tight budgetary control of all IS/IT costs Policies for controlling IS/IT and clients IT part Make best utilization of a constrained asset by tight cost control of costs and tasks Justify capital speculation ventures Line directors and clients part Identify and cost-legitimize ventures Passive unless advantages are distinguished .:ts

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