enterprise architecture    

IT Portfolio Management

IT Portfolio: Managing for Capability and IT Value
Newly revised. Join your peers at this 3 day interactive executive development session.

Course Outline | PDF | Course Fees |

This is a discussion-focused 3-day workshop. The order and flow of these topics will be adjusted to fit the discussion and needs of the participants and their organizations.

1. Portfolio Management.
    Understanding what the enterprise invests in.

  • What is an IT portfolio?
  • Recognizing the organization's existing IT portfolio
  • How many projects are chasing how many resources?
  • The business case for IT portfolio management

2. IT Value.
    Considering what IT investments are worth.

  • Defining and recognizing IT value
  • The language of value vs. the language of cost
  • Cost avoidance and rework
  • Value assessment approaches and tools

3. Capabilities.
     Assessing what the enterprise needs for success.

  • Identifying needed capabilities
  • Distinguishing skills, talents, capabilities
  • Capability-driven analysis

4. Portfolio Processes.
    Activities that enable visibility and effective

  • Selection and retirement of assets
  • Analysis of investments
  • Control and review of performance
  • Evaluation against objectives and goals
  • Criteria for a successfully managed portfolio

5. Transformation.
    Enabling strategic alignment.

  • The enterprise context for transformation
  • Accountability, governance, and compliance drivers
  • Transformation strategies
  • Requirements for successful transformation

6. Architecture in a Portfolio Context.
    Frameworks, enterprise strategies, and architecture

  • Planning the enterprise's migration from "as-is" to "to-be"
  • How much architecture is just enough?
  • Utilizing architecture principles in tactical decisions

7. Decision Methods.
    Techniques for decision making and criteria-driven

  • Establishing criteria for IT investment decisions
  • Styles of decision making and management
  • Decision dimensions and criteria
  • Techniques for evaluating alternatives

8. Information, Transparency, and Analysis.
    Assessing investments in portfolio management.

  • Return-on-investment (ROI) and justifying proposed investments
  • Process and criteria transparency in IT investment decisions
  • What kinds of information do executives need?
  • Analyzing the portfolio
9. Governance and Leadership.
    Getting the most value from the enterprise's effort.
  • Active executive leadership
  • Achieving visibility and consistency in IT investment decisions
  • Drivers, objectives, and portfolio balance
  • Understanding the limitations of IT Portfolio Management
10. Recognizing the Baseline.
Understanding the enterprise's current portfolio.
  • IT inventories: Where they succeed and where they fail
  • What constitutes value for existing programs and systems?
  • Recognizing business capabilities, targets, and transitional systems
  • Assessing the current portfolio's strengths and weaknesses

11. Reengineering.
      Strategies for legacy assets in the IT Portfolio.

  • Recognizing when to replace, refresh, or reengineer
  • The sunk cost vs. new investment trade-off
  • Recovering lost value from existing assets
  • Analyzing the gap between requirements and system capabilities

12. Assessment.
      Justifying projects and programs in a portfolio

  • Establishing and running an assessment framework
  • Data collection and workbook mechanics
  • Lessons learned on scoring projects and proposals
  • The investment review process
  • Managing process integrity and overcoming gaming

13. Control and Evaluation.
      Reviewing both individual projects and
      the entire portfolio

  • The importance of a regular, consistent review process
  • In-progress and annual review
  • Reviewing legacy systems in operation
  • Assessing and managing risk
  • Pitfalls of control and review processes

14. Visibility.
      Presenting understandable analysis to senior

  • What do executives need regularly to make the best decisions?
  • Transparency and "going graphic"
  • The Dashboard -- making trends and issues clear and evident
  • The role of the investment review working group

15. Achieving balance.
    Managing alignment between IT and enterprise

  • Supporting transformation in the enterprise
  • Challenges for the IT and business organizations
  • Defeating portfolio management pitfalls
  • Recap of key lessons learned in the trenches

Who should attend

Senior Vice President/Director
Chief Information Officer (CIO)
Vice President/Director IS
IT Portfolio Manager/
Program Director
Strategic Planner/
Enterprise Architect
Information Systems Manager
Business Architect
IS/Technology Architect
IS/Technology Planner
Project Manager/Leader
Information Architect
Business Analyst

Over 9000 IT professionals have developed their careers with an Intervista session.
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(Intervista is now offering DAMA & EAIG members a 10% discount on all of our courses)
  Course fees
 3-Day Executive Session
Small teams
(5 to 9 participants: fee per participant). Large teams inquire for additional discount.

$ 2795
Early enrollment
4 weeks prior to session date.

$ 2875
Regular enrollment
Must be received one day prior to session. No participant will be admitted into the course without prior payment arrangement.
$ 2915
Applicable taxes extra. All prices are in USD.

*Promotional offers cannot be combined with our discounts. Credit card payment required at time of registration.

Designated as a recognized educational institution, reference number 1145223385 for educational tax credits.
Désigné comme établissement d'enseignement reconnu, numéro de référence 1145223385 pour les crédits d’impôt éducatifs.

Group discounts do not apply for customized courses. Educational sessions scheduled outside continental United States and Canada are subject to a 20% surcharge on tuition fees.

Cancellations are accepted up to two weeks prior to the course. A $100 service charge will be applied.
Please obtain a cancellation number from us to confirm.  Late cancellations will not be refunded, but enrollment fees may be credited to any future Intervista course, seminar or conference anywhere in North America. Substitutions may be made at any time.

Intervista Institute reserves the right to postpone, cancel or change scheduled dates or venues, as well as the right to substitute instructors with other highly qualified experts. Participants that cannot attend a rescheduled course and have paid for the course, will be entitled to a full refund or credit for another course.


For more information about our innovation programs contact:
Teresa Di Cairano at 514-703-9370 or Robert Mazerolle at 514-717-7667.

enterprise architectureProfessional Accreditation
Certain professional associations may recognize Intervista courses for credit to satisfy your continuous education requirement. Present the course outline to your board for confirmation. These courses provide approximately 21 hours of advanced instruction.

© Intervista Inc.

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Contact us about how to schedule this course on-site for teams of 12 or more.

The talk

The talk

What your colleagues say about Intervista courses:

“This was a fantastic course, exceeded my expectations. Venue, content, instructor expertise & presentation. One of the biggest breakthrough learning this week was the commonallity among us across multiple sectors (govt & commercial) in two countries and industry emergence of the topic from vagueness to clarity.

It solidifed that this is the next paradigm breakthrough in software development. It is about ending fear & trust toward learning and growing.”
Sheila Schanck
Director, IT Portfolio Management
Arbitron Inc.

“I congratulate you on the high caliber of your speakers — they bring a wealth of knowledge to supplement the course material.”
Carol Lachapelle

“Absolutely excellent, current and immediately applicable.”
James Meck
Chief Architect
BAE Systems

Program Overview

1. Portfolio Management
2. IT Value
3. Capabilities
4. Portfolio Processes
5. Transformation
6. Architecture in a Portfolio Context
7. Decision Methods
8. Information, Transparency, Analysis
9. Governance and Leadership
10. Recognizing the Baseline
11. Legacy Strategies in the Portfolio
12. Justify Projects and Programs
13. Control and Evaluation
14. Visibility
15. Achieving balance

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Why transformation?

Course leader

Elliot Chikofsky
Elliot Chikofsky
is a member of the Intervista faculty and is an EM&I Fellow with Engineering Management & Integration (EM&I).

He advises on IT investment and portfolio management, enterprise architecture, and systems management for both corporate and government clients.  He is also Vice Chair of IEEE's Technical Council on Software Engineering, as well as Chair of the Reengineering Forum industry association.
Learn more about our Intervista faculty.


Getting to the Executive Office with IT Portfolio Management

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