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
     management.

• 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
    standards.

• 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
    consensus.

• 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

• Active executive leadership
• Achieving visibility and consistency in IT investment decisions
• Drivers, objectives, and portfolio balance
• Understanding the limitations of IT Portfolio Management

• 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
      context.

• 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
      management.

• 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
    strategies.

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