Post on 05-Dec-2014
description
transcript
12/18/2013
1
Portfolio Management:
Standard, Best Practice & Case Study
in Business-IT Context
By: Rahmat Mulyana,
MT,MBA,PMP,CISA,CISM,CGEIT,CRISC,ITIL-F
OMM 43rd – December 18th, 2013 Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Agenda
• Introduction
• Portfolio Management: Related Standard & Best Practice
• Project & Portfolio Management Application Review: Gartner & Forrester
• Process Maturity/ Capability Assessment: CMM, ISO 15504 & OPM3
• Case Study: Strategic Planning & Architecting
• Case Study: Value, Risk & Resource Optimization
• Case Study: Process Maturity/ Capability Assessment
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
12/18/2013
2
Brief Profile: Rahmat Mulyana,
MT,MBA,PMP,CISA,CISM,CGEIT,CRISC,ITIL-F
• Interest: “Business & Technology Alignment”
• Education: MBA, Information Systems, Computer Engineering (ITB)
• Association: PMI, ISACA, IIA, IASA, AIS
• Specialties: Strategic & IT Master Planning, Business & IT Architecting, Enterprise Governance &
Management of IT, Information Security & IT Auditing & Assurance
• Clients: Banking, Telco, Insurance, Airport, Seaport, Hospital, Pawnshop, Plantation, Forestry,
Energy, Ministry, University
• Experience:
– Co-founding & managing ComLabs ITB (2000-2007)
– Co-founding & managing Transforma (2008-now)
– Facilitator @ ComLabs Training (2000-now), Transforma Institute (2008-now)
– Professional lecturer @ Tel-U & Public lecture @ universities (2010-now)
– Working group @ SNI development related to Business-IT (2013-now)
• Mobile: +62-812-246-8446
• Email: rahmatmoelyana@transforma.co.id
• Profile: http://www.linkedin.com/in/rahmatmulyana
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Events Documentation
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
ISACA Conference feat Erik Guldentops, 2013
Strategic Planning @ Unsri, 2013
OJK Chief Audit Executive Forum, 2013
PMI Branch Launching, 2013
Public Lecture @ UIN SGD, 2012
IT Master Planning
@ Transforma Institute, 2013
12/18/2013
3
Agenda
• Introduction
• Portfolio Management: Related Standard & Best Practice
• Project & Portfolio Management Application Review: Gartner & Forrester
• Process Maturity/ Capability Assessment: CMM, ISO 15504 & OPM3
• Case Study: Strategic Planning & Architecting
• Case Study: Value, Risk & Resource Optimization
• Case Study: Process Maturity/ Capability Assessment
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Business & IT Relationship Paradox!
• IT Investment will never stop grow!
– 1995: US$ 527.9 billion (OECD), estimated growth 9.7%
pa
– 2011: US$ 3.6 trillion (Gartner), actual growth 13,5% pa
Unfortunately the facts showed….
• IT Productivity Paradox:
– “You can see the computer age everywhere but NOT in
the productivity statistics”
• IT Investment Paradox:
– “large sums are invested in IT and seem to be swallowed
by a large black hole without rendering many returns”
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
12/18/2013
4
Many research show that most organizations
were failed to deliver value from their IT
investments
BUT……
IT Contribution Failed!
Include: Portfolio, Programmes & Projects Management
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
What is Portfolio Management?
• A portfolio is a
collection of
projects and
programmes and
other work that are
grouped together to
facilitate the effective
management of that
work to meet
strategic goals.
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
• Portfolio management is the centralised management of one or more project
portfolio, which includes identifying, prioritising, authorising, directing and
controlling projects, programmes and other work to achieve specific strategic goals.
Source: ISO 21500:2012
12/18/2013
5
Portofolio, Program & Project: Comparison
• Portfolio
management is
about “to do the
right things”
• Programs and
projects
management are
about “to do
things right”
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Source: The Standard for
Portfolio Management,
PMI, 2013
Portofolio, Program & Project Relationship
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Source: Organization Project Management
Maturity Model (OPM3), PMI, 2013
• Cascaded from Strategy
into Operations
• It’s all about Optimizing
Value, Risk &
Resources
12/18/2013
6
Value Analysis Tools
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Payback Period
Discounted Cash Flow
Net Present Value
Internal Rate of Return
Profitability Index
Real Options
Cost Benefit Analysis
Do business measure IT value often enough?
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Source: CIO Magazine, July 2006
12/18/2013
7
What COBIT 5 says about Portfolio, Program & Project?
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
BAI-01 Manage Programmes & Project
APO-05 Manage Portofolio
Governance
Management
Source: COBIT 5, ISACA, 2012 & ISO 38500:2008
• Accountability:
– Governance: Board
– Management: Business & IT Management
APO-05: Manage Portfolio
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Source: COBIT 5, ISACA, 2012
12/18/2013
8
BAI-06: Manage Program & Project
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Source: COBIT 5, ISACA, 2012
BAI-06: Manage Program & Project
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Source: COBIT 5, ISACA, 2012
12/18/2013
9
Agenda
• Introduction
• Portfolio Management: Related Standard & Best Practice
• Project & Portfolio Management Application Review: Gartner & Forrester
• Process Maturity/ Capability Assessment: CMM, ISO 15504 & OPM3
• Case Study: Strategic Planning & Architecting
• Case Study: Value, Risk & Resource Optimization
• Case Study: Process Maturity/ Capability Assessment
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Latest PPM
Application
Capability
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
While PPM has historically
been seen as a tool for
either:
• top-down forecasting &
planning
• project management
organizations rarely use a
single tool for both
purposes
Source: Forrester, Q4 2012
12/18/2013
10
Forrester Wave: Strategic Planning
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Source: Forrester, Q4 2012
Strategic Planning Capabilities
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Source: Forrester, Q4 2012
12/18/2013
11
Forrester Wave: Work Execution
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Source: Forrester, Q4 2012
Work Execution Capabilities
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Source: Forrester, Q4 2012
12/18/2013
12
Gartner Magic Quadrant: IT Project & Portfolio Applications
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Source: Gartner, June 2010
Gartner Magic Quadrant: IT Portfolio Analysis Applications (IIPA)
CIO magazine:
The market for project management
software and services totals about $1.2
billion annually, according to Forrester
Research.
The market for project portfolio management
(PPM) software stood at $2.9 billion in
2008, according to IDC, which expects the
PPM software and services market to reach
$4.2 billion by 2013.
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
"The IIPA software market helps IT leaders
link, monitor, analyze and communicate
their activities on a single portfolio-level
software platform, providing CIOs and other
executives with holistic views of the IT
portfolio while IT plans and executes in
response to business and IT strategies."
12/18/2013
13
Agenda
• Introduction
• Portfolio Management: Related Standard & Best Practice
• Project & Portfolio Management Application Review: Gartner & Forrester
• Process Maturity/ Capability Assessment: CMM, ISO 15504 & OPM3
• Case Study: Strategic Planning & Architecting
• Case Study: Value, Risk & Resource Optimization
• Case Study: Process Maturity/ Capability Assessment
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Process Assessment Framework
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Source: Process Assessment Model, ISACA, 2013
12/18/2013
14
Measurement Framework: CMM & ISO 15504
CMM
• Began from Process Maturity Framework 1989, 1993,
1995 by Watts Humphrey in “Managing the Software
Process”
• Initiator = Software Enginerring Institute (Carnegie
Mellon University)
• Sponsor = US. Department of Defense
• Maturity = “degree of formality & optimization of
processess”
• Early goal = improve software dev process
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
ISO 15504
• Began from SPICE (Software Process
Improvement and Capability Determination) as
result from working group since 1993
• Early reference from ISO/IEC 12207 (Software
Lifecycle Processes) including many maturiy
model such as Bootstrap, Trilium dan CMM
• Developed into 6 business area: organizational,
management, engineering, acquisition supply,
support, operations
The Organizational Project
Management Maturity Model (OPM3)
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Source: OPM3, PMI, 2013
12/18/2013
15
Not only Process but Seven Enabler!
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Source: COBIT 5, ISACA, 2012
1. Principles, policies and frameworks—Are the
vehicles to translate the desired behaviour into
practical guidance for day-to-day management
2. Processes—Describe an organised set of practices
and activities to achieve certain objectives and
produce a set of outputs in support of achieving overall
IT-related goals
3. Organisational structures—Are the key decision-
making entities in an organisation
4. Culture, ethics and behaviour—Of individuals and of
the organisation; very often underestimated as a
success factor in governance and management
activities
5. Information—Is pervasive throughout any organisation, i.e., deals with all information produced and used by the
enterprise. Information is required for keeping the organisation running and well governed, but at the operational level,
information is very often the key product of the enterprise itself.
6. Services, infrastructure and applications—Include the infrastructure, technology and applications that provide the
enterprise with information technology processing and services
7. People, skills and competencies—Are linked to people and are required for successful completion of all activities
and for making correct decisions and taking corrective actions
Agenda
• Introduction
• Portfolio Management: Related Standard & Best Practice
• Project & Portfolio Management Application Review: Gartner & Forrester
• Process Maturity/ Capability Assessment: CMM, ISO 15504 & OPM3
• Case Study: Strategic Planning & Architecting
• Case Study: Value, Risk & Resource Optimization
• Case Study: Process Maturity/ Capability Assessment
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
12/18/2013
16
Strategic Planning in Business-IT Context: Where Portfolio
Created
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Review dan AssessmentStrategis Pada Organisasi
Visi, Misi dan Nilai
Strategi, Obyektif dan Indikator
Regulasi, Pasar dan Pesaing
Produk dan Jasa
Information Governance
Analisa KebutuhanSistem Informasi Organisasi
Arsitektur Bisnis
Informasi dan Pengetahuan
Jaringan Organisasi
SDM, Struktur, dan Kultur
Kebijakan, Standar & Prosedur
Penyusunan IT Blueprint
Arsitektur Data
Arsitektur Aplikasi
Arsitektur Infrasruktur danPerangkat Keras
Stakeholder dan Pengguna
Manajemen PortofolioProgram dan Proyek
Portofolio Program dan Proyek
Rencana Anggaran dan Investasi
Tata Pamong (IT Governance)
Assessment Kondisi Eksisting
Arsitektur Data
Arsitektur Aplikasi
Arsitektur Infrasruktur danPerangkat Keras
Stakeholder dan Pengguna
Tata Pamong (IT Governance)
Manajemen Implementasi danReview Portofolio
Monitoring Kinerja Portofolio
PeranStrategis TI
TI Eksisting
TI MasaDepan
Kebutuhan SistemInformasi
Baseline
ProfilStrategis
Organisasi
1 2
6
43
Strategi Implementasi
Strategi dan panduanimplementasi
Analisa Kesenjangan TI
5
Manajemen Perubahan
Yearly Strategic Themes
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Tahun 2013 2014 2015 2016 2017
Tema Basic Capabilities
Yaitu kemampuan
untuk mendukung
layanan medis dasar
dan transaksi
keuangan
Managed Capabilities
Yaitu kemampuan
untuk mendukung
seluruh layanan
medis termasuk
pendukung medis
yang terintegrasi dan
jejaring medis yang
utama
Extended Capabilities
Yaitu kemampuan
untuk mendukung
seluruh proses di XYZ
dan seluruh
jejaringnya
Optimised Value
Yaitu mengoptimalkan
investasi TI menjadi
benefit bagi institusi
Strategic partnership
Yaitu TI memjadi
strategic partner
bisnis untuk membuat
inovasi dalam layanan
medis maupun
manajemen rumah
sakit
Kriteria Keterpenuhan
fungsionalitas
dasar kebutuhan
utama bisnis
Rekam medis
yang terintegrasi
(satu pasien satu
rekam medis)
Koneksi dengan
jejaring utama
dalam transaksi
keuangan
Sentralisasi
Pengelolaan IT
Penunjang medis
yang terintegrasi
Kolaborasi dalam
pelayanan medis
Implementasi
integrated clinical
pathway
Koneksi jejaring
utama layanan
medis (rujukan)
Integrasi TI
Keterpenuhan
Fungsionalitas
semua kebutuhan
bisnis
Koneksi dengan
semua jejaring
XYZ
IT Sebagai
Revenue Center
Keterpenuhan
kebutuhan
informasi pada
dukungan strategis
Integrated clinical
pathway yang
efektif
Knowledge sharing
antar unit
Inovasi layanan
rumah sakit
menggunakan TI
Optimalisasi
clinical analytics
pada layanan
medis
Investigasi medis
menggunakan TI
12/18/2013
17
Portfolio (Program & Project): IS Initiatives
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
KATEGORI PROYEK TIPE DESKRIPSI
Sistem Informasi
A. Perbaikan
aspek
keuangan
1 Pembangunan sistem
akuntansi
Sistem Baru Pembangunan aplikasi baru dengan fitur standard akuntansi,
setidaknya meliputi buku besar, AR/AP, Laba Rugi, Billing umum
(non pasien), akuntansi biaya, manajemen klaim
2 Integrasi semua modul
eksisting ke sistem jurnal
akuntansi
Sistem Baru memastikan semua modul aplikasi eksisting terintegrasi dengan
mekanisme jurnal ke akuntansi. Seperti pelayanan IRD, IRI, IRJ,
gudang medik, farmasi, IPSRS, Pengadaan, Gizi, pengadaan,
gudang non medik, fixed asset management
3 Penyempurnaan Billing
Management
Upgrade pengisian komponen billing pada unit pelayanan harus tersambung
dengan jurnal akuntansi (opsi: langsung maupun batch).
Terintegrasi dengan cash management dan modul AR akuntansi.
Memungkinkan ditarik ke financial management sebagai bagian
untuk financial forecasting
4 Penyempurnaan Cash
Management
Upgrade cash management ditingkatkan fungsionalitasnya dengan
menambahkan fitur pemasukan (cash-in) dan pengeluaran (cash-
out) untuk semua sumber data yang memungkinkan
5 pembangunan sistem
Remunerasi
Sistem Baru pembangunan aplikasi baru untuk pengelolaan remunerasi dengan
fungsional: monitoring komponen kinerja, kalkulasi remunerasi,
integrasi akuntantansi
For every identified initiatives we performed risk & impact analysis to setup priorities
Criterias example:
– Risk rated in H, M, L by considering investment value, impacted business processes,
impacted architecture and projects duration
– Impact rated in H, M, L by considering potential financial benefit and impact to customer
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Risk & Impact Criterias
12/18/2013
18
Implementation Roadmap
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
PROGRAM 2013 2014 2015 2016 2017 2018
Sistem Informasi
A Perbaikan aspek keuangan
B Perbaikan mutu dan efisiensi pelayanan
C Perbaikan layanan penunjang medis
D Perbaikan penunjang non-medis
E Perbaikan administrasi dan proses manajemen
operasional
F Penyajian informasi untuk keperluan strategis
G Pengembangan Data Mining
H Pengembangan knowledge management
I Perbaikan Portal Web
J Pengembangan sistem informasi pendidikan dan
penelitian
Infrastruktur
K Peremajaan Data Center eksisting
L Penambahan Segmen Baru
M Peningkatan Perangkat Jaringan
N Implementasi Disaster Recovery Center
Tata Kelola TI
O Penguatan Struktur Tata Kelola TI
P Penetapan Proses Tatakelola TI
Q Peningkatan SDM
R Teknologi Pendukung
Investment Plan Estimation
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
PROGRAM INISIATIF TIPE 2014 2015 2016 2017 2018
Sistem Informasi
A.
Perbaikan
aspek
keuangan
1.
Pembangunan sistem akuntansi Sistem Baru 500
800
500
600
2.
Integrasi semua modul eksisting
ke sistem jurnal akuntansi
Sistem Baru 100 100
3.
Penyempurnaan Billing
Management
Upgrade 50
4.
Penyempurnaan Cash
Management
Upgrade 50
5.
pembangunan sistem Remunerasi Sistem Baru 100
B.
Perbaikan
mutu dan
efisiensi
pelayanan
6.
pembangunan Modul Integrated
Clinical Pathway
Sistem Baru 500
800
500
500
7.
Pembangunan Sistem Rujukan Sistem Baru 300
12/18/2013
19
Agenda
• Introduction
• Portfolio Management: Related Standard & Best Practice
• Project & Portfolio Management Application Review: Gartner & Forrester
• Process Maturity/ Capability Assessment: CMM, ISO 15504 & OPM3
• Case Study: Strategic Planning & Architecting
• Case Study: Value, Risk & Resource Optimization
• Case Study: Process Maturity/ Capability Assessment
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Feasibility Framework
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
ANALYSIS FRAMEWORK
2. Conventional Investment Analysis
3. Risk Analysis4. Enhanced Investment
Analysis1. Strategic Alignment
Analysis
V.1.0
START
INPUT:· Environment Condition· Industry Condition· Internal and External Condition· As Is IT Condition· IT Internal Study
2
END
INPUT:· IT Investment Risk Data
PROCESS:· Risk Identification· Risk Analysis· Risk Evaluation
METHOD:· Interview
OUTPUT:· IT Investment Risk Profile
INPUT:· IT Investment Analysis Result· IT Investment Risk Profile
PROCESS:· Risk-Based Options
Identification· IT Investment Configuration
Analysis· Real-Options Valuation· Sensitivity Analysis
METHOD:· FGD
OUTPUT:· Decision Recommendation
Approved?
Approved?3
Approved?
START
4
2
2
PROCESS:· Cost Analysis· Benefit Analysis· Investment Analysis (NPV, IRR,
ROI, Payback Period)
METHOD:· Interview
OUTPUT:· IT Investment Analysis Result
PROCESS:· Trend Analysis (PEST)· Industry Analysis (Enhanced
Five Forces)· External and Internal Analysis
(SWOT)· Corporate Strategy Analysis
(TOWS)· IT Strategy Analysis (BSC)· IT Project Analysis (EA & GEIT)
METHOD:· Interview
OUTPUT:· To Be IT Condition
1
INPUT:· As Is IT Condition· To Be IT Condition
Approved? 3
1
Yes
No
No
Yes
No
Yes
3
No
Yes
12/18/2013
20
Strategic Alignment Analysis
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Conventional Investment Analysis
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
0 1 2 3 4 5 6 7
2012 2013 2014 2015 2016 2017 2018 2019
Inflation Factor 1.000 1.050 1.103 1.158 1.216 1.276 1.340 1.407
Growth Factor 1.000 1.162 1.350 1.568 1.821 2.116
Total Cost Reduction & Avoidance Rp0 Rp0 Rp0 Rp0 Rp0 Rp0 Rp0 Rp0
Total Losses Reduction Rp0 Rp0 Rp998,073,771 Rp998,073,771 Rp998,073,771 Rp998,073,771 Rp998,073,771 Rp998,073,771
Total Increase Revenue (Forecast) 16.17% Rp0 Rp0 Rp0 Rp0 Rp0 Rp0 Rp0 Rp0
Total Benefit Rp0 Rp0 Rp998,073,771 Rp998,073,771 Rp998,073,771 Rp998,073,771 Rp998,073,771 Rp998,073,771
Total Benefit including Inflation 5.00% Rp0 Rp0 Rp1,100,376,332 Rp1,155,395,149 Rp1,213,164,906 Rp1,273,823,152 Rp1,337,514,309 Rp1,404,390,025
IT Infrastructure Cost (DC and 2 Regional
Offices Setup, Installation & Configuration)Rp0 Rp0 Rp0 Rp0 Rp0 Rp0 Rp0 Rp0
Total Change Management Cost (2 Regional
Offices)Rp0 Rp0 Rp299,711,800 Rp0 Rp0 Rp0 Rp0 Rp0
IT Infrastructure Cost (DC and 2 Regional
Offices Network Operations, without DRC)Rp0 Rp0 Rp0 Rp0 Rp0 Rp0 Rp0 Rp0
Total Expenses Rp0 Rp0 Rp299,711,800 Rp0 Rp0 Rp0 Rp0 Rp0
Total Expenses including Inflation 5.00% Rp0 Rp0 Rp330,432,260 Rp0 Rp0 Rp0 Rp0 Rp0
EBITDA Rp0 Rp0 Rp769,944,073 Rp1,155,395,149 Rp1,213,164,906 Rp1,273,823,152 Rp1,337,514,309 Rp1,404,390,025
Capital Used (Weighted Average) Rp0 Rp0 Rp1,875,432,260 Rp1,875,432,260 Rp1,607,513,365 Rp1,339,594,471 Rp1,071,675,577 Rp803,756,683
Capital Repayment Rp0 Rp0 Rp0 Rp267,918,894 Rp267,918,894 Rp267,918,894 Rp267,918,894 Rp267,918,894
Capital Used Balance Rp0 Rp0 Rp1,875,432,260 Rp1,607,513,365 Rp1,339,594,471 Rp1,071,675,577 Rp803,756,683 Rp535,837,788
Interest (WACC) 14.75% Rp0 Rp0 Rp0 Rp276,640,550 Rp276,640,550 Rp237,120,471 Rp197,600,393 Rp158,080,314
CAPEX Application Value Rp0 Rp0 Rp1,545,000,000 Rp1,236,000,000 Rp927,000,000 Rp618,000,000 Rp309,000,000 Rp0
Amortization 20.00% Rp0 Rp0 Rp0 Rp309,000,000 Rp309,000,000 Rp309,000,000 Rp309,000,000 Rp309,000,000
CAPEX IT Infrastructure Value Rp0 Rp0 Rp0 Rp0 Rp0 Rp0 Rp0 Rp0
Depreciation 20.00% Rp0 Rp0 Rp0 Rp0 Rp0 Rp0 Rp0 Rp0
PBT Rp0 Rp0 Rp769,944,073 Rp569,754,599 Rp627,524,357 Rp727,702,680 Rp830,913,916 Rp937,309,710
Income Tax 25.00% Rp0 Rp0 Rp192,486,018 Rp142,438,650 Rp156,881,089 Rp181,925,670 Rp207,728,479 Rp234,327,428
Net Cash Flow Rp0 Rp0 (Rp967,541,945) Rp468,397,055 Rp511,724,373 Rp586,858,116 Rp664,266,543 Rp208,225,600
IRR 43.30%
NPV Rp705,413,912
ROI 37.61%
Cumulative Net Cash Flow Rp0 Rp0 (Rp967,541,945) (Rp499,144,890) Rp12,579,483 Rp599,437,599 Rp1,263,704,142 Rp1,471,929,742
Payback Period 3 years 25 months
Year
Parameter Rate
12/18/2013
21
Risk Analysis
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Minor (L) Moderate (M) Mayor (H)
High (H) Medium High High
Medium (M) Low Medium High
Low (L) Low Low Medium
Probability
Impact
Real Options Valuation
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
Parameter Description
q Option success probability
Vmax NPV maximum from the option
Vmin NPV minimum from the option
Ve Expected value from the option (derived from NPV minimum & maximum of an option and its success probability)
rf Risk-free rate (derived from applicable BI rate)
p Risk-free probability (derived from expected, minimum and maximum NPV, plus risk-free rate)
t Project lifetime for the option (in term of year)
K Cost of the option (derived from its total capital expenditure)
S Salvage value (calculated residual value derived from capital expenditures and its depreciation/ amortization rate)
x% Contribution Value (adjustable between 0 to 100% in order to maximize the value, either from the salvage value or remaining
project value)
12/18/2013
22
Enhanced Investment Analysis
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
4
3
2
5
2'
3'
5'
P/S
1 A
E
A
Pilot
S1
Follow-up
S5
S3
Expand
Stage 1
Stage 2
3
3'
E
S6
S4
Expand
S2
MONTHS
Development ES 1 (12m)
Abandon
Abandon
No Expand
No ExpandDevelopment ES 2 (12m)
Change Mgmt ES 2 (8m)
Development ES 1 (6m)
Development ES 2 (18m)
Operation DC & DRC Pilot Option
Operation DC & DRC Stage Option
P
S
A
E
S1
Legend:
Pilot Option
Stage Option
Abandon Option
Expand Option
Scenario Pilot-Abandon
S2 Scenario Stage-1-Abandon
S3 Scenario Pilot-Follow-up
S4 Scenario Stage-1-Stage-2
S5 Scenario Pilot-Follow-up-Expand
S6 Scenario Stage-1-Stage-Expand
0 5 6 12 16 17 24 28 29
Change Mgmt ES 1 (1m)
Change Mgmt ES 2 (7m)Dev IA (4m)
Change Mgmt IA (1m)
Rp802,210,689,033 Rp148,759,319,500
(Rp33,482,137,624)
Rp654,187,752,968
Rp9,605,594,360
Rp1,162,511,849
Rp43,895,090,126
Rp192,654,409,626
(Rp23,876,543,264)
Rp621,868,127,193
Rp620,705,615,344
Rp950,970,008,533
Rp952,132,520,382 Rp1,162,511,849
Example
Agenda
• Introduction
• Portfolio Management: Related Standard & Best Practice
• Project & Portfolio Management Application Review: Gartner & Forrester
• Process Maturity/ Capability Assessment: CMM, ISO 15504 & OPM3
• Case Study: Strategic Planning & Architecting
• Case Study: Value, Risk & Resource Optimization
• Case Study: Process Maturity/ Capability Assessment
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
12/18/2013
23
Process Maturity Assessment (CMM)
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013
PO5 Manage the IT Investment PO5
LINK Level Compliance Contribution Value
0 0,33 0,00 0,00
1 0,13 1,00 0,13
2 0,53 1,00 0,53
3 0,78 1,00 0,78
4 0,66 1,00 0,66
5 0,42 1,00 0,42
0 Non-existent
2,53
Nr Weight
1 1 x 0,00
2 1 x 0,66
Total Weight 2
1 Initial/Ad Hoc
Nr Weight
1 1 x 0,33
2 1 x 0,00
3 1 x 0,00
4 1 x 0,00
5 1 x 0,33
Total Weight 5
2 Repeatable but Intuitive
IT investments are justified on an ad hoc basis.
Reactive and operationally focused budgeting decisions occur.
Maturity Level
Maturity Level
Statement Do you agree…
The organisation recognises the need for managing the IT
investment, but this need is communicated inconsistently.
Allocation of responsibility for IT investment selection and budget
development is done on an ad hoc basis.
Isolated implementations of IT investment selection and
budgeting occur, with informal documentation.
Re
lativ
e
Im
po
rta
nce
Maturity Level
Maturity Level =
Statement Do you agree…
There is no awareness of the importance of IT investment
selection and budgeting.
Instructions: A relative Weight between 0 and 10
should be allocated for each statement, and then an
'x' is used to indicate which statement is applicable.There is no tracking or monitoring of IT investments and
expenditures.
Process Assessment Status Open Manage the IT Investment
Management of the process of Manage the IT investment that
satisfies the business requirement for IT of continuously and
demonstrably improving IT’s cost-efficiency and its contribution
to business profitability with integrated and standardised services
that satisfy end-user expectations is:
Back to Assessment Overview
Not
at
all
A little
To s
om
e d
egree
Com
ple
tely
Process Capability Assessment (ISO 15504)
Portfolio Management: Standard, Best Practice & Case Study in Business-IT Context, Dec 18 2013