Started Enterprise Portfolio Management CMM white paper last night.  Expect this will become a finished chapter in Enterprise Design and Engineering book in progress.  Presently collating and organizing materials from all the engagements and methods I’ve produced for corporations over the years into a cohesive practice guide.  This will be a companion guide to the tools suite I am working on to release some time end of year.

enterprise-portfolio-management-white-paper

Enterprise Portfolio Management

Updated the CMM and Capabilities Roadmap yesterday still have a few more items to add.  The roadmap is slowly coming into shape.  Hope to have presentation and tools ready by February conference

Modern IT Portfolio Management CMM

Like the original CMM this version for Portfolio Management has 5 levels.  Taking a page from the CMMI work I did in the Marketing Domain for IBM/Samsung, et al. It will contain an assessment tool to help enterprises do it themselves.

I’ve been developing a CMMI for Enterprises Architecture similar to the Software CMMI.  Enterprise Portfolio Management will be the first subsection of the EA CMMI which will be part of the Structure in Threes book in works. Modern IT Portfolio Management CMM Capabilities

Internet of Things

During yesterday’s drive home and this morning’s drive into work I considered the latest Hype-cycle meme “IoT”, the Internet of Things.  That magical connection of every device to…  While we’ve had IoT in many forms prior consider X10 which many a RadioShack customer “wired” their house with, then PowerBus, etc.  Then as microcomputers truly became ubiquitous, home started getting wired for TCP/IP and later WiFi.  Now the amount of Wifi Hotspots around businesses and homes is staggering.  At an apartment a few years ago I was amazed to find no less than twenty-three private networks within range, no doubt all connecting various devices beyond a PC and providing services such as video and audio media.

Now as the term “IoT” comes into play I wonder if this and the “app” crazy has created the ecosystem that is the digital equivalent of what we all complain about airlines and hotels these days?  a la carte pricing and thereby cause the consumer and business to be the systems integrator.  The question become does “IoT”, “App Stores” and consumption economics become the perfect storm to devalue Information Technology and the complexity involved in integration.

I as this questions as more business executives question the value of enterprise and other technology architectures while in the same breath can’t understand why the pieces don’t fit together easily in just a flew clicks.  I wonder if that CxO’s car stops dead in the desert out of range of a cell tower will her or she be lost forever, given the likely inability to fix the technology they’ve asked for and become dependent upon.   About to decades ago and reprised the thought a few years ago, that one day businesses are likely to fail due to technology failure.  As this decade reaches the halfway point, I see that risk increasing beyond the obvious threat of hackers.

Methods: Designing a new Service

Had a great brainstorming session yesterday with a colleague discussing how to apply DSM techniques to the Service Design activities we’re involved in. [Going to have to update my methods PowerPoint again]  Came up with using DSM to identify and cluster functions across various customer requirements and then a simple prioritization using Risk DSM and Business Impact [ Risk * Business Value = Priority ]

Brainstorming DSM

Clustering activity is initially based on common functions. These are later categorized into one or more basic causes using Fishbone (Iishikawa) diagraming and 5 whys:  Capability, Capacity, Schedule, and other.  The context is total throughput (i.e., “The Goal” ).  This sets the context to prioritize which areas to address first.

 

Afterwards I when to my whiteboard to draft a model of the service I’m working on using Osterwalder’s Business Model Canvas.  Once I summarized the Business Process models I created before and extracted key components, it became obvious that the context needed to be changed.  The business in a business model context yielded some strange relationship issues.  Once internal supplying and receiving groups became Key Partners everything snapped to the grid perfectly, even then cost structure and revenue stream categories which are often hard to identify in internal business models: especially in IT where chargeback is often applied inconsistently.

Business Model Canvas

Modern IT Portfolio Management: Risk: System Definition

System Definitional Risk

One of the serious risks in Architect side is system definition. This is partitioned into completeness(e.g., maturity level [none to integrated], Validation level [none, author’s bench check……Simulation of requirements], and requirements freshness (i.e., things change, was what was needed specified and validated too long ago….).