ENTERPRISE ARCHITECTURE AND PORTFOLIO MANAGEMENT: AN INTEGRATED APPROACH FOR CIO'S, CFO'S, CTO'S
(Now available on GSA. GS-02F-0046P)

Module Duration: The workshop is generally tailored for a 3-4 day duration, depending on client needs and constraints.

Focus: This intensive 3 to 4 day seminar is designed to help the C-level executive and his or her staff to grapple with the big picture of Enterprise Architecture and Portfolio Management and to bring these important management concepts to the practical level for any mid- to large- organization.

Learning Objectives: Taking the perspective of a newly-appointed C-level executive, seminar participants will grapple with the case of a multi-national manufacturing and service organization, its strategic and tactical situation, and its current and planned project portfolio, and asks participants to construct an action plan using tools, techniques and principles.

Course Topics:

• What is Enterprise Architecture Planning (EAP)
• How to apply Enterprise Architecture Planning in any organization
• What is Portfolio Management
• How to bring good Portfolio Management practice to the organization
• How to integrate EAP and Portfolio Management
• How to establish a working (technology) management system; building and chartering reference groups and executive steering committees)
• How to build an Information Technology Statement of Principles
• How to establish an Information Systems Catalog
• How to develop a Capabilities Statement: As-Is and To-Be; Migration approaches
• Developing an approach to prioritization in the context of capital constraints
• Change Management in the context of EAP and Portfolio Management
• Multi-project execution methods; project-by-project vs. overall milestones

Day 1 focuses on evaluating the strategic objectives of the organization in the case presented, building a working management system, and establishing principles. Day 2 focuses on planning and initiating selected projects, developing business and process models, cataloging existing systems, projects and infrastructure, and developing a statement of needed capabilities. Day 3 addresses prioritization, project scheduling rules and constraints, change management, and multi-project execution strategies. Optional Day 4 addresses how to prepare the organization to execute, tactical planning, and discussion of client-specific issues and opportunities.

Number of participants: Open