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IT Services in Service Portfolio Management

IT Services in Service Portfolio Management

$249.00
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This curriculum spans the full lifecycle of service portfolio management, comparable in scope to a multi-workshop advisory engagement with an enterprise IT organization, covering strategic alignment, financial integration, governance, and operational execution across business and technology functions.

Module 1: Defining and Structuring the Service Portfolio

  • Selecting criteria for including or excluding services based on strategic alignment with business units and long-term technology roadmaps.
  • Establishing service categorization frameworks that distinguish between core, enabling, and enhancing services for governance clarity.
  • Mapping service lifecycles from concept to retirement to ensure consistent tracking across stages.
  • Integrating financial cost models at the service level to support investment prioritization decisions.
  • Resolving conflicts between IT and business stakeholders over service ownership and accountability.
  • Implementing version control for service definitions to maintain auditability during portfolio changes.

Module 2: Demand Management and Service Prioritization

  • Allocating limited IT resources across competing service requests using weighted scoring models.
  • Conducting demand forecasting using historical usage patterns and business growth projections.
  • Facilitating joint prioritization sessions with business unit representatives to align service delivery with operational needs.
  • Managing shadow IT by assessing unauthorized services and determining whether to formalize or decommission them.
  • Establishing thresholds for service request intake to prevent portfolio bloat and maintain manageability.
  • Designing feedback loops from service performance data to inform future demand planning cycles.

Module 3: Service Financial Management Integration

  • Assigning accurate cost centers to services for chargeback or showback reporting to finance teams.
  • Calculating total cost of ownership (TCO) for services, including labor, infrastructure, and third-party components.
  • Reconciling discrepancies between actual spend and budgeted service costs on a quarterly basis.
  • Implementing cost attribution models for shared platforms supporting multiple services.
  • Setting pricing policies for internal services when operating under a market-based model.
  • Integrating service cost data into executive dashboards for investment review meetings.

Module 4: Governance and Portfolio Oversight

  • Establishing a cross-functional service portfolio board with defined roles and decision rights.
  • Developing service review cadences that trigger reassessment based on performance or strategic shifts.
  • Enforcing retirement criteria for underutilized or obsolete services to reduce technical debt.
  • Resolving disputes between departments over service funding and priority during governance meetings.
  • Documenting governance decisions and ensuring traceability to portfolio changes.
  • Aligning service portfolio reviews with enterprise architecture and risk management cycles.

Module 5: Service Catalog Design and Integration

  • Defining service attributes and metadata standards to ensure consistency across the catalog.
  • Integrating the service catalog with incident, change, and request management systems for operational coherence.
  • Restricting catalog visibility based on user roles to prevent unauthorized service requests.
  • Validating service descriptions with technical and business stakeholders to avoid misinterpretation.
  • Managing dependencies between catalog services to prevent cascading failures during changes.
  • Automating catalog updates from the portfolio to reduce manual synchronization errors.

Module 6: Performance Measurement and Service Rationalization

  • Selecting KPIs that reflect both operational health and business value for each service.
  • Conducting benchmarking exercises to compare service performance against industry standards.
  • Identifying underperforming services using SLA compliance and user satisfaction data.
  • Initiating rationalization programs to consolidate overlapping or redundant services.
  • Assessing the impact of retiring a service on dependent business processes and users.
  • Reporting rationalization outcomes to stakeholders to justify portfolio optimization decisions.

Module 7: Change Management and Portfolio Evolution

  • Coordinating service introduction plans with release management to minimize operational disruption.
  • Updating service documentation and training materials during major service modifications.
  • Managing stakeholder resistance when retiring legacy services with entrenched user bases.
  • Conducting impact assessments for proposed changes to service scope or delivery model.
  • Integrating portfolio changes into organizational change management frameworks.
  • Tracking service evolution over time to support post-implementation reviews and audits.

Module 8: Integration with Enterprise Architecture and Strategic Planning

  • Aligning service portfolio roadmaps with enterprise architecture blueprints and technology standards.
  • Translating business capability models into service development priorities.
  • Mapping services to business processes to ensure end-to-end coverage and identify gaps.
  • Coordinating with enterprise architects to validate technology choices within new services.
  • Feeding service performance data into strategic planning cycles to inform future investments.
  • Resolving misalignments between current service offerings and future-state business objectives.
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