Question: What features should we
consider when selecting portfolio-management dashboard software?
Our advice:
There are a number of critical success factors to consider when selecting
portfolio-management dashboard software, most of which would apply to any
mission-critical software. As IT budgets needs to be tightly managed,
portfolio-management software can help IT executives track and manage their
investments.
The foundation question is whether you have all your portfolio information in
one system, or whether it resides in multiple places. Assuming your company
information is in multiple places, as with most companies, you'll need a
solution that can pull together all the different data sources. If all your
information is in one data source, then look to the vendor that provided that
data source, as they probably have a reporting or dashboard software solution.
If, like most people, you have data sources in different places, then look for
a vendor that can meet all your needs, based on the checklist provided below.
Technical Considerations
-
How easily can it be integrated into your existing architecture?

-
How many data sources and data warehouses can the dashboard software integrate?
It isn't uncommon for portfolio-management dashboard software to be built upon
a proprietary, closed architecture, as that was the way things were done prior
to Web services. However, this strategy prevents a midsize to large
organization from integrating data from disparate data warehouses into the
portfolio-management dashboard. Be sure that the software can manage and
integrate all data warehouses and data marts, and that you can add data
warehouses over time without high costs.

-
How flexible or scalable is the solution? How easy is it to add or change data
sources? Can you change the metrics on the dashboard over time? Are ad hoc
query capabilities available?

-
Does the software offer multiple views of the same data based on user level or
focus. How many users will need to see this dashboard, and how often will they
need to access it?

-
Is the software secure?

-
How easy is it to save, change, and print reports?
Business Considerations
-
Does the software offer real-time, around-the-clock reporting capabilities?

-
Is the software solution cost effective? There's no need to pay millions for a
portfolio-management dashboard, no matter how large your company is.

-
Will the solution provide for a staged approach, so you can see great returns
in a rapid time frame.

-
Can it be built quickly? Web-services-based dashboards can be built in as
little as six- to eight-weeks.

-
Are the reports actionable? Alert-based?

-
Does the portfolio-management software offer enterprise-reporting capabilities?
Are the reports targeted at the decision makers within the organization, but
offering drill-down capabilities to explore questions in detail?

-
Is the dashboard easy to use, and easy to configure and change from a technical
perspective?

-
Can the software grab and aggregate data from different departments and data
sources?

-
Can the user define their key performance indicators and have those formulas
(when applicable) built into the software for your company?
-- Vanessa DiMauro
What does a CIO have to
do to establish a leadership-development program for the IT organization?
How do I develop a information-technology plan when the company itself
doesn't have a strategic plan?
What are the most
productive tasks an IT leader can focus on?
After three years of downsizing and cost cutting, how do I motivate my
management team and build a high-performance organization?
As the economy turns
around, what IT skills will be most in demand this year?
How should we manage change in our IT infrastructure to minimize risk?
Several weeks ago, you wrote
about when a project-management office makes business sense. What is the
appropriate design for a PMO?
The economy seems to be picking
up. Looking ahead, how do I retain good IT people in the face of an improving
IT market while my budget remains under pressure?
What IT skills will be most in
demand this year?
How do I objectively
evaluate the readiness of my organization to support emerging business
requirements?
What cultural and people factors
are important to consider when building IT capabilities to support
manufacturing factory and retail operations in China?
How could the Project
Management Institute help us effectively manage real-life IT projects to ensure
success?
How do we make our
communications proactive, rather than only getting to them when there's a
crisis?
What are the critical
success factors to achieve and maintain strategic alignment?
How can we develop an enterprise architecture across disparate business units?
How can I develop a
long-term information-technology plan when my company doesn't have a strategic
plan?
What attributes and
features should we consider when selecting IT asset-management software?
As an overworked IT manager,
what can I do to reduce my workload while maintaining high availability and
good security?
We're under management pressure to
outsource application development and to cut staff, but I'd rather get more
value from our existing staff, who know our business. How can I broaden their
skills?
As business picks up, what should I do to rebuild my organization, tactical
plan, and internal-management processes?
We have a strong team that
I'd like to make stronger. How do I instill more leadership qualities and
skills into my team?
What organizational structure would be most effective for
information-security governance?
How can we achieve effective
process ownership within our IT organization?
What organizational,
people, and process issues should we consider when setting up a telecommuting
program?
We've cut staff so much
in the last four years that I'm wondering if I can afford (from a work
perspective) to take vacation this summer. What can I do to reduce the chance
of something unraveling catastrophically while I'm away?
A few weeks ago, writing
about creating a vision statement, you said "seek expert facilitation to reach
a vision supported by all." Where can we get this expertise?
We know that we could
save money by consolidating servers currently scattered across business units.
How should we address the political issues around getting the business units to
give up their servers?
What level of IT spending is appropriate for a midsize to large financial
organization?
How should we assess our
IT organizational structure and processes?
How can we retain good IT people
in the face of an improving IT job market?
How should we determine the
appropriate network-support staffing level for a 10,000-node network?
What strategies are most
successful in a "political" organization?
How can one reduce
behaviors that are wasteful of IT resources?
How can we raise the IT knowledge of non-IT employees?
I'd like to establish a
management mentoring program within my organization. How should I start?
How should we deal with
the cultural and skill-set changes needed when moving from mainframe-based
applications to client/server and Web-based applications?
We're considering setting up
our own IT-abuse investigations group. What issues should we consider in making
this decision?
How should we assess and set priorities for our IT project portfolio?
What features should we
consider when selecting portfolio-management dashboard software?
How do we minimize the
negative impact of project cancellations on IT staff morale?
After three years in my current CIO position, I still find myself out of the
loop when it comes to strategic business decisions. What can I do about this?
Many large companies have a
project management office responsible for portfolio and program management.
When does a PMO make business sense?
After the extended economic downturn, we need to create a new vision for the
organization. How do we do that?
What technical and
security issues should we consider when setting up a telecommuting program?
How do we change IT from
reactive to proactive in a change-resistant corporate culture?
How can the CIO shift
the IT organization's mindset from service delivery to value creation?
What criteria should be included in the due-diligence assessment of IT at an
acquisition candidate?
How do I establish my
credibility with the CEO, chief operating officer, and CFO?
How do I motivate my
technical staff to cooperate with staff from our offshore outsourcing vendor?
|