I have the fortunate opportunity to manage the Enterprise Platform portfolio for Microsoft IT and thought that I’d share some tidbits how I do it.
In Microsoft IT, the Enterprise Platform Portfolio (EPP) is only one program portfolio peer to other program portfolios like our Line-of-Business (LoB) specific portfolios such as Sales, Marketing, Services, HR, Legal, IT (yes, even IT is a LoB to us), etc. The EPP is a portfolio designed to manage our platform systems and encourage them to deliver more value to the company.
I’ve distilled the EPP’s Charter (aka Team Model, Process Model and Delivery Approach) into the following points to help articulate how I manage the EPP:
• An Enterprise Platform is a set of Components where one or more of those Components are used by more than one Application. More than one Line of Business uses these Applications.
• An Enterprise Platform may master a Data Facet.
Relation to Goal Prioritization
Does the Platform relate to highest priority Business Goals?
Does the Platform relate to priority Business Capabilities Assessment (Value, Performance and Maturity)
Business on-boarding Commitment
Can the Platform demonstrate commitment from multiple businesses?
# of Redundant Apps and Plats
• Will the Platform reduce redundant Applications/Platforms?
• Will the Platform retire similar functioning Applications/Platforms slated for retirement?
Retirement of Unsupported Vendor Products
Will the Platform retire the use of unsupported vendor products?
Will the Platform improve information quality; make information more accurate and available?
Will the Platform help Microsoft comply with Regulatory Compliance?
Does the Platform comply with Security and Privacy Policies?
• Flexibility to support many Business Processes
I’m curious to learn what others do to manage platforms. Please share your thoughts if you have a moment.