Management Sample Paper


Paper details:Please read this summary below. 

As has been pointed out IT portfolio management is key to building a good IT strategy and every organization should have a common process for managing the overall value being delivered to the organization from its IT portfolio. But not all organizations do this.

Sometimes it is just easier to adhere to the status quo. After all, if something is already working, why would you want to change anything? Nevertheless, changes in process are often a good thing, potentially improving efficiency and adding value where there previously was none (or at least less). That said, the larger the organization, the more challenging implementing any form of process change is, especially when the changes pertain to technology.

Consider the fact that most modern organizations rely on their IT resources. Everything from new projects to everyday email is connected to it. Because of this deep integration, when IT portfolio management practices are introduced to (or revised in) an organization, the changes can be huge, subsequently heralding additional consequences (be they positive or negative).


How would you introduce IT portfolio management into an organization you work for or are familiar with? Identify the specific steps you would take.

300 words are required. Please add citations and references page number for each citation in the paragraph Example: (author name, year, p. xx). It’s required APA standard format. Prepare answer from your own thoughts. This is master level degree so, the answer should be very clear and concise. 

==============No plagiarism please =======


IT Portfolio Management

            IT portfolio management can be effectively introduced and implemented into an organization through eight simple steps, the first of which is to develop the IT portfolio management game plan (Malizlish & Handler, 2005, p. 7). This involves setting goals and objectives for the portfolio management, initiating the decision-making process, and assessing the risks involved in the management process. The second stage involves planning and building upon the overall game plan as laid down in stage one. It outlines the specific tasks and activities to take part in the planning phase (De Reyck, Grushka-Cockayne, Lockett, Calderini, Moura & Sloper, 2005, p. 8). Thirdly, the IT portfolio itself needs to be created, and this is where documentation of all current and planned IT investment strategies are undertaken and the information stored in a database. Next, the portfolio needs to be assessed in order to check the actual performance against the expected one. At this stage, it is also imperative to compare it with the objectives set and to monitor the system’s response to external and internal conditions (McNurlin, Sprague & Bui, 1989, p. 286).


            The fifth step in implementing IT portfolio management is balancing, whereby efforts are made towards refining the portfolio by adopting optimal solutions to improve it. The efforts involved could be as simple as a change of the IT-based application being used or the introduction of large transformative efforts that would affect the entire portfolio (Earl, 1989, p. 164). The next and arguably most important step is communication. Ideally, it should occur throughout the implementation process and it involves concerted efforts by managers to understand the best way to communicate to each audience, how often to do it and how to address their needs and concerns (Malizlish & Handler, 2005 p.  21). The seventh step is governance and organization, and it involves the identification of responsibilities for each individual, the steps to be followed and principles and policies to govern the introduction of the new IT portfolio. The final step of the introduction of an IT portfolio management is the assessment of the execution process. At this point, the aim is to ensure that the portfolio has been executed in accordance with the game plan set out at the beginning of the implementation process.


De Reyck, B., Grushka-Cockayne, Y., Lockett, M., Calderini, S. R., Moura, M., & Sloper, A. (2005). The impact of project portfolio management on information technology projects. International Journal of Project Management23(7), 524-537.

Earl, J. M. (1989). Management strategies for information technology. New York, NY: Prentice-Hall International.

Malizlish, B., & Handler, R. (2005). IT Portfolio Management Step-by-Step: Unlocking the Business Value of Technology. Hoboken, NJ: John Wiley & Sons, Inc.

McNurlin, B. C., Sprague, R. H., & Bui, T. X. (1989). Information systems management in practice. . New York, NY: Prentice-Hall International.

Get a 5 % discount on an order above $ 100
Use the following coupon code :