1. Service Portfolio Management

2. 2 The Quest for Alignment Business Objectives & Outcomes “Shorten Sales Cycles” “Improve Customer Service” “Increase Staff Productivity” The Great IT Dilemma Demonstrating more business value Limited business context “This quarter you consumed X MIPS and the charge is..” “We manage over X identities and Y access rights” “Last month’s network availability exceeded 99.25%” “Our help desk staff answered Y issues within 30 minutes” “Our project completion rate runs at ….” Security, Risk & Compliance NOC Systems /Storage Service Desk PMO The IT Black Box Cost Center

3. Building a Service Lens 3 Business Objectives & Outcome “Shorten Sales Cycles” “Increase staff productivity?” “Improve customer service” Customer statements Employee on-boarding PDA lead notification service IT Resources & Capabilities

4. Service Portfolio Management 4 Business Objectives & Outcomes Service Function Service Quality Service Cost Decision Making Demonstrating more business value Business Demand ContinuouslyAlign IT Supply Execution App and infrastructureperformance targets Development Staff Priorities Service Priorities Asset Allocations

5. A Complete Service Portfolio Management Solution Prioritize Demand Demonstrating more business value Benefit Function Optimize Investments Define Service Continuously Align Quality Cost Streamline Delivery 5

7. Simplified ordering & Rapid fulfilment

9. How to present IT in simple, clear way that customers relate to and understand

11. Better forecasting and budgeting

13. Explaining what the business gets for its money from the technology provided

16. Helps the business better forecast IT demand

18. Fact-based decision making

21. ITIL V3- Service Lifecycle Support and the Service Portfolio 11 Service Knowledge Management System Executives/LOB Service Portfolio Service Lifecycle CA Clarity PPM Requirements Defined Analysed Service Strategy & Design Service Pipeline Approved Chartered Service Catalogue Designed Developed CA Service Catalog Built Test Release Operational Retired Customers/Users

22. Service Portfolio Management – On-Ramps 12 PrioritizeDemand Benefit Function Catalog Accounting Service Level Mgmt Project andPortfolio Mgmt Optimize Investments Define Services IT AssetMgmt ServiceDesk Quality Cost Streamline Delivery

23. Service Portfolio Management - Recap Inward focus on technology and IT management silos fail to address key service challenges Service Portfolio Management addresses this by dynamically aligning IT resources to business value Prioritizes both strategic and operational demand Measures performance against business objectives Demonstrates the value of IT in clear business language Comprehensive service costing (IT assets, people, projects) Industry leading and award winning solutions Best practice support to drive continuous improvement Address immediate pain, integrate to build maturity Let's you make the 'Right' decisionsand 'Execute' Decision Making ContinuouslyAlign Execution 13

24. Thank You!

25. Footnotes 15 * The Magic Quadrant is copyrighted 2006 by Gartner, Inc. and is reused with permission. The Magic Quadrant is a graphical representation of a marketplace at and for a specific time period. It depicts Gartner’s analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not advise technology users to select only those vendors placed in the “Leaders” quadrant. The Magic Quadrant is intended solely as a research tool, and is not meant to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. ** The Forrester Waves are copyrighted by Forrester Research, Inc. Forrester and Forrester Wave are trademarks of Forrester Research, Inc. The Forrester Wave is a graphical representation of Forrester’s call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does not endorse any vendor, product, or service depicted in the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Gartner, Inc., “Magic Quadrant for IT Project and Portfolio Management,” Matt Light, Daniel B. Stang; June 13, 2008. The Forrester Wave™: Service Desk Management Tools, Q2 2008,” Forrester Research, Inc.; April 2008. “The Forrester Wave™: Project Portfolio Management Tools, Q4 2007,” Forrester Research, Inc.; December 18, 2007. “The Forrester Wave™: IT Asset Lifecycle Management, Q2 2009,” Forrester Research Inc.; April 10, 2009.