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Project Team Members

Project Name

Service Portfolio Management

Project Manager

Craig Haynal <>

Subject Matter Expert

Mark Warren <>

Project Team

  • Mike Burns <>
  • Kasey Ryen <>
  • Matthew Scott <>
  • Jeff D'Angelo <>
  • John Lathrop <>
  • Bill Welch <>
  • Kari Williamson <>
  • Joannie Bucha <>
  • Ed Smiley <>

ITSCollab Steering Liaisons

Mark Katsouros



Key Stakeholders

ITS Senior Leadership

Project Description

The Service Portfolio Management (SPM) Project will implement SPM for all ITS services (extensible to include all Penn State IT services) and establish processes for populating and maintaining the service portfolio.  SPM implementation will include the selection and deployment of a web-based database tool for managing the service portfolio allowing for better decision making towards IT investment. It will also provide a customer-facing service catalog giving customers a single place to discover and order services.

ITS will host and run the service, employing a governance structure which includes representation from all ITS units. The team feels this project can be completed in less than two years if given significant resourcing in the form of dedicated full-time staff and budget dollars. More detail on costs can be found later in the cost section.

Some key activities senior leadership and management within ITS can do to help make this project successful are:

  • Understand the need for SPM and commit to delivering a strong positive message about the project.
  • Ensure their unit's employees are actively engaged and participating in the process.
  • Where possible, act as a liason between external stakeholders to facilitate communication.

At least one ongoing project within ITS, the service tool chosen by the Shared Service Management initiative, will impact the work of this team and factor into costing decisions.

Training will be provided to service owners on how to use the tool and processes. Marketing will educate students, faculty, and staff on use of the service catalog to find relevant services.

SPM provides the groundwork for the first enabling strategy in the Penn State IT Strategic Plan: "Create and foster enterprise IT governance, effective funding practices, and portfolio management to optimize value for investment" by establishing processes and a portfolio for managing IT services.  The service portfolio documents the business case, costs, and outcomes of IT services; this documentation enables evaluation of service alignment with strategies and goals described in the Strategic Plan and provides decision-making data in support of Theme 3: Modernize Enterprise Systems and Services.  Service lifecycle management processes will ensure Theme 4: Sustain IT Effectiveness goals are achievable by providing the basis for uniform cost-benefit analysis of services and permitting the identification and retirement of duplicated and obsolete services freeing resources for service modernization and new service development.

Business Need

ITS lacks a method to aggregate the information necessary to enable Penn State to make sound decisions about IT investments. Service Portfolio Management would accelerate efforts to improve the quality, consistency and cost-effectiveness of IT services. Additionally, it will give service providers the ability to compare customer expectations against the investment required to build and deliver the service.

ITS does not have a single information source for customers to discover available services, prices, requirements, and support structures.  A service catalog would provide this view of the service portfolio containing customer-relevant information about IT services.

Project Goals

  • To develop and maintain a Service Portfolio that provides a complete picture of all services including their status.
  • To establish conditions, requirements and processes for inclusion of new services in the Service Portfolio.
  • To ensure a Service Catalog is developed and managed as part of the Portfolio.
  • Agree on the rules for transferring services to the Service Catalog as they move into Transition and out of the Catalog and as they move into retirement.
  • To ensure that the Service Portfolio meets the functional and performance requirements of its users and that its performance, availability and security meet agreed requirements.
  • To provide data for strategic planning and to enable the evaluation of services alignment with strategic plans.

In Scope

  • Engage stakeholders across Penn State IT
    • Customers
    • Service providers
    • Service owners
    • Related project efforts
    • Senior leadership
  • Identify and understand existing portfolio/catalog efforts across Penn State IT
  • Develop processes for population and maintenance of the service portfolio
    • Pipeline (future)
    • Service Catalog (current)
    • Retired Services (historical data)
  • Provide initial population of the service portfolio. 
  • Define Service Portfolio attributes
    • Create onboarding rubric
  • Acquire and integrate with existing ITSM Elements
    • Depending on timelines of Service Portfolio Management (SPM) Implementation Group, assist Shared Service Management (SSM) team with prototyping SPM software or integration with chosen product.
  • Identify staff for training, onboarding, and content-manager relationships
  • Develop and deliver training for population and maintenance processes
  • Perform ROI analysis on tools being evaluated (perhaps as part of an RFP process)
  • Projected Operational Costs Per Year (phase 4)
    • FTE costs
    • Licensing and Infrastructure Costs

Out of Scope

  • Developing an in-house Service Portfolio application.
  • Customer Relationship Management.
  • Project Portfolio Management.
  • Talent Portfolio Management.
  • Transition management (ITIL) or "how to build a service".
  • Replacing existing services not related to portfolio management such as the ITS Alerts system.
  • Developing Shared Service Management processes.
  • Mapping infrastructure dependencies at the Configuration Management DB layer.
  • Developing a formal process to investigate and decide which services to provide. (This still needs a decision pending conversation and feedback).
  • A model for ROI and risk to determine the changes to existing services or establishing new services.
  • Tools that enable the service provider to track the investment in services throughout their life cycle.
  • An ITS-wide governing body will be in place to enact processes dealing with the viability of services and to retire them when they are no longer feasible.

Critical Success Factors

  • Service owners in every unit within ITS trained on SPM
    • Measured by training completion by a unit representative.
  • Mandatory participation across ITS to include all current and "pipelined" ITS services in the portfolio.
    • Measured by inclusion of all identified ITS Services by a specific date.
  • The Service Catalog is used by customers to find and order services.
    • Web page statistics
    • Reduction in service inquiries to the help desk
    • Direct customer feedback
  • A system is in place to allow for direct customer feedback for:
    • The service portfolio itself
    • Each service contained within the service catalog
  • Service data within the portfolio is accurate.
    • The service portfolio owner initiates an audit of the portfolio on a regular basis
  • A formal process to review whether services are enabling the organization to achieve its strategy
    • An audit of the IT Strategic Plan and the service portfolio shows that the business outcomes in the service portfolio are consistent with those stated in the IT Strategic Plan.
  • The SPM tool is available during core business hours with regularly scheduled maintenance intervals.
    • Outages are recorded and reported.
  • Unit ownership of the SPM service is identified early and receives appropriate authority to plan, implement and maintain the service.
  • Senior leadership and management deliver a strong supportive message about the project, ensure active engagement from employees, and facilitate communication with external stakeholders.

Project Assumptions

Service Portfolio Management (SPM) tool selection

  • There are enough mature SPM solutions available providing the functionality we need as such there is no need to build one ourselves.
  • Any software solution chosen to implement Service Portfolio Management (SPM) will:
    • Utilize roles to determine what views (Business, Technical, Hybrid) are available to the user.
    • Support or can readily be modified to support, integrate, or comply with all common Penn State architectural standards for a web-based application such as:
      • Browser independence
      • Mobile device independence
      • Accessibility standards (AD-69)
      • Web Single Sign-On
      • Eduperson/Shib Authorization
      • SOS Web Application Scan
      • IPv6

Adoption and Engagement

  • Stakeholders will make themselves available to the project and provide timely input and feedback.
  • Service owners/managers will make a commitment to entering their service information into the service portfolio by a deadline determined by the implementation team.
  • New services proposed during this initial process will be onboarded in a rolling fashion until a PPM lifecycle transition into the Service Portfolio is established.

Project Constraints

Stakeholder availability for consultation and information collation.

Ongoing siloed organizational structure of ITS does not facilitate easily sharing information.

Purchasing lead times cannot be specified with accuracy.

Availability of a sustainable funding model.

Availability of staff with time, knowledge and ability to be involved with the project and service.

Availability of communication staff to help advertise the service.

Cultural resistance to change.

Project Deliverables

A deployed SPM tool with a defined database (or data requirement) including:

  • External links or attributes for contacts, cost analyses, related service dependencies (as defined by the service owners)
  • An API to expose data
  • Documentation 
    • Operational Level Agreements (OLA)
    • Service Level Agreements (SLA)
  • Any other attributes the implementation team deems necessary

Defined service portfolio management processes for

  • Onboarding new services
    • Data rubric for mandatory data
  • Updating existing services
  • Retiring services
    • Determine minimum usage threshold

Identified costs for:

  • Standing up the initial service portfolio
  • Extrapolate costs to maintain the service portfolio

A training plan for:

  • How to onboard a new service
  • How to update an existing service
  • How to retire an existing service
  • How to use the SPM tool to enter and manage services

Identified roles & responsibilities for:

  • The service portfolio owner
  • All ITS service owners

High-level: Timeline, Milestones, Estimated Duration, Work Breakdown Structure

Milestones and Timeline

Phase 1 - Project initiation, stakeholder engagement, definitions established (1-3 months)

Phase 2 - Process creation, completion of initial service inventory (3-6 months)

Phase 3 - Process refinement and optimization.  Tool evaluation and service owner identification. (2-3 months)

Phase 4 - Tool acquisition and implementation, piloting, productions, training, marketing, hand-off to operations (4-8 months)

Estimated Duration

Total: 20 Months

Work Breakdown Structure

1 Project Planning
  1.1 Definitions
  1.2 Consultant engagement
  1.3 Stakeholder involvement
  1.4 Data rubric
2 Service Portfolio
   2.1 Communications Plan
   2.2 Service Portfolio Management Tool
    2.2.1 Requirements
    2.2.2 RFP
    2.2.3 Evaluation
    2.2.4 Purchasing
    2.2.5 Deployment
    2.2.6 Pilot
    2.2.7 Tuning
3 Service Portfolio Management
  3.1 Processes
    3.1.1 On-boarding new/proposed services
    3.1.2 Updating existing services
    3.1.3 Retiring existing services
  3.2 Organization
    3.2.1 Structure
    3.2.2 Roles
    3.2.3 Mission and vision
    3.2.4 Support budget
    3.2.5 Lifecycle costs
  3.3 Governance
    3.3.1 Recommendations
4 Onboarding/Training Plan
  4.1 SPM Tool Use Training
  4.2 Onboarding Services Training
  4.3 Updating Services Training
  4.4 Retiring Services Training
5 Service Portfolio Population



Phase One     - Project artifacts, time-line, stakeholder research, definitions established

Phase Two     - Process creation, completion of initial service inventory

Phase Three   - Process refinement and optimization. Tool evaluation. Service owner identification.

Phase Four    - Tool acquisition and implementation, piloting, production, training, marketing, hand off to operations.

Table Notes:

The consulting hourly rate comes from Jim Bolton at Pro Point Solutions.

The FTE rates are the mean baseline salary of Job Family 15 and Administrative Job Family + fringe benefits (healthcare etc.).

Infrastructures costs are best guesstimate with limited information.

X= involved but does not require resource allocation

1 FTE = 100%, .9 = 90% etc.

FTE Role: Asusuming 80% max availability.
Phase 1: Planning
Phase 2: Implementation
Phase 3: Evaluation
Phase 4: Transition
Project SponsorXXXX 
Project Manager0. 
Product Champion (SME) 
IT Manager0. 
Systems Administrator----0.40.6 
Database Administrator----0.40.5 
Developer or Programmer----0.40.5 
Usability Designer----0.20.4 
Security Analyst----0.2-- 
Content Managers------X 
Implementation - Personnel
 Estimated Totals
Number of FTE's2.42.445.2 
Number of Months363820 months
Total FTE Costs$47,100$94,200$78,500$272,133$491,933
Implementation - Consulting
Time in hours4003003000 
Number of Months363012 months
Consulting Costs$84,000$63,000$63,000$0$210,000

Total Personnel & Consulting in Each Phase of Implementation

Maintenance and Operations - Beginning Phase 4
FTE Role
Option One: Software as Service
Option Two: Host on Premise
Service Portfolio Manager11
IT Specialist, L2 support11
App Admin or Integrator11
Sys Admin02
ITSM Subject Matter Expert (design, doc)22
Administrative Assistant0.50.5
Marketing and Communications0.50.5
Infrastructure - Annual
Option One: Software as Service
Option Two: Host on Premise
Deployment Environment$0$25,000

Solution Totals Annually (personnel + infrastructure)




 Communications Strategy

The Project Leadership Team (Project Manager, Product Champion, and IT Manager) will meet regularly with the Project Sponsor.

The Project Leadership Team will manage communications with stakeholders, senior leadership, and strategic initiative groups.

Marketing & Communications Plans will be created and maintained for implementation and the use of the catalog.

The Project Team will meet regularly, as needed.

Yammer will be the primary communication tool for stakeholder and team engagement.

Roles and Responsibilities

Project Implementation

Project Sponsor


Project Leadership Team

  • Project Manager
  • Subject Matter Expert
  • IT Manager

Technical Evaluation Team

  • Systems Administrator
  • Database Administrator
  • Developer or Programmer/Analyst
  • Designer (usability/accessibility)
  • Security Analyst

Implementation Team

  • All previous Technical Evaluation Team Roles
  • Content managers
  • Marketing
  • Training

Maintenance and Operations

Service Portfolio Manager

IT Specialist, L2 support

App Admin or Integrator

Sys Admin

ITSM Subject Matter Expert

Administrative Assistant

Marketing and Communications


1 Comment

  1. I think you guys are moving along well, I have some suggestions, that I hope you find valuable.  My feelings won't be hurt if you decide they aren't good and in fact you like what you already have done better and my suggestions only reinforces what you already have (there is value in that, too)
    Without further adieu:
    In Project Description, these bullets might have more umph if they were preceded with the general goal (acknowlege, endorse, and communicate is how I read them).  
    understand the need for SPM and commit to delivering a strong positive message about the project.
    Ensure their unit's employees are actively engaged and participating in the process.
    Where possible, act as a liason between external stakeholders to facilitate communication.
    I think it would benefit from defining a service catalog, more specifically how does it differ from a portfolio (perhaps in the project description)?  In the project goals, the third project goal mentions distinction here, but may benefit from more specificity. 
    To ensure a Service Catalog is developed and managed as part of the Portfolio.
    In Scope you mention all of Penn State IT, which seems to contradict the first sentence (or my understanding of it) in the Project Description.  Do you mean: ITS will implement this tool and run services with this tool, with the ability for "anyone" (other IT orgs) to look at it and leverage our services?  Almost like a public face to this?  
    In out of scope mentioning this isn't taking the place of ITS Alerts seems to be more specific than other areas.  I'm not sure I understand the need for that bullet point, is there a fear that people may believe this service will replace other services that it isn't related to?  
    Replacing existing services not related to portfolio management, including the ITS Alerts system.
    In project assumptions, I don't know what roles you are referring to in this bullet but I assume they are technical, business, hybrid roles. I'm not sure if that list is referring to the types of roles or general users.
    Utilize roles to determine what views are available to the user (Business, Technical, Hybrid).
    I love the idea of offering an API (+1 to that) if you are going to mention data formats for an API and you have XML listed, I'm under contractual obligation to ask for JSON to be listed there as well ;)
    In the project deliverables, you mention many processes (on boarding new services, updating existing, and retiring) in the milestones and timelines you are general.  Are all these processes grouped together and no need to work on some in phase 2, and another in phase 3.  Basically, are any of these processes dependent on the output of other processes (i.e. we can't figure out retiring until we figure out on boarding).  I have no idea if this is the case, but came to my mind.
    Your FTE costing on gdocs looks well done!
    Again, whether you agree with my input or not I hope it has some value.  Nice work!