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Keywords: Application Portfolio Manag= ement (APM), Application Governance, Project Portfolio Management= (PPM)
Description: A portfolio investment decision makin= g tool used with stakeholders with regard to a constantly changing time dim= ension. Used to create alignment of IT investments with institutional= strategy. Provides transparency into the decision making process.
The core TIME diagram shows three dimensions:
Business value: ranking items by based on their increasing/dec= reasing business value over time
Technical quality/condition: ranking items based on the increa= sing technical cost or risk of maintaining them over time
Time: looking into the future, where items will move between q= uadrants over time
At each point in time, the core diagram divides items into four qu= adrants for different kinds of action:
Tolerate -
higher bar for enhancements
Monitor for increased risk
Consider providing some functionality elsewhere
Re-evaluate for elimination
Invest
Respond quickly to enhancements
Maintain focus on the best solution
Maximize usage
Migrate
Minimize enhancements
Mitigate risks
Sponsor a replacement or alternative
Prepare users for migration
Eliminate
No enhancements
Mitigate risks
Get buy-in for shutdown
Goals:
Help a group of stakeholders get a shared understanding of bus= iness value and technical relevance as criteria
Help a group of stakeholders get a shared understanding of how= applications or services change in value over time, and should therefore b= e managed differently over time
Prioritize applications or services for different kinds of act= ion, such as investment, migration, or elimination
Context: A TIME model is well suited for:
Source: Gartner provides materials on = this method, such as the article cited on this slide= .
TIME is a key method used in Application Portfolio Management (APM= ). It can help IT have difficult conversations about where investments shou= ld be made and where they should not be made.
Audience: IT directors, application owners, business stakehold= ers
Scope: An application portfolio (institution-wide, or more nar= row)
Goals and outcomes: Agree on priorities that will drive next s= teps (such as investment, elimination, or mitigation)
TIME can also inform the Project Governance process by aligning pr= oposed projects with the direction set by the business and reflected in the= completed TIME model (applications mapped to TIME). TIME can be used to he= lp prioritize projects that are needed to invest in (expand or improve), mi= grate away from, successfully eliminate, or mitigate risk around applicatio= ns or solutions
Audience: IT directors, project sponsors, business stakeholder= s
Scope: A project portfolio (typically IT or IT-related project= s, institution-wide, or more narrow)
Roles:
Enterprise Architect, Business Architect-Understand and visual= ize the current state of application and service to communicate to stakehol= ders
Enterprise Architect, Project Manager-Facilitate TIME Models c= reation with Stakeholders in relation to institution strategy
Project Manager-Implement investment identified projects
Portfolio Manager -
Steps: For reference we include the diagram:
Meet with business stakeholders and describe methodology, its = purpose and value
Assign a T-I-M-E to each investment. If possible use a structu= red method to do this that will drive consistent results across domains. = span>
To =E2=80=9Cplot=E2=80=9D each portfolio item, you need an X c= oordinate (business value) and a Y coordinate (technical quality). Yo= u need a methodology for determining each. Some tools that might be u= sed are:
Brick diagrams: While the objects of TIME and brick analysis a= re portfolio items, the brick model it focused more on quality than busines= s value. TIME, on the other hand, plots both quality and business val= ue
Investment (FKA engagement) Value Diagrams: Investment V= alue plots architecture against business value instead of Quality against b= usiness value. These two may not complement well.
See the Gartner articles about applying the method in detail.
Terms:
Business Value: The participants in the method will need some = shared, neutral understanding of business value. In part this needs to be a= rrived at through discussion.
Artifacts: Here is the core TIME diagram:
Sources: Val Sribar, Gartner= Keynote: Navigating the Nexus of Change with Pace Layers (2012); Jim Duggan, Application Portfolio Triage: TIME for APM (2010).
Why are we as an organization using TIME for portfolio managem= ent?
Show the process of how the decision was made?
Identify the inventory of applications / services
= li>Categorize these services into the quadrant based on their bus= iness and architectural value
Display the progress of diagram over the time (z-axis)<= /p>
Allow people to voice their opinions / concerns
Help people separate themselves / personal-value from the serv= ices they created / invented / manage
(to be completed)
TIME could be used to align investments to capability maps t= o show where investments will be made for each business capability.<= /span>
One might use Brick Diag= rams to ASSESS technical quality and condition, and use this asses= sment as the input to determining the x coordinate for the mapping exercise= .
Architecture Methods > TIME Models
Want to help with this page? Please see the Method Contributor Guide.
Stewards for this page:
Jason Myers, University of Washington
Revisit team:<= /span>
Jose Cedeno, Oregon State University
Piet Niederhausen, University of Washington
David Roberts, University of Michigan Medical School
Dana Miller, University of Texas at Arlington
Jenni Laughlin, Univ of Washington
Scott Fullerton, Univ of Wisconsin - Madison
J.J. Du Chateau, Univ of Wisconsin - Madison
Rick Tuthill, Univ of Massachusetts - Amherst