Application Portfolio Management

A Portfolio Approach to Managing IT Applications Can

Help Banks Improve Their Business Performance
– Dileep Kasargod and Kalyan Chakravarthy Bondugula

First Published in www.gtnews.com

Putting the Issue in Perspective

The US banking sector navigated numerous challenges in 2004 but finished
the year on a reasonably good note. Major banks such as Bank of America,
CitiGroup, Wachovia and JP Morgan Chase experienced healthy, double
digit top line growth. While analysts predict that 2005 will be a year of
relatively stable business, banks are nevertheless going to have to continue
to face the impact of various forces. These include increased competition &
further consolidation in the industry, imperative to reduce costs to improve
profitability, better understand & service customer requirements and manage
increased regulations and risks (Basel 2 Accord, Check Truncation Act, the
Sarbanes-Oxley Act of 2002, and Identity Theft & Fraud). Historically, banks
have relied on technology to manage business processes effectively and
drive competitive advantage. However, in our view, the current technology
infrastructure of a majority of banks is not equipped to handle such expected
business challenges.
A root cause of this situation is the lack of alignment of IT with business
objectives, which has resulted in banks spending billions of dollars on
initiatives with only short term benefits. In the process, IT investments with
the potential to deliver long term business value have often been neglected.
The impact of these short-sighted moves is clearly visible in application
portfolios, which are the most critical components of the underlying IT
Infrastructure. A quick study of the current state of application portfolios in
major banks across the world reveals highly heterogeneous systems.
To overcome these limitations, there is need for banks to have a new
approach to managing IT applications in such environments, custom-built
systems are the norm, not the exception, and most of the applications are not
easily inter-connected as they are built on different standards. Many core
banking systems have been in operation for well over 25 years, and they are
kept going by complicated add-ons and incremental enhancements
implemented reactively. This has resulted in “spaghetti architecture" and an
unwieldy portfolio of applications that are inherently not amenable to
facilitating rapid changes in response to a fast-changing environment.
This paper describes how banks can overcome gaps in business-IT
alignment and other limitations of conventional IT management
approaches by taking a portfolio approach to managing their
IT applications.
April 2005
The Portfolio Approach – A New Paradigm for Managing IT

A portfolio is typically defined as a combination of assets that are expected to provide a certain
return at an expected level of risk (or uncertainty) related to achieving that return. In the IT
context, a “portfolio” could mean IT applications or infrastructure (platforms/ servers, operating
systems, networks, tools, etc.), IT projects or even a set of resources, skills and relationships
(e.g. a set of vendor partnerships). Collectively, these IT asset portfolios constitute the “building
blocks” that are used to deliver competitive advantage to the business (by providing various
services and capabilities).

While portfolio management per se is not a new concept, its application to the IT world has not
been very common, possibly because there are fundamental differences in the nature of IT and
financial assets that make it practically harder to manage a portfolio of IT assets.

Figure 1: Comparison of Financial and IT Portfolios

In spite of these challenges, Infosys recommends that banks take a portfolio view of their
technology assets. Doing so makes it easier to focus on strategic & operational goals, business
value, risks, resource constraints, and the associated tradeoffs, instead of focusing only on
traditional ROI metrics (which, in the IT world, has been adherence to budgets and schedules).

So where does one start?

The most commonly asked question by CXOs looking to improve their IT portfolio is “where do we
start applying the portfolio management concept?”

Focusing on all of the “building blocks” of the IT portfolio at the same time will pose a challenge
from both a resource availability perspective and a management perspective. It is Infosys’ view
that a bank can get the biggest bang for its buck by starting with the portfolio of applications. This
can bring significant value in a relatively short time period, since IT applications are typically
directly visible to the business and contain the business functionality & rules that cater to the
business needs. Therefore, managing the portfolio of applications well can bring early &

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measurable benefits. This also helps create buy-in for the portfolio management approach across
both business and IT organizations.

An approach to Application Portfolio Management (APM)

Application Portfolio Management initiatives, in our view, should be structured and implemented
in a phased manner so that costs, benefits, risks and time are balanced. Also, it is important to
keep in mind that portfolio management is an ongoing process and not a one-time destination in
itself. We recommend the following three phases:

• A Portfolio Strategy phase to define the application portfolio and develop a set of
recommendations on the future direction for the portfolio.
• Once the future direction is determined, a more detailed Portfolio Assessment (of the
application portfolio) is carried out to determine how this transition to the “to-be” state
should be carried out. A business case for such a transition is established during this
phase.
• Portfolio Governance ensures that APM remains a journey and allows for ongoing course
corrections and adjustments to ensure that the portfolio always remains optimally aligned
with business requirements.

Figure 2: Application Portfolio Management Approach

While the overall concept of APM is pretty straight forward and the benefits perhaps quite
obvious, it is our experience that banks tend to make some basic errors that prevent them from
realizing the anticipated value:

• Thinking of APM as a one time event, and not as a “living, breathing” continuous process,
will undo any short-term gains. Many banks stop at Portfolio Assessment and ignore
Portfolio Governance.
• An APM initiative should not be confused with Project Portfolio Analysis. A "Project" has
a limited life span and a review of a project portfolio or a decision to outsource/ offshore a
project can be made whenever a new project is conceived. Most savings from APM are,
by contrast, recurring. Also the review frequency for application portfolio may be much
lower - e.g. quarterly, six-monthly or even annual, based on the extent of changes to the
application portfolio.

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A case for Application Portfolio Management
As with any strategic initiative, it is important to build a strong business case before proceeding
on the APM journey. Our experience shows that there exists a good case for APM and the impact
can be felt in the short term as well as the long term through IT and business functions
respectively. APM ensures that investments and implementations of IT are in synch with
changing business needs and trends. At the technology level, it improves the overall IT
effectiveness, ensuring that IT is not a reactive function anymore, always playing “catch-up” with
business. At the business level, this enhances a bank’s capability to meet the challenges in the
external environment and achieve overall business goals.

The utility and impact of Application Portfolio Management can be understood in the context of
various strategic initiatives typically undertaken by banks:
• Mergers & Acquisitions: APM can be leveraged in pre as well as post M&A situations to
guide strategic fit assessment and post merger consolidation respectively
• Strategic Cost Management: Banks can reduce costs by applying APM to their existing
set of applications. The following could be a few of the potential outcomes of an APM
exercise which will drive the cost savings:
o Platform Rationalization/Consolidation
o Application Retirement.
o Outsourcing/ “Offshoring”
• Improving Business Process Effectiveness: APM can provide insights into gaps or
redundancies in the current application portfolio and enhance the bank’s ability to:
o introduce innovative products
o provide better customer service
o manage risks more efficiently and effectively.

Figure 3: Application Portfolio Management Facilitates Business-IT Alignment

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While quantifying the business related benefits would be very specific to the context of a
particular bank, the expected impact on IT can be calculated with reasonable accuracy across the
industry. The primary drivers of the impact on IT are current spending, diversity of standards &
platforms in application portfolio and level of maturity in global sourcing. For example, a
commercial bank with a $500 M IT budget can potentially expect up to $26 M to be freed up from
the annual application maintenance budget. These savings can be channeled to fund more
strategic projects, if appropriate. If not, they contribute straight to the bottom line.

Figure 4: Business Case for Application Portfolio Management

Solutions for Application Portfolio Management

A complete solution for Application Portfolio Analysis and Management, in our view, should
ideally consist of the following:

• A robust framework or approach for APM that reconciles the multiple trade-offs between
different definitions of return and also between the various risks and returns.
• Automated tools that support each stage and make the analysis and management of the
application portfolio more efficient. This is illustrated in the diagram below

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 Figure 5: Comprehensive Tool for Application Portfolio Management

Our analysis of these current offerings in the market shows that no single vendor offers a
comprehensive solution. Broadly there are two categories of vendors with different value
propositions targeting the market.
• Portfolio analysis package vendors – There are several “portfolio analysis” tool
vendors in the market, whose products come in different flavors
o Application Portfolio Analysis
o Application Portfolio Management
o IT Asset Management
o Project Portfolio Management
• Business/ technology consulting firms – These firms offer Application Portfolio
Management or Application Portfolio Rationalization as service offerings

Most vendors offer either stand-alone frameworks bundled with consulting services or only
general Portfolio Management tools, where third parties are needed to customize and implement
the solution. Most frameworks adopt a one dimensional view typically driving the end result
towards offshoring applications in the portfolio. Such an approach will still deliver savings due to
cost arbitrage opportunities associated with offshoring; however, the value derived may be sub-
optimal or the associated risk may be higher, because this approach does not make any attempt
to structurally alter the underlying application portfolio. Other Portfolio Analysis tools do contain
some of the required components, but typically lack a mechanism to easily define and track the
application portfolio metrics on an ongoing basis without dependence on external consultants or
heavy investment of ongoing resources- a sort of dashboard. This reduces the utility of the tool
and tends to perpetuate the incremental approach to managing IT portfolios.

Summing up
For most banks, their current portfolio of disparate IT applications is an impediment to improving
operational effectiveness. This paper presents our view that managing applications as a portfolio
will not only help banks bridge the gap between business imperatives and application portfolio

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strategy, but also enable them to maximize benefits even while managing the associated risks.
However, what is needed is a robust approach to Application Portfolio Management that allows
the organization to not just make a one-time saving based on offshoring certain applications but
also to realize the potential of recurring savings through proactive management of the portfolio.

References
1. Gartner 2003 IT Spending and Staffing Survey Results, Barbara Gomolski, Gartner,
October 29, 2004
2. Operational Effectiveness in Banks: A Snapshot, Yashesh Kampani, Guillermo Falco and
Kalyan Chakravarthy Bondugula, Infosys SETLABS Briefings, Vol 2 No 2, Apr-Jun 2004
3. Application Portfolio Versus Enterprise Solutions Architecture, Tim Westbrock,
Metagroup, December 15, 2004
4. Expressing Technology's Business Value: Enterprise Applications as a Lens on IT
Application Delivery Strategies, Elizabeth Roche,13 February 2004
5. Sensibly Consolidating Applications, Trend Teleconference, Metagroup, November 13,
2003
6. Application and Project Portfolio Management — Making the Most of Existing
Applications, Phil Murphy and Margo Visitacion, Forrester, March 28, 2002

About the Authors:

Dileep Kasargod is a Principal with Banking and Capital markets Group, Infosys Technologies.
Dileep has more than 13 years of experience across management & IT consulting as well as
investment banking & fund management. Dileep has led several engagements in the areas of
Process design & improvement, Program management, Service delivery, Web-integration &
componentization of legacy systems, and SBU strategy formulation. He has also been certified as
a Securities Representative by the Securities & Futures Authority, U.K. Dileep can be reached at
Dileep_Kasargod@infosys.com

Kalyan Chakravarthy Bondugula is an Associate with Banking and Capital markets Group,
Infosys Technologies. Kalyan has more than four years of management consulting experience
specializing in Banking and Capital Markets. His focus areas include IT Strategy, IT Architecture,
Package Evaluation & Selection, Strategic Sourcing and emerging technologies like Web
Services. Prior to joining Infosys, Kalyan worked with McKinsey & Company in their Business
Technology practice. Kalyan can be reached at Kalyan_Bondugula@infosys.com

About Infosys Technologies Ltd. (NASDAQ: INFY)

Infosys (NASDAQ:INFY) defines, designs and delivers IT enabled business solutions. These provide you
with strategic differentiation and operational superiority, thereby increasing your competitiveness. Each
solution is delivered with the industry-benchmark Infosys Predictability that gives you peace of mind. With
Infosys, you are assured of a transparent business partner, business-IT alignment with flexibility, world-class
processes, speed of execution and the power to stretch your IT budget by leveraging the Global Delivery
Model that Infosys pioneered.

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First Published in www.gtnews.com

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© 2005 Infosys Technologies Limited.

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