1. Val Lunz, NASA Goddard Space Flight Center
Best Practices for Enhancing the CPIC Framework
Optimizing Business Portfolio Analysis

2. Today’s Business Conflict
IT Business
Demands
Environment
2000 2005 2010 2015 2020
Today the fiscal environment consist of flat lined budgets and
continued cuts, business owners are challenged to meet
demands and maintain competitiveness
The Capital Planning Investment Control Process (CPIC)
provides a systematic decision making framework to continue
enterprise growth & transformation while sustaining the mission

3. Agenda
Laying a Framework to Enhance & Optimize the Business
Topic 1 Capital Planning & Investment Control (CPIC)
Topic 2 Managing the Portfolio
Topic 3 Streamlining & Program Management

4. Capital Planning & Investment Control (CPIC)
 Framework to strategically assess IT assets, requirements &
requests
 Process to prioritize investments; sets stage for investment
management
 Coordinates to explain where the business has
been, where it is at and where it needs to be
Business
Governance
Intelligence
CPIC
Resource
Investment
Formulation &
Management
Execution

5. Capital Planning & Investment Control (CPIC)
Pre-
Select
1. Coordinate & identify new requests and “on-
hold” requirements
Evaluate Select
2. Continuously evolving the portfolio
3. Ensure full development & research has occurred Control
4. Coordinate through governance process
5. Continuous monitoring
6. Measure performance, schedule & cost
7. Identify accomplishments
8. Stakeholder Evaluation
9. Accountability

6. Capital Planning & Investment Control (CPIC)
Further understand the Value involvement in Further collaboration
STAKEHOLDER
investments and their business process and partnerships
CUSTOMER
objectives
BUSINESS
Experience continuity Success in optimizing
Recognize IT alignment and consistency resources and
to other Goddard extending services
investments Improve transparency
into the business Identify “like”
requirements and
leverage assets

7. Managing the Portfolio; The Investment
Investment Roles: Performance
Budget & Cost
Scope Contingency/ Lien
Risks
Technical Financial
Schedule
Managerial
Coordination
Alignment
Success

8. Managing the Portfolio; Sub-Portfolios
 Group investments with similar
characteristics, requirements and demands
 The groups formed should align to the business
charter, services or missions
 Analysis should not only focus on one portfolio
area, but across the full portfolio
 Establish portfolio owners to ensure
communication, collaboration & coordination of “like”
investments
 Monitor cost, schedule and performance across all
investments to maximize returns and minimize risks
 Identify solutions by optimizing within a portfolio
area, leverage existing resources
8 Copyright 2009

9. Streamlining & Best Practices
1. Assess the current state 4. 1.
2. What frameworks & Execution Pre-
Select
Planning
processes exist?
1. System Engineering
2. Project Management
3. Budget Management Evaluate Select
4. Other?
3. Identify similarities &
highlight dependencies
4. Create a schedule matrix 3. Control
2.
5. Deploy & facilitate
Budgeting Programming
Pre- Phase Phase
Phase F
Phase A A, B C, D & E

10. Streamlining & Best Practices
DO DO NOT
 Communicate × Box-In the Framework
 Outreach & Collect Feedback × Bound the Community
 Align & Leverage × Force Fit
 Actively Involve × Limit the Portfolio
Best Practices
 Create Internal Policy & Procedures
 Establish an Inventory Baseline
 Define Roles & Responsibilities
Build Milestones in all Phases
10 Copyright 2009

11. Streamlining & Best Practices
Sub-Portfolio
$3,333.3K
Sub- Portfolio Synopsis
-Objective
-Assumptions
-Dependencies
-Concerns
Assess inventory
GAP
within sub-portfolio
Requirement
Budget
Q. 1 Q. 2 Q. 3 Q. 4
11 Copyright 2009

12. Capital Planning & Investment Control (CPIC)
Ensures all Ensures all
requirements, assets investments are
and requests are selected by
vetted through a recommendation of
consistent & accurate the stakeholder
process
Ensures the
appropriate Ensures all
investments are investments are
continued; ill continuously monitored
investments are and controlled
decomissioned
12 Copyright 2009

13. Questions? Need More Information?
Feel free to contact
Val Lunz
vallunz@nasa.gov
NASA Goddard
Greenbelt, MD
13 Copyright 2009