Application Portfolio Management (APM) Best Practices

Overview

The investment case for every significant application in the portfolio was built on expected return. The investment was approved because leadership believed the application would deliver sufficient value to justify its cost. But in most organizations, the actual return is never measured against the expected return. Applications continue to receive ongoing investment based on the original business case long after the business context that justified the case has changed. Applications that have delivered their expected value and should be managed for efficiency continue receiving growth investment. Applications that have failed to deliver their expected value continue receiving renewal investment without accountability for the shortfall, producing a portfolio where the connection between investment and demonstrated value has been lost.

Best Practice

Establish a process for tracking the delivered return on investment for every application for which a formal business case was prepared. For each application, define at the outset the specific, measurable value the application is expected to deliver - cost reduction, revenue enablement, productivity improvement, risk reduction - and the timeframe over which delivery is expected. Review actual delivery against expected delivery at defined intervals aligned with the application’s investment cycle. Use ROI tracking results to inform renewal investment decisions, to identify applications where the value delivery thesis has failed and a rationalization decision is warranted, and to calibrate future business case development with the lessons of actual versus predicted outcomes.

Benefit(s)

Tracking application ROI creates investment accountability that sustains portfolio value discipline over time. Applications that deliver their expected value earn continued investment on the strength of demonstrated performance rather than historical momentum. Applications that fail to deliver face investment scrutiny rather than automatic renewal based on organizational inertia. Future business cases are developed with greater precision and credibility because the organization has a track record of ROI outcomes to calibrate against. Leadership develops greater confidence in portfolio investment decisions because they are grounded in demonstrated value rather than theoretical projections that are never revisited.