Develop a Project Portfolio Management Strategy
Your Challenge
As an IT leader, you oversee a project environment in which the organizational demand for new products, services, and enhancements far outweighs IT’s resource capacity to adequately deliver on everything.
As a result, project throughput suffers. IT starts a lot of projects, but has constant difficulties delivering the bulk of them on time, on budget, in scope, and of high quality. What’s more, many of the projects that consume IT’s time are of questionable value to the business.
You need a project portfolio management (PPM) strategy to help bring order to IT’s project activity. With the right PPM strategy, you can ensure that you’re driving the throughput of the best projects and maximizing stakeholder satisfaction with IT.
Our advice
Critical Insight
Keep your systems dormant until disaster strikes. Prepare as much of your environment as possible without tapping into compute resources. Enjoy the low at-rest costs, and leverage the reliability of the cloud in your failover.
Avoid failure on the failback! Bringing up your systems in the cloud is a great temporary solution, but an expensive long-term strategy. Make sure you have a plan to get back on premises.
Leverage cloud DR as a start for cloud migration. Cloud DR provides a gateway for broader infrastructure lift and shift to cloud IaaS, but this should only be the first phase of a longer-term roadmap that ends in multi-service hybrid cloud.
Impact and Result
Calculate the cost of your DR solution with a cloud vendor. Test your systems often to build out more accurate budgets and to define failover and failback action plans to increase confidence in your capabilities.
Define “good enough” performance by consulting with the business and setting correct expectations for the recovery state.
Dig deeper into the various flavors of cloud-based DR beyond backup and restore, including pilot light, warm standby, and multi-site recovery. Each of these has unique benefits and challenges when done in the cloud.
