gds international - cio - summit - europe - 14

Enterprise Portfolio Management:Enterprise Architecture Evolved

Troux Confidential · Distributed Under NDA 2

ContentsExecutive Summary ...........................................................................................................................................3

Introduction ......................................................................................................................................................4

Enterprise Architecture ......................................................................................................................................4

The IT Planning Ecosystem ...............................................................................................................................5

The Enterprise Portfolio .....................................................................................................................................8

EA Evolved: Creating an Enterprise Portfolio .......................................................................................................8

Enterprise Portfolio Management .......................................................................................................................9

Enterprise Portfolio is Critical to High Priority Initiatives ......................................................................................10

Application Portfolio Management .....................................................................................................................11

M&A .......................................................................................................................................................11

Cloud Planning ........................................................................................................................................12

Investment Management .........................................................................................................................12

Solution Architecture ...............................................................................................................................12

Change Management ..............................................................................................................................13

The Troux Approach ..........................................................................................................................................13

Troux Accelerators ............................................................................................................................................17

Appendix: A Parable that Enlightens ..................................................................................................................18


Executive SummaryCIO’s can better respond to the needs to reduce cost, become more agile and reduce risk by applying the tenets and

principals of Enterprise Architecture to understanding the connections and relationships between the connected set of

Enterprise Portfolios.

Enterprise Portfolio Management delivers analytics that greatly improve planning processes. An Enterprise Portfolio

approach is critical to success for high priority CIO initiatives such as Application Portfolio Management, Cloud

Migration, M&A, etc. Furthermore, by supporting a cross portfolio approach to answer questions critical to the

business, insights can be delivered that are not possible when focusing on a single portfolio such as projects or

applications.

Troux provides Enterprise Portfolio Management solutions that combine software and know-how to ensures customer

success and self-sufficiency.


IntroductionEveryday enterprises fail to react to the threats and opportunities that present themselves. The result is increased

costs, lost opportunities and increased risk. Furthermore, this rate of change is accelerating.

We know that for most enterprises the IT budget allocated to “keep the lights on” is large1 — on average 70% of

the total IT budget. These costs are directly tied to sprawl & complexity that have come about due to M&A or simply

undisciplined growth over time. Business as usual is exacerbating this problem.

It is difficult to react to new opportunities as the traditional silo-ed approach to these is hindered because the

complexity of IT impedes agility and soaks up innovation dollars that would be better spent improving the competitive

stance.

Risk management is on everyone’s mind and since it is the IT systems that at the end of the day support most business

processes — understanding those systems and how they support the business is paramount to being responsive to

compliance mandates and risk management.

It is these business drivers that are behind the strong interest in improving how IT supports the business through

Enterprise Portfolio Management.

Enterprise ArchitectureGartner2 defines Enterprise Architecture as:

“Enterprise architecture (EA) is the process of translating business vision and strategy into effective

enterprise change by creating, communicating and improving the key requirements, principles and models

that describe the enterprise’s future state and enable its evolution.

The scope of the enterprise architecture includes the people, processes, information and technology of the

enterprise, and their relationships to one another and to the external environment. Enterprise architects

compose holistic solutions that address the business challenges of the enterprise and support the

governance needed to implement them.”

Simply put, EA is a discipline that brings together planning information, processes and investments to deliver improved

business value. Of course this raises questions such as the source of information, processes and investments and

how this critical information can be best be orchestrated to deliver on the promise of EA? Additionally EA continues to

evolve and mature3, which raises the questions related to the next evolution and what it looks likes.

1 2012 IT Budget Planning Guide For CIOs, Forrester, October 27, 2011

2 http://www.gartner.com/technology/it-glossary/enterprise-architecture.jsp

3 Gartner: “Enterprise Architecture in Organizations Beyond the Tipping Point” G00211202


The IT Planning EcosystemA number of investments have been made to date in IT planning tools, Figure 1 is a representation of the common IT

planning systems deployed in most enterprises today. In this diagram these systems are depicted in an ecosystem

based on the types of information they contain and the processes they enable. The horizontal axis represents the

spectrum of “run the Business” information to “change the Business” information and the vertical axis represents

whether the information is operational or strategic in nature. The positioning of the various systems is subjective,

but generally speaking relative placement represents the nature of each of these systems and the types of processes

they support. For instance, an enterprise’s IT Service Management (ITSM) investments are largely established to

support ITIL processes and to achieve IT operational excellence with a very limited viewpoint of future state strategic

information or processes.

Figure 1: The IT Management Ecosystem

The combination of the information found in this eco-system represents the “Enterprise Portfolio” which we will discuss

further in the next section. It’s also worth noting that for most enterprises this IT Management ecosystem requires

multiple vendors, each providing best of breed solutions and processes.

Enterprises have invested in their current IT management systems to support a wide variety of IT processes. Today

most of these processes are silo-ed within a particular system, but in fact if we step back and take a “big picture” view

of these processes it is possible to identify a set of interacting planning value chains that span IT in its entirety. These

value chains can be characterized into four fundamental planning processes as shown in Figure 2.

STRATEGIC INFORMATION

RUN

TH

E BU

SIN

ESS

CHA

NG

E THE BU

SINESS

OPERATIONAL INFORMATION

FinancialManagement

Project andPortfolio

Management

ITSMALM

BPM

Data Management

GRC

EA Modeling


1. Business and IT Planning: The process of business and IT strategic planning and roadmapping.

2. IT Portfolio Governance: The processes of managing the risk, health, standards and compliance of the IT assets

such as infrastructure, applications, and services.

3. IT Demand to Delivery: The process of managing business demand, funding, solution architecture, governance,

and delivery.

4. IT Financial Management: The processes of IT financial budgeting, measurement, reporting, and forecasting.

Figure 2: IT Planning Value Chains

These value chains do not exist independently, but instead create a value network through their interactions. Figure 3

depicts an example showing how they interact. In this case a new business need identified in the Business/IT planning

value chain drives budget needs in the IT Financial Management value chain resulting in a new program request in

the Demand to Delivery value chain that needs to be coordinated with investment needs (for example an application

modernization need) coming from the IT Portfolio Management value chain.

Figure 3: The IT Planning Value Network

As can be seen, the IT Planning space is comprised of a broad set of rich information sources and a number of

interacting value chains and processes that are each dependent on the other. It is clearly a complex system and due

to that complexity it can be chaotic and subject to the “IT butterfly effect” where small changes in the environment can

have unexpected and potentially disastrous results.

IT Portfolio ManagementRisk, health, standards and compliance management

IT Demand ManagementBusiness demand, funding, solution architecture and delivery

IT Financial ManagementIT financial budgeting, measurement, reporting and forecasting

Business & IT PlanningBusiness and IT strategic planning and roadmapping

IT Portfolio Management

IT Demand Management

IT Financial Management

Business/IT Planning

Portfolio Stewardship Assess risks, opportunities Plan to improve Measure and

communicate

Capture Demands Evaluate Execute Measure and communicate

Budgeting Allocation Reporting Forecasting

Manage BusinessContext Assess Gaps Manage Plan of Action Measure and Align


The Enterprise PortfolioAs an alternative approach, the information necessary to inform the IT Planning Value Network (Figure 3) can be

organized into a set of portfolios that describe the enterprise e.g. an Enterprise Portfolio viewpoint. (See Figure 4)

The complete sets of Enterprise Portfolios contain descriptions of all assets, both tangible and intangible that represent

the enterprise. The complete set of portfolios also contains information assets that describe IT and the business. Both

current and future states descriptions are included in these portfolios as well.

Figure 4: The Enterprise Portfolios

The assets that describe IT can be categorized into the following four portfolios:

Applications: Applications are the touch point between the Business and IT. Applications represent a substantial

IT asset that requires continuous ongoing management. The application portfolio also describes the roadmaps

associated with each application. Ultimately the Application portfolio is leveraged for many use cases and

periodically referenced by almost everyone in the enterprise.

Investments: Program and Project Portfolio Management (PPM) is a mature capability practiced by many leading

enterprises today. Also referred to as Demand Management, it’s the process by which business stakeholders make

decisions about investment funding and execution of a change to the current IT or business operations. When

combined with an Enterprise Portfolio perspective, better decisions are enabled across the entire portfolio of

investments.

Technology: The Technology portfolio represents all the “hard” or “physical” IT assets in which the Enterprise

has invested. In addition it also contains the catalog of all technology standards, their status in the Enterprise

(approved, denied, etc.) and the roadmap for each portfolio item.

INFORMATION

TECHNOLOGY

APPLICATIONS

BUSINESSARCHITECTURE

INVESTMENTS

GOALS &STRATEGY


Information: The Information assets are critical in identifying information risks and how existing data can be

leveraged within the enterprise. Pro-actively managing Information assets and their policy status using techniques

such as sensitivity rankings helps keep those assets under proper control. Using a portfolio approach to manage

and classify information assets provides a comprehensive understanding of what common information assets exist

and how they relate to other portfolios, most notably to Business and Applications information.

In addition, an Enterprise Portfolio must go beyond IT and contain descriptions of the Business which is be represented

in two additional portfolios:

Business Goals and Strategy: This portfolio captures all the intangible aspects that drive the Business decisions

going forward. This critical portfolio, referred to by Gartner as “Business Context”4, contains all the external drivers,

strategies, requirements, principles, goals and objectives affecting the Enterprise as a whole.

Business Architecture: This portfolio describes the Business capabilities, functions, processes, products and

organization.

Capturing and managing these business-oriented portfolios is a critical component in providing visibility into the

business alignment of the IT portfolios and investments. It is these elements, the Business viewpoint, that enable a

movement from “IT Portfolio Management” to a comprehensive “Enterprise Portfolio Management” approach.

For a different perspective on why the comprehensive multi-portfolio approach is important, the reader is referred to

the Appendix at the end of this document.

EA Evolved: Creating an Enterprise PortfolioMuch of the information that describes the IT portfolios exists today in repositories that support IT processes such ITIL,

ALM and PPM. As previously stated, the need is to integrate these silo-ed processes to improve the decision-making

processes. The first step in this integration is the aggregation of the various planning repositories into an Enterprise

Portfolio.

Figure 1 is a representation of the various existing sources of information about the IT portfolio. Each of these

repositories is the authoritative source for one aspect of the Enterprise Portfolio, but none are well suited as the

Enterprise Portfolio because they are purpose built to support well established critical processes such as Change

Management or Project Management.

As shown in Figure 5, what is required is an integration approach that aggregates information from each repository

and then enriches that information — using enterprise architecture tenets and principles — to describe relationships

between all the portfolios including the business portfolios. This Enterprise Portfolio is the next evolution of Enterprise

Architecture.

4 Gartner, “EA Must Include Defining Your Enterprise Context”, Publication Date: 2 March 2011 ID Number: G00209976


Figure 5: Enterprise Architecture Integrates Silos of Information

Additionally, many of these existing IT planning systems are solely focused on the current operational state, so, future

plans or roadmaps must to be defined for each portfolio so effective planning can be accomplished. Furthermore, in

order to manage and govern the information in the Enterprise Portfolio, ongoing stewardship and governance has to

be established and automated, via workflows, for each portfolio, addressing data quality, currency and completeness

criteria so that the information can be trusted. Lastly, integrations with other sources of record must be automated to

the extent possible to ensure data currency required to support the day-to-day needs of decision makers.

Enterprise Portfolio ManagementThe Enterprise Portfolio is the sum of all IT portfolios (Applications, Investments, Technologies and Information) and

their relationships to each other and to the Business Portfolios (Business Architecture and Business Strategies). CIO’s

can better respond to the needs to reduce cost, reduce risk, and be more agile by managing this set of connected

Enterprise Portfolios.

The need is to seamlessly enable the collection of IT value chains by leveraging information found across the multi-

vendor IT management ecosystem. Given the complexity, mission criticality, multi-vendor and evolving nature of the

IT eco-system, it’s unlikely any single vendor can deliver a solution in totality. That said, we at Troux have a single

focus to help our customers improve decision making by providing out of the box analytics that span the multi-vendor

eco-system and inform the IT value chains. To that end we approach the challenge by integrating the set of enterprise

portfolios creating an approach we call the Enterprise Portfolio Management, which represents the comprehensive view

that true IT planning and decision support solutions requires. We call this solution TrouxView (see Figure 6).


Figure 6

Enterprise Portfolio Management is Critical to High Priority InitiativesWhen the information assets that represent the connected set of enterprise portfolios are captured in Troux – new

critical use cases are unlocked enabling cross portfolio planning. (see Figure 7).

Figure 7: Troux Enterprise Portfolio Management

STRATEGIC INFORMATION

RUN

TH

E BU

SIN

ESS

CHA

NG

E THE BU

SINESS

OPERATIONAL INFORMATION

FinancialManagement

Enterprise PortfolioManagement

(Troux)

Project andPortfolio

ManagementITSM

ALM

Business ProcessManagement

MDM

Asset Management

EA Modeling

P A R T N E R S

CO

MM

UN

I TY

S O F T W A R E

SE

RV

ICE

S

INFORMATION

TrouxView™

EnterprisePortfolio

Management

TECHNOLOGY

APPLICATIONS

BUSINESSARCHITECTURE

INVESTMENTS

GOALS &STRATEGY


To that end it is useful to move beyond the theory of an Enterprise Portfolio and better understand how it would be used

in delivering high priority initiatives. It is also important to note that an Enterprise Portfolio cannot by itself deliver these

initiatives, but rather it can deliver critical analytics that improve the planning and decision making across all portfolios

and processes. The examples that follow are just a few of the numerous high value use cases an Enterprise Portfolio

approach can enable.

Application Portfolio ManagementIT organizations are under constant pressure to better synchronize the business, optimize resource usage, identify

and redirect wasteful spending, improve compliance, and increase agility. In many organizations basic application

maintenance expenditures account for over 80% of annual budgets so finding efficiencies in the application portfolio

can yield significant benefits.

Since the application portfolio is the touch point with the business, it is essential that an Application Portfolio

Management program is a sustainable and continuous. It has a large audience of stakeholders and is foundational

to a large number of use cases beyond cost saving including compliance, impact analysis, risk management,

modernization, and investment planning. What IT and business stakeholders need is complete visibility into the

application portfolio with detailed understanding of the higher order dependencies (business processes, functions and

strategies) and lower order dependencies (infrastructure, software, servers) of applications, services and projects. IT

organizations need the appropriate capabilities to effectively communicate cost-optimization efforts, change impact,

risk management plans and effectively communicate with business partners as well as provide real-time reporting on

the application portfolio risk, health, compliance and alignment.

Troux solutions enable businesses to analyze and gain insight into how best to manage and optimize the Application

Portfolio through the understanding of the of the entire enterprise portfolio. Troux provides an integrated and

automated out-of-the-box solution for application portfolio management.

M&AExecuting an M&A transaction requires companies to understand the ramifications across business, operations and IT

domains. In addition, merging with or acquiring another enterprise requires understanding of how new portfolios align

to business goals and strategies. How those portfolios create new or enhance existing business capabilities is key to a

successful M&A event.

IT infrastructures are not always assessed during the formative stages of an M&A project. This can lead to serious

business and technology misalignments when integrating two organizations. The key to successful acquisitions is to

develop a successful integration plan that accommodates business, operational and IT aspects.

Troux solutions allow enterprises to assess these potential pitfalls and help align the organizations’ strategies,

operating models, and IT assets – ultimately helping the enterprise gain a business-centric view of the necessary IT

transformations by considering the entire enterprise portfolio within the context of the acquisition or merger.


Cloud Planning The cloud creates opportunities for IT and business — improvements in agility, efficiency, cost and simplification.

Every enterprise needs to look at cloud transformation initiatives to not only understand the business benefit and

operational differentiation they can provide, but to also understand the ramifications and implications to the business of

making such a transformation.

In answering the question “what and how to move to the cloud”, IT organizations have a number of facets they need

to assess including deployment options, project and budget risk, security risks, elasticity of demand, regulatory

implications, SLA’s, audit challenges and finally the expected ROI.

Troux solutions allow enterprises to understand their enterprise portfolios and assess application candidates for

migration to a cloud environment within the context of technology risk, application suitability, security considerations

and alignment to business goals and strategies. By understanding the cloud opportunity through the lens of all the

affected enterprise portfolios, businesses can build better cloud transformation initiatives.

Investment Management Large enterprises are faced with an increasing array of investment demands. To make effective, impactful decisions

about which investments to pursue and which to reject requires a deep understanding of each investment proposal

within the context of the overall enterprise portfolio.

Investments and program proposals need to be evaluated as part of the business and IT planning process. To make the

right decision, executives need to understand the alignment of the potential investment landscape to the strategic goals

and intent of the business. For example, a proposed investment in application modernization or cloud transformation

needs to be evaluated with respect to the impacted enterprise goals, strategies and business capabilities together with

an understanding of existing application and technology roadmaps.

Troux solutions allow enterprises to assess investment and program proposals using a business-centric view of the

impacts and align these proposals to business goals and business capabilities. New understanding of the investment

with respect to the impact on the Application, Technology, Process and Information Portfolios is gained.

Solution ArchitectureDelivering on time and on budget is always a top CIO priority as CIOs strive to make best use of scarce project

funding. Key to delivering projects that meet the needs of the business is accurate and complete solution architecture.

Solution architecture is an architectural abstraction of the end-to-end solution consisting of applications, information

and technology to support specific business capabilities and business strategies. Without insight into the enterprise

portfolio it is problematic to design correct solution architectures.


Solution Architects must understand the current state with which their solution will integrate and leverage opportunities

for re-use in the current portfolio. Additionally, solution architectures must adhere to the published catalog of

technology standards and patterns. Architecture governance boards will use these catalogs to govern project

compliance. Good solution architectures inform deployment teams so they can better understand how the solution fits

into the enterprise, how it integrates with other aspects of the IT portfolio and how it supports the business.

Troux offers a purposed product based on The Open Group’s TOGAFTM approach to enterprise architecture that

supports the full TOGAFTM ADM insuring that solution architectures address all aspects of the enterprise portfolio.

Change ManagementMost CMDB/ITSM systems implement data models that represent elements of the business architecture such as

Configuration Item (CI) owners and the business processes supported. In practice however, this information is not

populated because it is not the remit of the Operations teams to manage this type of information. Hence it is difficult

for operation change teams to understand risks and business impacts of change requests.

As the business becomes more and more dependent on IT to run all business processes, the direct impact to the

business of SLA failures becomes more and more acute. Better understanding of impacted business capabilities and

organizations improves the operations team’s ability to mitigate risk and improve SLA’s.

Troux provides integrations with leading ITSM products. These integrations allow business architecture portfolios

to augment the ITSM tools being used by the operations teams. By providing the ITSM tools with access to the

enterprise portfolio, the business architecture can be automatically provisioned to the ITSM tools enabling Change

Teams to better manage change impacts and improve SLA’s.

The Troux ApproachTroux provides industry-leading solutions that deliver rapid and continuous value by utilizing an Enterprise Portfolio

Management approach; by leveraging out of the box analytics that give insight into the interconnected nature of the

Enterprise Portfolio, Troux’s solutions deliver sustainable business value. (see Figure 4).

Additionally, Troux also provides a prescriptive approach to ensure customer success and on-going customer self

sufficiency. These “Troux Accelerators” are based on an “outside in” approach that focuses on answering a set of

business critical questions that are aligned to Troux’s rich set of out of the box analytics (see Figure 8).


Figure 8: Troux’s Outside in Approach

Let us consider a few examples of how this might be applied.

EXAMPLE 1: There are two issues often found in large enterprises today. The first one is a need to reduce operating

costs and thereby free up funding for innovation. This is often approached from an application portfolio perspective.

The second issue is that significant parts of the enterprise technology portfolio are out-dated due to spending

constraints previously enforced. This IT debt5 reflects an operational risk to the business but is difficult to understand

where to apply the technology refresh funding. These two issues can be combined and distilled into a single business

question:

“What are the high cost/risk applications and what do they mean to the business?”

As shown in Figure 9 if we create a cross portfolio visualization that relates Business Capabilities from the Business

Architecture portfolio with the Application Portfolio and the supporting technologies — from the technology portfolio

— we can get immediate insight into the business cost and risks sought after. These insights will inform application

modernization, application retirement, and technology refresh decisions.


Figure 9: Business Architecture + Application Portfolio + Technology Portfolio

EXAMPLE 2: From a practical standpoint really understanding “strategic alignment” can be difficult, but if you reduce

it to the right focused business question, practical visualizations can be delivered. Consider the question:

“Which applications and technologies are affected by a change in strategy?”

To be responsive to this question we need to deliver a visualization that gives insight into how a strategy contained in

the Business Strategy portfolio is implemented by programs and projects in the investment portfolio and how those

projects affect and are affected by the underlying application roadmaps and supporting technology roadmaps.

As shown in Figure 10, if we create a cross portfolio visualization that relates business strategies from the Business

Architecture portfolio with the Investment, Application and Technology portfolios we can get immediate insight into the

alignment and gaps in the overall plan. These insights will inform the enterprise so that corrective action can be taken.

Figure 10: Business Strategy + Investment Portfolio + Application Portfolio + Technology Portfolio


Troux AcceleratorsBased on years of experience working with hundreds of customers, Troux Accelerators deliver a structured, yet agile

approach to help you align and synchronize your EPM program to realize better execution, control risk, and improve

financial performance.

Troux Accelerators are a proven prescriptive set of best practices, designed to deliver immediate value by answering

critical business questions, and are packaged so your EPM program provides your decision makers and stakeholders

with rich information and analytics. As a result, you can operationalize Program Management, Stewardship, and

Governance.

Accelerators are based on a four step program (see Figure 11)

1. The Success Planning Phase – establishes the foundation for success; defining the vision, goals, targeted value, &

stakeholder priorities; level-setting the team, and setting the course forward

2. The Data Quality Phase – operationalizes data stewardship; enabling domain stewards through best practices to

keep key data current, correct, & complete.

3. The Information Analysis Phase – identifies opportunities; executing key analytics and examining the results for

trends and anomalies that illuminate possible change opportunities for consideration

4. The Business value Phase – makes decisions; using the results of analyses in governance body actions &

investment planning processes.

Figure 11: Troux Accelerator Methodology


Troux recognizes that one size doesn’t fit all and you need to size your approach to your objectives and business

imperatives. To that end, Troux offers three categories of Accelerators to meet your needs and budgets:

1. Quick Start Accelerator - Quickly populate a targeted set of out-of-the-box Troux analytics with the data required to

get immediate value from your Troux software. Typically time boxed to 2 months.

2. Rapid Answers Accelerator - Provide analytics for a high priority, near-term need within a EPM program ---

typically within 3 months.

3. Program Accelerator - Establish a EPM program that is operationalized and sustained through Program

Management, Stewardship, and Governance, providing a set of analytics to communicate information centered on

one or more functional areas — typically in 4 months. The program accelerator can be implemented on previously

executed Rapid Answers or Quick Start Accelerators


Appendix: A Parable that EnlightensThere is an ancient parable that originated in India

about the blind men and an elephant. Each blind man

is given a chance to feel a different part of an elephant

and describe what an elephant is like. One man

who handles the trunk says it is like a snake, another

who feels the tusk says it is like a spear, another who

touches the tail says it is like a rope etc. They violently

disagree about what the elephant is, with no resolution

to the debate.

The Enterprise Portfolio is much like the elephant in

this story. If we don’t see it in its totality including the

Business viewpoint, we cannot understand how all the

parts make a whole enterprise. Furthermore we risk

endless debates that result in no business value.

For example, if we are looking to make decisions about the Application portfolio and are only analyzing projects and

applications, we are overlooking four additional domains (Business Strategy, Business Architecture, Technology

and Information). Without analytics that consider all dimensions of the problem space, it is highly unlikely the right

application decisions will be taken — and in fact much like the blind men and the elephant — there can be much

disagreement and little business value delivered.

Additionally, many of these existing IT planning systems are solely focused on the current operational state, so, future

plans or roadmaps need to be defined for each portfolio so that effective planning can be accomplished across multiple

portfolios. Furthermore, in order to manage and govern the information in the Enterprise Portfolio, ongoing stewardship

and governance has to be established and automated, via workflows, for each portfolio, addressing data quality, currency

and completeness criteria so that the information can be trusted. Lastly, integrations with other sources of record must be

automated to the extent possible to insure currency needed to sustain the on going decision support needs.

Copyright ©2012 Troux Technologies, Inc. Troux, all products prefaced by the word Troux and the Troux logos are either registered trademarks or trademarks of Troux Technologies, Inc. in the United States and/or other countries. All other products mentioned are either registered trademarks or trademarks of their respective corporations. 201204

AMERICAS HEADQUARTERS:

Troux Technologies8601 FM 2222, Building 3, Suite 300Austin, TX 78730USATel: +1 512 536 6270Fax: +1 512 231 8796Email: [email protected]

EMEA HEADQUARTERS:

Troux Technologies, UK268 Bath RoadSlough, SL1 4DXUKTel: +44 (0) 1753 725660Fax: +44 (0) 1753 725661Email: [email protected]

GERMANY:

Troux Technologies GmbHLandsbergerstr. 302D-80687 MünchenGermanyTel: +49 89 452 1326 0Fax: +49 89 452 1326 29Email: [email protected]

gds international - cio - summit - europe - 14

Business

risk management

enterprise portfolioapproach

single portfolio

enterprise architecture

investment management

effective enterprise

cross portfolio approach

solution architecture