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The Office of Management and Budget (OMB) created the PortfolioStat process in March 2012. A PortfolioStat session is a face-to-face, evidence-based review of a U.S. federal agency's IT portfolio that includes data on commodity IT investments, potential duplications within the agency, investments that do not appear to be well aligned to agency missions or business functions, and other key considerations and data within an agency's IT portfolio.

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  • PortfolioStat
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  • The Office of Management and Budget (OMB) created the PortfolioStat process in March 2012. A PortfolioStat session is a face-to-face, evidence-based review of a U.S. federal agency's IT portfolio that includes data on commodity IT investments, potential duplications within the agency, investments that do not appear to be well aligned to agency missions or business functions, and other key considerations and data within an agency's IT portfolio.
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  • The Office of Management and Budget (OMB) created the PortfolioStat process in March 2012. A PortfolioStat session is a face-to-face, evidence-based review of a U.S. federal agency's IT portfolio that includes data on commodity IT investments, potential duplications within the agency, investments that do not appear to be well aligned to agency missions or business functions, and other key considerations and data within an agency's IT portfolio. PortfolioStat is a tool that agencies can use to assess the current maturity of their IT portfolio management process, make decisions on eliminating duplication, augment current CIO-led capital planning and investment control processes, and move to shared solutions in order to maximize the return on IT investments across the portfolio. While TechStat examines IT performance at the specific project or investment-level, PortfolioStat examines an agency's IT portfolio as a whole and draws on the agency's enterprise architecture to help identify and eliminate areas of duplication and waste. Through the PortfolioStat process, agencies will develop a clearer picture of where duplication exists across their respective bureaus and components. This analysis should inform the budget process and help agency Deputy Secretaries to eliminate waste and duplication within the IT portfolio. A specific focus must be placed on reducing duplication within commodity IT by shifting to intra- and inter-agency shared services. Duplicative systems or contracts that support common business functions within an agency should be targeted for consolidation in order to leverage the purchasing power of the agency.
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