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Scorecard development

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http://www.slideshare.net/Marshallja/scorecard-model-21038888

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  • The adoption of Portfolio Management (PfM) has not increased amongst organisations, but its use leads to increases in the five key performance indicators of quality, scope, budget, time, and business benefits. When implementing PfM, we have found that the three largest ways to be more successful include aligning the portfolio with the organisation’s strategy; using an enterprise Project Management Office (PMO) to manage the portfolio; and conducting monthly reviews. Organisations employing these approaches should expect to see an increased likelihood of portfolios that meet schedule, scope, quality, budget, time, and business benefits. Insights and Trends: Current Portfolio, Programme, and Project Management Practices, PricewaterhouseCoopers LLP (PwC) http://www.pwc.com/mx/es/industrias/proyectos-capital/archivo/2013-08-insight-trends.pdf In US terminology this is called the Project Management Organization other comments: 68% of software projects do not meet time/cost/scope targets. Only 32% of projects were completed on time, within budget and delivered measurable business and stakeholder benefits. There are many reasons for such failures. As per a PricewaterhouseCoopers survey [3] of 1,524 organizations, inadequate project estimating and planning constitutes 30% of project failures, lack of executive sponsorship constitutes 16% and poorly defined goals and objectives constitutes 12%. It also found that using established project management approaches increased success as measured by a project's key performance indicators of quality, scope, schedule, budgets and benefits. The survey indicates that operating an established PMO is one of the top three reasons that drives successful project delivery https://en.wikipedia.org/wiki/Project_management_office
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  • Our models are completely mapped and developed with the strategy of corporate versioning
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  • This Model is based on what is called Sideways Analysis
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  • Our Models can define conversion on PROJECTS, PRODUCTS, PROGRAMS or BUSINESS SEGMENTS, CHANNELS or TEAM PERFORMANCE
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Scorecard development

  1. 1. Presently our model has capabilities that very few financial models present:  Resource Planning and Project Planning  Conversion Modeling for any Segment  Project or Program carryforward including flow-thru conversion  Portfolio Method  An extension of the modeling experience develops the interior dimension  Interpolation methods  Critical Path metric collection  VRD can be added and Agile Methods  Sideways Analysis is the method used to deploy conversion performance  Cost Benefit Reporting, Funding and Quotations Our model is a pushprogram and not fullydevelopedasan application,but working with Controllers this is not generallya problem. It requiresthe use of the financial model,as the Portfoliois the centerpiece ofScorecard development. The program is a complexpushthrough what is more like a backgammon problem. We are working to SIMPLIFYin Microsoft Enterprise Portal. AGILE
  2. 2. Sideways Analysis is the methodusedtodeploy conversionperformance andother Reports are developedwithinthe models Including: Financials, Portfolio, ScorecardandCost Benefit Analysis(see additional.) Call Jean Marshall, Brij Consulting LLC for more info: 724-316-5617

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