1. Firms use both quantitative and qualitative methods to evaluate innovation projects for funding, as most projects fail and resources are limited. Commonly used quantitative methods like net present value (NPV) and internal rate of return (IRR) create financial estimates but rely on uncertain cash flow forecasts.
2. Qualitative methods structure discussions around screening questions from multiple perspectives. Combination methods incorporate quantitative and qualitative data, like conjoint analysis quantifying attribute importance or data envelopment analysis ranking projects on efficiency.
3. No single method is perfect, so firms balance quantitative financial analysis with qualitative strategic fit assessments in choosing the right innovation project portfolio.
Developing innovative new products and services is expensive and time-consuming. It is also extremely risky—most studies have indicated that the vast majority of development projects fail
Capital Rationing is the allocation of a finite quantity of a resource over different possible uses. Many firms use a form of capital rationing in formulating their new product development plans. Under capital rationing, the firm sets a fixed research and development budget (often some percentage of the previous year’s sales), and then uses a rank ordering of possible projects to determine which will be funded.
Developing innovative new products and services is expensive and time-consuming. It is also extremely risky—most studies have indicated that the vast majority of development projects fail
Capital Rationing is the allocation of a finite quantity of a resource over different possible uses. Many firms use a form of capital rationing in formulating their new product development plans. Under capital rationing, the firm sets a fixed research and development budget (often some percentage of the previous year’s sales), and then uses a rank ordering of possible projects to determine which will be funded.
Project management is the practice of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria at the specified time.
Most of the project idea involve combining existing field of technology or offering variants of present product & services.
A panel is formed for the purpose of identifying investment opportunities. It involves the following tasks which must be carried out in order to come up with a creative idea –
(a) SWOT analysis
(b) Determination of objectives
(c) Creating Good environment
Capital Rationing is the allocation of a finite quantity of a resource over different possible uses. Many firms use a form of capital rationing in formulating their new product development plans. Under capital rationing, the firm sets a fixed research and development budget (often some percentage of the previous year’s sales), and then uses a rank ordering of possible projects to determine which will be funded.
Portfolio Rationalization - Making Sound Financial and Strategic Decisions in...Robert Greiner
This presentation outlines a methodology and set of frameworks useful for making strategic product portfolio rationalization decisions in times of uncertainty intelligently and quickly (rapid vs. rushed) regardless of organization size.
Additionally, we provide thoughts and ideas around the current emergent state of the world & market due to COVID-19 and how organizations can effectively navigate through three key phases.
Application of Decision Analysis & Portfolio Management to the Generic Drug I...Richard Bayney
Shows how (a) well structured Decision Analysis can be applied to a major investment decision and (b) holistic Portfolio Management can lead to portfolio value maximization.
Project management is the practice of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria at the specified time.
Most of the project idea involve combining existing field of technology or offering variants of present product & services.
A panel is formed for the purpose of identifying investment opportunities. It involves the following tasks which must be carried out in order to come up with a creative idea –
(a) SWOT analysis
(b) Determination of objectives
(c) Creating Good environment
Capital Rationing is the allocation of a finite quantity of a resource over different possible uses. Many firms use a form of capital rationing in formulating their new product development plans. Under capital rationing, the firm sets a fixed research and development budget (often some percentage of the previous year’s sales), and then uses a rank ordering of possible projects to determine which will be funded.
Portfolio Rationalization - Making Sound Financial and Strategic Decisions in...Robert Greiner
This presentation outlines a methodology and set of frameworks useful for making strategic product portfolio rationalization decisions in times of uncertainty intelligently and quickly (rapid vs. rushed) regardless of organization size.
Additionally, we provide thoughts and ideas around the current emergent state of the world & market due to COVID-19 and how organizations can effectively navigate through three key phases.
Application of Decision Analysis & Portfolio Management to the Generic Drug I...Richard Bayney
Shows how (a) well structured Decision Analysis can be applied to a major investment decision and (b) holistic Portfolio Management can lead to portfolio value maximization.
Using the Analytic Hierarchy Process (AHP) to Select and Prioritize Project...Ricardo Viana Vargas
The objective of this paper is to present, discuss and apply the principles and techniques of the Analytic Hierarchy Process (AHP) in the prioritization and selection of projects in a portfolio. AHP is one of the main mathematical models currently available to support the decision theory.
significance_of_test_estimating_in_the_software_development.pdfsarah david
Accurate estimations helps project managers to maintain a well-organized project timeline. By having a clear understanding of the time required for testing activities, realistic schedules can be developed, ensuring effective coordination with development and other project tasks.
Reference : Schilling, Melissa A. 2017. Strategic Management Of Technological Innovation. New York : McGraw-Hill Education.
http://sif.uin-suska.ac.id/
http://uin-suska.ac.id/
Abstract: A board of directors has the responsibilities of supervising the management and overall business performance of an organisation. During the acquisition of assets through project development, a board requires a high level of confidence that management is applying prudence in doing the right things and doing things right. This paper focuses on how a board can gain this assurance through Cold Eyed Reviews (CERs). It discusses why an effective CER creates significant value and effective risk hedging to an organisation
Abstract: A board of directors has the responsibilities of supervising the management and overall business performance of an organisation. During the acquisition of assets through project development, a board requires a high level of confidence that management is applying prudence in doing the right things and doing things right. This paper focuses on how a board can gain this assurance through Cold Eyed Reviews (CERs). It discusses why an effective CER creates significant value and effective risk hedging to an organisation.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case Analysis - The Sky is the Limit | Principles of Management
Chapter 8 .
1.
2. Developing innovative new products and services is expensive and time-consuming. It is also extremely risky—
most studies have indicated that the vast majority of development projects fail. Firms have to make difficult
choices about which projects are worth the investment, and then they have to make sure those projects are pursued
with a rigorous and well-thought-out development process. In this chapter, we will explore the various methods
used to evaluate and choose innovation projects. The methods range from informal to highly structured, and from
entirely qualitative to strictly quantitative. We will start by considering the role of capital rationing in the R&D
investment decision, and then we will cover various methods used to evaluate projects including strictly
quantitative methods, qualitative methods, and approaches that combine quantitative and qualitative techniques.
3. 1. Discounted Cash Flow Methods
Many firms use some form of discounted cash flow analysis to evaluate projects. Discounted cash flows are quantitative methods
for assessing whether the anticipated
future benefits are large enough to justify expenditure, given the risks. Discounted cash flow methods take into account the payback
period, risk, and time value of money
2. Net Present Value (NPV)
the cash flows the project will yield (often under a number of different “what if” scenarios). Costs and cash flows that occur in the
future must be discounted back to the current period to account for risk and the time value of money.
3. Internal Rate of Return (IRR)
The internal rate of return of a project is the discount rate that makes the net present value of the investment zero
4. Real Options
When a firm develops new core technologies, it is simultaneously investing in its own learning and in the development of new
capabilities
QUANTITATIVE METHODS FOR CHOOSING PROJECTS
4. Quantitative methods for analyzing potential
innovation projects can provide concrete financial
estimates that facilitate strategic planning and trade-off
decisions. They can explicitly consider the timing of
investment and cash flows and the time value of
money and risk.
They can make the returns of the
project seem unambiguous, and
managers may find them very
reassuring. However, this
minimization of ambiguity may be
deceptive; discounted cash flow
estimates are only as accurate as the
original estimates of the profits from
the technology, and in many
situations, it is extremely difficult to
anticipate the returns of the
technology.
5. .
1. Conjoint Analysis
is a family of techniques (including discrete choice, choice modeling, hierarchical choice, trade-off matrices,
and pairwise comparisons) used to estimate the specific value individuals place on some attribute of a
choice, such as the relative value of features of a product or the relative importance of different outcomes of
a development Project
2. Data Envelopment Analysis
is a method of assessing a potential project (or other decision) using multiple criteria that may have different
kinds of measurement units.23 For instance, for a particular set of potential projects, a firm might have cash
flow estimates, a ranking of the project’s fit with existing competencies,
a ranking of the project’s potential for building desired future competencies, a score for its technical
feasibility, and a score for its customer desirability
6. 1. Firms often use a combination of quantitative and qualitative methods to evaluate
which projects should be funded. Though some methods assume that all valuable
projects will be funded, resources are typically constrained and firms must use
capital rationing.
2. The most commonly used quantitative methods of evaluating projects are discounted
cash flow methods such as net present value (NPV) or internal rate of return (IRR).
While both methods enable the firm to create concrete estimates of
returns of a project and account for the time value of money, the results are only as good
as the cash flow estimates used in the analysis (which are often unreliable). Both
methods also tend to heavily discount long-term or risky projects, and can
undervalue projects that have strategic implications that are not well reflected by cash
flow estimates.
3. Some firms now use a real options approach to assessing projects. Real options better
account for the long-run strategic implications of a project. Unfortunately, many new
product development investment decisions do not conform to the
assumptions inherent in an options valuation approach
7. 4. One commonly used qualitative method of assessing development projects is to subject the project to a series of
screening questions that consider the project from multiple angles. These questions may be used merely to structure
the discussion of a project or to create rating scales that are then utilized in an approach that combines qualitative and
quantitative assessment.
5. A company’s portfolio of projects typically includes projects of different types (e.g., advanced R&D, breakthrough,
platform, and derivative projects) that have different resource requirements and different rates of return. Companies
can use a project map to assess what their balance of projects is (or should be) and allocate resources accordingly.
6. Q-sort is a qualitative method of assessing projects whereby individuals rank each project under consideration
according to a series of criteria. Q-sort is most commonly used to provide a format for discussion and debate.
7. Conjoint analysis is a method of converting qualitative assessments of a choice into quantitative weights of the
different criteria underlying the choice. It is most often used for assessing how customers value different product
attributes.
8. Data envelopment analysis (DEA) is another method that combines qualitative and quantitative measures. DEA
enables projects that have multiple criteria in different measurement units to be ranked by comparing them to a
hypothetical efficiency frontier.