Portfolio decision making involves regularly evaluating, prioritizing, and selecting projects based on limited resources. It aims to maximize value and includes project evaluation, resource allocation, strategy alignment, and project selection. Benefits include improved timing, planning, decision-making, communication, strategy, risk management, and alignment. Tools for enabling it include databases, scoring models, financial models, and optimization procedures. A maturity model identifies critical processes at different implementation stages. Studies found portfolio management improved efficiency but its effect on metrics like time-to-market was less clear. Best performers had more aligned resource breakdowns and prioritization than worst performers, though few had formal portfolio processes. Those with two-stage project selection killed more projects pre-
We started this Academic Writing Help in the year 2011.Writekraft Research & Publication: www.writekraft.com 1000s of students have graduated across the globe from our in-depth research.
We help students with the following services:
1. Thesis Writing (from 50 pages and above)
2. Dissertation writing
3. Research Writing for Publishing
4. Data Analysis
5. Research Proposal Writing
6. Study Plan
7. Plagiarism Report
Contact us at shivam.writekraft@gmail OR call us on +917753818181, +919838033084
The charges are fair and we allow negotiations as per the student’s budget. You can also inbox me for more direction.
This document summarizes research on project risk management in new product development conducted with 5 small creative companies in the UK. It discusses how these companies assess risks for critical design decisions informally without formal risk assessment tools. A wide range of project risks were identified that were unique to each individual company. However, common risk domains included financial, personal, intellectual property, regulatory, market, technical, partnership, and organizational risks. The document also describes the new products and development processes studied at each of the 5 participating companies.
Proven Paradigm for Creating Enterprise Project and Portfolio Management Adop...UMT
Capability Maturity Assessment is one of the tools consistently leveraged by Enterprise Project and Portfolio Manage-ment (EPM) practitioners in the creation of adoption roadmaps for organizations that are creating momentum for change with the objective of improving internal governance. Historically, the problem has been addressed in parallel at the Project, Program, or Portfolio levels, and in many cases the solutions devised have been independent of one anoth-er, potentially missing on integration aspects that could greatly improve overall results. In the past couple of years, new methodologies that attempt to encompass all three disciplines have been developed, including OPM3 from the PMI.
COMPRESSED NEW PRODUCT DEVELOPMENT CYCLE & ITS IMPACT ON OUTSOURCING DECISION...ijmvsc
The compulsion to continuous development of new product has resulted in compressed product life cycle.A
consequence of this compressed product life cycle is the time crunch or the “schedule pressure” that the
new product development (NPD) team in a company confronts. The time-to-market or schedule pressure
can be one of the main reason of increasing outsourcing activities related to NPD as outsourcing brings
together multiple best-in-class suppliers work simultaneously on individual components of a system and
gives the company required flexibility in regards to NPD .The main hypothesis of this paper is to find out
whether schedule pressure on NPD encourages outsourcing. The study aims to explore the impact of
schedule pressure in NPD in the auto component industry. The other aim isto assess the relationship
between schedule pressure in NPD and the outsourcing decision.
Extreme Programming (XP) is an agile methodology widely used for software development. However, XP is not as effective for medium and large projects due to weaknesses like poor documentation and lack of risk awareness. This paper reviews several studies on adapting XP for different project sizes through practices like extended planning, architecture design, and risk management. Case studies show the adapted XP approach can provide benefits to medium and large projects similar to what standard XP delivers for small projects.
This document summarizes the key findings of a survey conducted by KPMG on monitoring and evaluation practices in the development sector. Some of the main findings include:
1) There is no clear consensus on terminology or approaches to monitoring and evaluation among organizations. This can create issues with lack of clarity.
2) While sophisticated evaluation models and techniques exist, the most commonly used techniques are quite basic, such as logical frameworks and performance indicators.
3) There is a need for stronger feedback loops to better synthesize lessons learned and ensure they are acted upon in a timely manner. Many evaluations are produced but not acted upon.
4) The adoption of new technologies for data collection and analysis is lagging,
We started this Academic Writing Help in the year 2011.Writekraft Research & Publication: www.writekraft.com 1000s of students have graduated across the globe from our in-depth research.
We help students with the following services:
1. Thesis Writing (from 50 pages and above)
2. Dissertation writing
3. Research Writing for Publishing
4. Data Analysis
5. Research Proposal Writing
6. Study Plan
7. Plagiarism Report
Contact us at shivam.writekraft@gmail OR call us on +917753818181, +919838033084
The charges are fair and we allow negotiations as per the student’s budget. You can also inbox me for more direction.
This document summarizes research on project risk management in new product development conducted with 5 small creative companies in the UK. It discusses how these companies assess risks for critical design decisions informally without formal risk assessment tools. A wide range of project risks were identified that were unique to each individual company. However, common risk domains included financial, personal, intellectual property, regulatory, market, technical, partnership, and organizational risks. The document also describes the new products and development processes studied at each of the 5 participating companies.
Proven Paradigm for Creating Enterprise Project and Portfolio Management Adop...UMT
Capability Maturity Assessment is one of the tools consistently leveraged by Enterprise Project and Portfolio Manage-ment (EPM) practitioners in the creation of adoption roadmaps for organizations that are creating momentum for change with the objective of improving internal governance. Historically, the problem has been addressed in parallel at the Project, Program, or Portfolio levels, and in many cases the solutions devised have been independent of one anoth-er, potentially missing on integration aspects that could greatly improve overall results. In the past couple of years, new methodologies that attempt to encompass all three disciplines have been developed, including OPM3 from the PMI.
COMPRESSED NEW PRODUCT DEVELOPMENT CYCLE & ITS IMPACT ON OUTSOURCING DECISION...ijmvsc
The compulsion to continuous development of new product has resulted in compressed product life cycle.A
consequence of this compressed product life cycle is the time crunch or the “schedule pressure” that the
new product development (NPD) team in a company confronts. The time-to-market or schedule pressure
can be one of the main reason of increasing outsourcing activities related to NPD as outsourcing brings
together multiple best-in-class suppliers work simultaneously on individual components of a system and
gives the company required flexibility in regards to NPD .The main hypothesis of this paper is to find out
whether schedule pressure on NPD encourages outsourcing. The study aims to explore the impact of
schedule pressure in NPD in the auto component industry. The other aim isto assess the relationship
between schedule pressure in NPD and the outsourcing decision.
Extreme Programming (XP) is an agile methodology widely used for software development. However, XP is not as effective for medium and large projects due to weaknesses like poor documentation and lack of risk awareness. This paper reviews several studies on adapting XP for different project sizes through practices like extended planning, architecture design, and risk management. Case studies show the adapted XP approach can provide benefits to medium and large projects similar to what standard XP delivers for small projects.
This document summarizes the key findings of a survey conducted by KPMG on monitoring and evaluation practices in the development sector. Some of the main findings include:
1) There is no clear consensus on terminology or approaches to monitoring and evaluation among organizations. This can create issues with lack of clarity.
2) While sophisticated evaluation models and techniques exist, the most commonly used techniques are quite basic, such as logical frameworks and performance indicators.
3) There is a need for stronger feedback loops to better synthesize lessons learned and ensure they are acted upon in a timely manner. Many evaluations are produced but not acted upon.
4) The adoption of new technologies for data collection and analysis is lagging,
IRJET-Quality Benchmarking in Construction IndustryIRJET Journal
This document summarizes a research paper that studied differences in project planning quality across different industries. It found that construction and engineering organizations planned projects better than other industries like software, services, and production/maintenance. Construction and engineering organizations also had less cost and schedule overruns, indicating better project success. The study used a Project Management Planning Quality model to evaluate the use of 33 different planning processes and organizational support factors. It analyzed data from 201 project managers across four industries. Key findings were that construction/engineering planned projects best while production/maintenance planned projects worst, and construction/engineering projects succeeded best while production/maintenance projects succeeded worst.
R&D refers to activities companies undertake to innovate new products and services. The goal is to develop innovations that can be brought to market to improve the company's bottom line. The R&D process involves defining ideas, designing prototypes, developing selected ideas, and delivering final products to market after testing. Companies must balance integrating R&D objectives with business goals, effectively planning and managing R&D projects, and considering R&D as a strategic competency rather than just a collection of projects.
Keynote presentation at the International Society for Professional Iinnovation Management in Singapore, December 2014. University technology transfer needs a total rethink.. a proposed model to put value creation at the heart of engagement rather than IP control. After all, if universities don't exist to faciltate knowledge diffusion why are we here??
New product development and customer knowledge management in pakistani firmsAlexander Decker
This document summarizes an exploratory study of new product development (NPD) processes and customer knowledge management (CKM) activities in Pakistani firms. The study examines how Pakistani firms approach NPD and utilize customer knowledge. It reviews relevant literature on NPD strategies and processes, the role of idea generation and customer focus. The study aims to understand current NPD practices in Pakistani companies, compare them to established global models, and assess how companies manage customer knowledge and whether CKM could benefit their NPD. Qualitative interviews were conducted with companies to explore their NPD approaches and CKM infrastructure.
Re-engineering the design phase of appreciative inquiry_WAIC2015_workshop pap...Jan De Winter
This document proposes innovations to the design phase of Appreciative Inquiry (AI) workshops based on the author's research combining AI with enterprise engineering methods. It finds that many large-scale change projects, especially those involving information technology, fail due to poor preparation. The design phase is critical for success but can be improved using techniques from conceptual modeling, iterative design, and system engineering to reduce complexity and better align stakeholders. The paper presents these innovations as reusable design propositions explaining the problem, intervention, mechanism, and expected outcome.
This document discusses the challenges that pharmaceutical companies face in implementing portfolio project resource management (PPRM) capabilities. Some key points:
- PPRM aims to optimize a company's R&D portfolio value given limited resources by making consistent go/no-go and resource allocation decisions based on project risks, costs, and commercial potential.
- However, implementing comprehensive PPRM capabilities is difficult due to concerns that it may hamper scientific creativity, require significant effort to standardize processes, and change how decisions are made.
- For PPRM to succeed, companies must standardize business practices, create explicit procedures, and exercise managerial discipline while also addressing longstanding issues and ambiguities in order
This document discusses several examples of technology transfer between government and academic institutions and private companies in India. It provides cases of technologies developed in areas such as biotechnology, pharmaceuticals, electronics, and information technology that have been successfully transferred and commercialized. Examples include BARC transferring 90 technologies, NCL collaborating with universities and pharmaceutical companies, and DBT transferring forest tree technologies through tissue culture. Private companies like Eli Lilly, Wockhardt, and Cipla have signed licensing deals for drugs. Institutions like CDRI, TIFR, IIT Delhi have also successfully transferred technologies.
Exploring the frontiers of Agile Development in the Digital EraClaudia Melo
www.claudiamelo.org
Exploring implications on agile software development research and science on the Digital Era. Socio-technical systems and transdisciplinarity as possible new ways to conduct valuable research.
DevOps shifting software engineering strategy Value based perspectiveiosrjce
IOSR Journal of Computer Engineering (IOSR-JCE) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of computer engineering and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications in computer technology. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This document summarizes key points from a lecture on research and development (R&D). It discusses best practices in innovation including understanding customer needs, culture of innovation, open innovation, funding R&D, execution, creativity, and intellectual property protection. It provides definitions of R&D, describes the different types of R&D activities from basic research to development. It also discusses integrating R&D with corporate strategy, classifying R&D activities across industries, and the importance of strategic R&D planning and developing a technology portfolio.
Technology forecasting and foresight help organizations make strategic decisions about emerging technologies. The document discusses various techniques for technology forecasting and foresight, including exploratory techniques like trend extrapolation and normative techniques like relevance trees. It also outlines the benefits of forecasting and foresight activities, such as improved decision-making and greater legitimacy for organizational visions. Overall, the document provides an overview of how technology forecasting and foresight can inform strategic planning.
R&D Research & Development Strategy & ManagementChief Innovation
Am one of the few people I know who has an R&D Strategy background, but you almost never can sell projects in that area unless you have a domain PhD. Most of this is from 3rd Generation R&D, written by former colleagues from Arthur D. Little, Phil Roussel, Tammy Erickson and Kamal Saad. Phil is no longer with us, great guy and good friend (always tell people, I taught him how to use a fax machine, 'Jay, how do I work this thing.' - 'Phil, put the page in there, and push that big green button.' - 'Oh, that was easy.' Safe to say, 23 years later I still have never written a cool book, but did know something he did not! This had 3 slides at the end of it that I cannot remember where they came from, think in the book but not in order.
Research and Development is the most important and functional part of the whole business organization which helps in deciding the considerable objectives, finding ways to accomplish them and taking future decisions for overall business growth.
In 2017, Global Research and Development investment has been maximum in the field of electronics and computing. The present foremost requirement of developing business is innovation and Research and Development is contributing a lot towards it.
Thanks for Reading
Team MakeWebBetter
The value of any technological innovation is only partly determined by what the tech-nology can do. A large part of the value of an innovation is determined by the degree to which people can understand it, access it, and integrate it within their lives. Effective deployment strategies can reduce uncertainty about the product, lower resistance to switching from competing or substitute goods, and accelerate adoption.
8.[60 68]the association between project success and project initiation phaseAlexander Decker
This study examines the relationship between project initiation factors and project success in Bangladesh. A survey was conducted of 50 companies across real estate, garments, and electronics sectors. The factors examined included business case justification, feasibility studies, project charters, teams, offices, and reviews. Regression analysis found most factors had a significant positive relationship to success, except for projects based solely on opportunities or feasibility studies by specialized firms. The results provide insights for managers on which initiation factors contribute most to project success in Bangladesh and add to the limited existing literature on project management in the country.
The document discusses improving project portfolio management through portfolio decision optimization (PDO). Few IT projects are successful due to misalignment with strategies and poor decisions based on uncertain information. PDO can treat portfolio management as a dynamic decision-making process by fusing uncertain data using Bayesian Team Support (BTS), a patented decision support engine. BTS answers key portfolio questions, considers risks and uncertainties, and ranks projects to optimize the portfolio. Integrating BTS into traditional portfolio management systems can improve decision-making and project success rates.
The document outlines a process for proposing, assessing, and tracking strategic initiatives from idea generation through portfolio management. Key steps include:
1) Ideas are generated and developed into proposals which are reviewed by a Strategy and Planning Committee to decide which move forward.
2) Approved proposals undergo a business case assessment to define benefits, costs, and risks before again being reviewed by the Committee.
3) Validated business cases enter a value assessment phase to further analyze options before a final review and decision.
4) Approved projects enter the portfolio tracking phase where performance is monitored against targets and regular status reports are produced for Committee review.
This document discusses metrics and monetization strategies for software startups. It begins by introducing the author and his company RescueTime, which helps people track how they spend their time. It then discusses the importance of measuring key metrics like visitors, signups, purchases, and retention at each step of the "startup funnel." The document emphasizes focusing on opportunities that provide long-term leverage, like improving retention rates, rather than one-time gains. Finally, it provides tips for optimizing different parts of the funnel like acquisition, user experience, evangelism, and purchases. The overall message is that startups should measure their funnel closely and address areas where user numbers drop off significantly.
Portfolio Optimization Under UncertaintyAdam Butler
This document summarizes a guest lecture on portfolio optimization under uncertainty. The lecture discusses that risk is the probability of not achieving financial objectives. It is explained that investing should minimize this risk. Different portfolio optimization techniques are explored, including equal weighting, naive risk parity, robust risk parity, and mean-variance optimization using different return estimates. Dynamic parameter estimates based on historical volatility and covariance are used to re-optimize portfolios periodically. The results show that thoughtful optimization can materially reduce the probability of not achieving financial objectives compared to traditional static portfolios.
Empowering Innovation Portfolio Decision-Making through SimulationSopheon
New product development is a complex, high-risk endeavor for any organization. In order to execute a game-changing innovation program, leaders must be willing to engage the unknowns around future markets and the technologies that will serve them.
This webinar discusses how simulation and specialized business processes can provide a risk-free proving ground to challenge and compare innovation strategies, thereby empowering analysts and executives to confidently make difficult investment decisions.
To view this webinar, go to http://budurl.com/zgs5
IRJET-Quality Benchmarking in Construction IndustryIRJET Journal
This document summarizes a research paper that studied differences in project planning quality across different industries. It found that construction and engineering organizations planned projects better than other industries like software, services, and production/maintenance. Construction and engineering organizations also had less cost and schedule overruns, indicating better project success. The study used a Project Management Planning Quality model to evaluate the use of 33 different planning processes and organizational support factors. It analyzed data from 201 project managers across four industries. Key findings were that construction/engineering planned projects best while production/maintenance planned projects worst, and construction/engineering projects succeeded best while production/maintenance projects succeeded worst.
R&D refers to activities companies undertake to innovate new products and services. The goal is to develop innovations that can be brought to market to improve the company's bottom line. The R&D process involves defining ideas, designing prototypes, developing selected ideas, and delivering final products to market after testing. Companies must balance integrating R&D objectives with business goals, effectively planning and managing R&D projects, and considering R&D as a strategic competency rather than just a collection of projects.
Keynote presentation at the International Society for Professional Iinnovation Management in Singapore, December 2014. University technology transfer needs a total rethink.. a proposed model to put value creation at the heart of engagement rather than IP control. After all, if universities don't exist to faciltate knowledge diffusion why are we here??
New product development and customer knowledge management in pakistani firmsAlexander Decker
This document summarizes an exploratory study of new product development (NPD) processes and customer knowledge management (CKM) activities in Pakistani firms. The study examines how Pakistani firms approach NPD and utilize customer knowledge. It reviews relevant literature on NPD strategies and processes, the role of idea generation and customer focus. The study aims to understand current NPD practices in Pakistani companies, compare them to established global models, and assess how companies manage customer knowledge and whether CKM could benefit their NPD. Qualitative interviews were conducted with companies to explore their NPD approaches and CKM infrastructure.
Re-engineering the design phase of appreciative inquiry_WAIC2015_workshop pap...Jan De Winter
This document proposes innovations to the design phase of Appreciative Inquiry (AI) workshops based on the author's research combining AI with enterprise engineering methods. It finds that many large-scale change projects, especially those involving information technology, fail due to poor preparation. The design phase is critical for success but can be improved using techniques from conceptual modeling, iterative design, and system engineering to reduce complexity and better align stakeholders. The paper presents these innovations as reusable design propositions explaining the problem, intervention, mechanism, and expected outcome.
This document discusses the challenges that pharmaceutical companies face in implementing portfolio project resource management (PPRM) capabilities. Some key points:
- PPRM aims to optimize a company's R&D portfolio value given limited resources by making consistent go/no-go and resource allocation decisions based on project risks, costs, and commercial potential.
- However, implementing comprehensive PPRM capabilities is difficult due to concerns that it may hamper scientific creativity, require significant effort to standardize processes, and change how decisions are made.
- For PPRM to succeed, companies must standardize business practices, create explicit procedures, and exercise managerial discipline while also addressing longstanding issues and ambiguities in order
This document discusses several examples of technology transfer between government and academic institutions and private companies in India. It provides cases of technologies developed in areas such as biotechnology, pharmaceuticals, electronics, and information technology that have been successfully transferred and commercialized. Examples include BARC transferring 90 technologies, NCL collaborating with universities and pharmaceutical companies, and DBT transferring forest tree technologies through tissue culture. Private companies like Eli Lilly, Wockhardt, and Cipla have signed licensing deals for drugs. Institutions like CDRI, TIFR, IIT Delhi have also successfully transferred technologies.
Exploring the frontiers of Agile Development in the Digital EraClaudia Melo
www.claudiamelo.org
Exploring implications on agile software development research and science on the Digital Era. Socio-technical systems and transdisciplinarity as possible new ways to conduct valuable research.
DevOps shifting software engineering strategy Value based perspectiveiosrjce
IOSR Journal of Computer Engineering (IOSR-JCE) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of computer engineering and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications in computer technology. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This document summarizes key points from a lecture on research and development (R&D). It discusses best practices in innovation including understanding customer needs, culture of innovation, open innovation, funding R&D, execution, creativity, and intellectual property protection. It provides definitions of R&D, describes the different types of R&D activities from basic research to development. It also discusses integrating R&D with corporate strategy, classifying R&D activities across industries, and the importance of strategic R&D planning and developing a technology portfolio.
Technology forecasting and foresight help organizations make strategic decisions about emerging technologies. The document discusses various techniques for technology forecasting and foresight, including exploratory techniques like trend extrapolation and normative techniques like relevance trees. It also outlines the benefits of forecasting and foresight activities, such as improved decision-making and greater legitimacy for organizational visions. Overall, the document provides an overview of how technology forecasting and foresight can inform strategic planning.
R&D Research & Development Strategy & ManagementChief Innovation
Am one of the few people I know who has an R&D Strategy background, but you almost never can sell projects in that area unless you have a domain PhD. Most of this is from 3rd Generation R&D, written by former colleagues from Arthur D. Little, Phil Roussel, Tammy Erickson and Kamal Saad. Phil is no longer with us, great guy and good friend (always tell people, I taught him how to use a fax machine, 'Jay, how do I work this thing.' - 'Phil, put the page in there, and push that big green button.' - 'Oh, that was easy.' Safe to say, 23 years later I still have never written a cool book, but did know something he did not! This had 3 slides at the end of it that I cannot remember where they came from, think in the book but not in order.
Research and Development is the most important and functional part of the whole business organization which helps in deciding the considerable objectives, finding ways to accomplish them and taking future decisions for overall business growth.
In 2017, Global Research and Development investment has been maximum in the field of electronics and computing. The present foremost requirement of developing business is innovation and Research and Development is contributing a lot towards it.
Thanks for Reading
Team MakeWebBetter
The value of any technological innovation is only partly determined by what the tech-nology can do. A large part of the value of an innovation is determined by the degree to which people can understand it, access it, and integrate it within their lives. Effective deployment strategies can reduce uncertainty about the product, lower resistance to switching from competing or substitute goods, and accelerate adoption.
8.[60 68]the association between project success and project initiation phaseAlexander Decker
This study examines the relationship between project initiation factors and project success in Bangladesh. A survey was conducted of 50 companies across real estate, garments, and electronics sectors. The factors examined included business case justification, feasibility studies, project charters, teams, offices, and reviews. Regression analysis found most factors had a significant positive relationship to success, except for projects based solely on opportunities or feasibility studies by specialized firms. The results provide insights for managers on which initiation factors contribute most to project success in Bangladesh and add to the limited existing literature on project management in the country.
The document discusses improving project portfolio management through portfolio decision optimization (PDO). Few IT projects are successful due to misalignment with strategies and poor decisions based on uncertain information. PDO can treat portfolio management as a dynamic decision-making process by fusing uncertain data using Bayesian Team Support (BTS), a patented decision support engine. BTS answers key portfolio questions, considers risks and uncertainties, and ranks projects to optimize the portfolio. Integrating BTS into traditional portfolio management systems can improve decision-making and project success rates.
The document outlines a process for proposing, assessing, and tracking strategic initiatives from idea generation through portfolio management. Key steps include:
1) Ideas are generated and developed into proposals which are reviewed by a Strategy and Planning Committee to decide which move forward.
2) Approved proposals undergo a business case assessment to define benefits, costs, and risks before again being reviewed by the Committee.
3) Validated business cases enter a value assessment phase to further analyze options before a final review and decision.
4) Approved projects enter the portfolio tracking phase where performance is monitored against targets and regular status reports are produced for Committee review.
This document discusses metrics and monetization strategies for software startups. It begins by introducing the author and his company RescueTime, which helps people track how they spend their time. It then discusses the importance of measuring key metrics like visitors, signups, purchases, and retention at each step of the "startup funnel." The document emphasizes focusing on opportunities that provide long-term leverage, like improving retention rates, rather than one-time gains. Finally, it provides tips for optimizing different parts of the funnel like acquisition, user experience, evangelism, and purchases. The overall message is that startups should measure their funnel closely and address areas where user numbers drop off significantly.
Portfolio Optimization Under UncertaintyAdam Butler
This document summarizes a guest lecture on portfolio optimization under uncertainty. The lecture discusses that risk is the probability of not achieving financial objectives. It is explained that investing should minimize this risk. Different portfolio optimization techniques are explored, including equal weighting, naive risk parity, robust risk parity, and mean-variance optimization using different return estimates. Dynamic parameter estimates based on historical volatility and covariance are used to re-optimize portfolios periodically. The results show that thoughtful optimization can materially reduce the probability of not achieving financial objectives compared to traditional static portfolios.
Empowering Innovation Portfolio Decision-Making through SimulationSopheon
New product development is a complex, high-risk endeavor for any organization. In order to execute a game-changing innovation program, leaders must be willing to engage the unknowns around future markets and the technologies that will serve them.
This webinar discusses how simulation and specialized business processes can provide a risk-free proving ground to challenge and compare innovation strategies, thereby empowering analysts and executives to confidently make difficult investment decisions.
To view this webinar, go to http://budurl.com/zgs5
Technology Multipliers PPM solutions help optimize the value of your project portfolio and increase pipeline productivity. Our solutions utilize ProModel's project and portfolio simulation tools and Microsoft's project management tools. This Technology Multipliers webinar provides a comprehensive overview of project portfolio management concepts, process, and keys to success for technology companies.
The Project Management Process - Week 2Craig Brown
This document discusses various aspects of project and portfolio management. It covers strategic planning, identifying projects, project proposals, selection methods, and factors that contribute to project success. Key points include the importance of aligning projects with organizational strategy, using techniques like cost-benefit analysis and weighted scoring to select projects, and how project management processes have improved over time, leading to higher success rates.
The document discusses project portfolio management (PPM) as a holistic approach to strategically manage initiatives through balancing risk and value, aligning projects to strategy, and using a defined multi-stage life cycle from scoping to realization. PPM aims to select the optimal mix of projects based on cost, return, risk, and other factors to maximize portfolio value while balancing resources across the project portfolio.
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.
Portfolio Management for New Product Development: Results of an Industry Practices Study
By Dr. Robert G. Cooper, Dr. Scott J. Edgett and Dr. Elko J. Kleinschmidt
An Assessment of Project Portfolio Management Techniques on Product and Servi...iosrjce
The crises of product and service innovation in most organisations due to global competition and
the need for scientific research in the project portfolio management discipline were factors that motivated this
research. The purpose of this study is to investigate how project portfolio management(ppm) contributes to
product and service innovation. A questionnaire was developed to gather data to compare the PPM methods
used, PPM performance and resulting new product success measures in sixty Nigeria organisations in a diverse
range of service and manufacturing industries. The study findings indicated that PPM practices have a greater
impact in the new product and services success rate. Also, business strategy method result in better alignment
of the projects in the portfolio. This conclusion is supported by the 0.630 Pearson correlations at 0.000
significance between percentage of successful products and PPM performance level. The results reveal that for
better innovation outcomes, management should place a priority on developing and improving PPM.
The Seven Habits of Highly Effective Portfolio Management ImplementationsUMT
Originally published in 2003, this white paper on portfolio management has stood the test of time and is still relevant in all 7 best practice areas. Although the 7 best practices remain the same, the field of portfolio management has evolved substantially. To follow are some key questions that have been answered in the last few years:
Where should I start: Process or Tools?
For IT portfolios, what is more important: APM or PPM?
Which is the right level to start: Project or Portfolio?
Has portfolio management become more widely accepted as a practice in the last three years?
Are there financial benefits to implementing portfolio management?
Project portfolio management (PPM) involves the logical selection and execution of projects to achieve strategic business goals. An effective PPM system identifies, analyzes, and prioritizes projects based on value. The primary benefit of PPM is that only projects aligned with strategic goals will be selected. PPM evaluates projects throughout their lifecycle to ensure continued alignment. PPM uses various tools and techniques to prioritize projects based on financial, strategic, and other organizational factors. The goal is to select a mix of projects that does not exceed resources and delivers maximum value.
State of agile - How are companies increasing agilitySantiago Advisors
Changing external market conditions, sociocultural trends as well as novel technological capabilities and learnings from different domains all have contributed to the rise of “agility” to one of the most promoted management trends. Companies of all sizes and businesses have initiated Agile initiatives in various ways. But what are the concrete employed measures and what are the actual benefits that these initiatives generate? – Read the insights from interviews with many experts in different functional areas and industries on the current state of agile in our study that we performed together with the department for corporate development and organization of the University of Cologne.
Generating ideas is not the issue. Executing on them is. This whitepaper discusses how manufacturers can improve new product development through strategic portfolio management, program execution management, product development, and manufacturing planning and validation. It emphasizes integrating people and processes through capabilities like requirements management, project planning, resource management, and risk management to foster sustainable innovation. Leading companies use product lifecycle management solutions to coordinate development teams and ensure new products meet market needs.
Agile Project Management A Systematic Literature Review Of Adoption Drivers ...Jeff Nelson
This document summarizes a literature review that investigated adoption drivers and critical success factors for Agile Project Management (APM). The review analyzed peer-reviewed articles between 2015-2020 from several academic databases. It identified 11 drivers for adopting APM and 13 critical success factors related to three project dimensions: project, team, and culture. The findings outline the current state of APM and are relevant for both practitioners and researchers in project management.
INTRODUCTIONThe increasing discussion about rising healthcare co.docxvrickens
INTRODUCTION
The increasing discussion about rising healthcare cost is fuelled by reports that General Motors paid more for healthcare than for steel per vehicle in 2004,1 and Starbucks paid more for health insurance than for coffee in 2005.2 The continuing rise in development costs for drugs has increased pressure on R&D organisations to contribute to higher efficiency in the overall process of coming up with new drugs.
In the last few years the industry has made significant efforts to address these challenges3 and to increase the productivity of the drug development process. Some of the initiatives have without doubt led to considerable improvements. Examples are the earlier determination of a drug's toxicology profile and early tests to investigate the suitability of a new drug candidate for oral administration or once a day dosing. The question is no longer how good we are in what we are doing but whether we are doing the right things. Further improvements of the overall process should shift from attempts of enhancing effectiveness to a greater emphasis on the efficiency of the processes applied.
In this context a lot of emphasis is put on portfolio management. In the broadest definition, portfolio management describes the process of maximising the value of R&D portfolios through proper resource allocation. This requires an alignment of portfolio management with strategic business objectives. Such objectives should not only be general (e.g., innovation) and quantitative (eg ROI or sales targets). They should also define disease areas of interest, clearly outline the remaining medical needs, and specify the indications that are considered worth pursuing. This will enable decision makers and functional R&D managers to identify projects with both strategic fit and a high value proposition. Depending on the size of the organisation, either a corporate or therapeutic area strategies need to be developed, approved, and endorsed by the entire organisation.
Value-driven project and portfolio management implies quantitative financial and risk analysis of individual projects and overall portfolios. Such analyses elucidate options for improving the value and risk structure of individual projects on the one hand and therapeutic areas or overall corporate portfolios on the other hand. They are applicable and relevant to companies of any size. Value-driven project and portfolio management is a methodology enabling the alignment of project decisions with corporate strategy and defined business objectives.
Although portfolio management has been applied in the financial industry for many years and Harry Markowitz was honoured with the Nobel Prize for outlining this concept it was only around the end of the last century that the application of value-driven portfolio management in the pharmaceutical industry was published. 4 Around the same time, an investigation across various industries provided evidence that portfolio management based on quantitative fin ...
This study developed a project management maturity model and assessment methodology to evaluate the maturity level of project management processes in different organizations and industries. The methodology involves a 148-question survey that assesses maturity across 8 knowledge areas and 6 project phases. The survey was used to benchmark 38 companies across 4 industries. On average, companies scored a 3.26 on a 1 to 5 scale. Engineering/construction scored highest while information systems scored lowest. The study found that risk management and project execution scored lowest in maturity, while cost management and project planning scored highest. The methodology provides a way for organizations to identify opportunities to improve project management processes and assess potential returns from those improvements.
Capítulo disponibilizado na Internet pela editora..pdfPrakharDwivedi30
This document discusses project selection and portfolio management. It provides an overview of different approaches organizations use to screen and select projects, including checklists, scoring models, and financial models. The document also discusses challenges in maintaining an optimal portfolio of projects. Several case studies of industries like pharmaceuticals, banking, and manufacturing are provided to illustrate how companies use various criteria and processes to evaluate projects and ensure their portfolios have the right mix of projects.
New Product Development was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Since CPED has modified its mission to focus on leadership and management training, this and other marketing classes have been discontinued. Therefore I am providing this for your individual education.
A version of this presentation with embedded hyperlinks to YouTube videos and other educational sites is available through my website, BrainSnacksCafe.com.
Enjoy!
CHAPTER 2 Strategic Management and Project SelectionMore and m.docxcravennichole326
CHAPTER 2
Strategic Management and Project Selection
More and more, the accomplishment of important tasks and goals in organizations today is being achieved through the use of projects. The phrases we hear and read about daily at our work and in conversations with our colleagues, such as “management by projects” and “project management maturity,” reflect this increasing trend in our society. The explosively rapid adoption of such a powerful tool as project management to help organizations achieve their goals and objectives is certainly awesome. In addition to project management’s great utility when correctly used, however, its utility has also led to many misapplications. As frequently noted by both consultants and industry project experts, there are many projects that:
• fall outside the organization’s stated mission,
• are completely unrelated to the strategy and goals of the organization, or
• have excessive funding levels relative to their expected benefits.
In addition to the growth in the number of organizations adopting project management, there is also accelerating growth in the number of multiple, simultaneous, and often interrelated projects in organizations. Thus, the issue naturally arises as to how one manages all these projects. Are they all really projects? (It has been suggested that perhaps up to 80 percent of all “projects” are not actually projects at all, since they do not include the three project requirements for scope, budget, and due date.) Should we be undertaking all of them? Among those we should implement, what should be their priorities?
It is not unusual these days for organizations to be wrestling with hundreds of new projects. With so many ongoing projects it becomes difficult for smaller projects to get adequate support, or even the attention of senior management. Three particularly common problems in organizations trying to manage multiple projects are:
1. Delays in one project cause delays in other projects because of common resource needs or technological dependencies.
2. The inefficient use of corporate resources results in peaks and valleys of resource utilization.
3. Bottlenecks in resource availability or lack of required technological inputs result in project delays that depend on those scarce resources or technology.
As might be expected, the report card on organizational success with management by projects is not stellar. For example, an early research study (Thomas et al., 2001) found that 30 percent of all projects were canceled midstream, and over half of completed projects were up to 190 percent over budget and 220 percent late. This same study found that the primary motivation of organizations to improve and expand their project management processes was due to major troubled or failed projects, new upcoming mega-projects, or to meet competition or maintain their market share. Those firms that “bought” project management skills from consultants tended to see it as a “commodity.” These fi ...
1. Medtronic was experiencing declining performance due to pressure to meet short-term targets, lack of strategic thinking, and no decision making processes.
2. To address this, Medtronic implemented clear leadership, well-articulated strategic goals, coherent management processes and practices, performance metrics, and project structures to reinforce each other.
3. These changes helped Medtronic focus its product development efforts on its core competencies through platforms, establish alliances, and adequately resource projects, leading to reduced costs while maintaining product quality and innovativeness.
This document discusses best practices for managing global projects. It identifies several key challenges in global project management including developing a consistent approach, resource allocation, and managing too many projects. It then outlines several best practices for global project management methodology and structure. This includes developing a standardized methodology, establishing executive sponsorship and global/regional project management offices for support, and using web-based knowledge management of best practices. The document also discusses the importance of project portfolio management, multi-cultural training, developing individual and organizational global competencies, and using maturity models to benchmark project management capabilities.
Estudo de Caso: Supporting Scaling Agile with Portfolio Management: Case Paf.comBruna Schramm
Estudo de Caso descrito na apresentação.
Título: Supporting Scaling Agile with Portfolio Management: Case Paf.com
Autores:
Kristian Rautiainen
Joachim von Schantz
Jarno Vähäniitty
ACT College Arlington Project Management and Company Performance Paper.docxwrite30
Project management is a key tool that companies use to improve overall performance. When projects are successfully managed, they deliver business results that contribute to organizational success. There are typically four phases to a project - initiation, planning, implementation, and closure. Following a disciplined approach to project management helps companies control spending, reduce project failures, and improve their ability to operate in competitive environments. While project management provides benefits, it also requires resources to implement formal processes and oversight roles.
ACT College Arlington Project Management and Company Performance Paper.docxwrite22
Project management is a key tool that companies use to improve overall performance. When projects are successfully managed, they deliver business results that contribute to organizational success. There are typically four phases to a project - initiation, planning, implementation, and closure. Following a disciplined approach to project management helps companies control spending, reduce project failures, and improve their ability to operate in competitive environments. While project management provides benefits, it also requires resources to implement formal processes and oversight roles.
Similar to David Vermette Writing Sample: Research Overview (20)
Call8328958814 satta matka Kalyan result satta guessing➑➌➋➑➒➎➑➑➊➍
Satta Matka Kalyan Main Mumbai Fastest Results
Satta Matka ❋ Sattamatka ❋ New Mumbai Ratan Satta Matka ❋ Fast Matka ❋ Milan Market ❋ Kalyan Matka Results ❋ Satta Game ❋ Matka Game ❋ Satta Matka ❋ Kalyan Satta Matka ❋ Mumbai Main ❋ Online Matka Results ❋ Satta Matka Tips ❋ Milan Chart ❋ Satta Matka Boss❋ New Star Day ❋ Satta King ❋ Live Satta Matka Results ❋ Satta Matka Company ❋ Indian Matka ❋ Satta Matka 143❋ Kalyan Night Matka..
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
David Vermette Writing Sample: Research Overview
1. PORTFOLIO DECISION MAKING:
A FRAMEWORK & OVERVIEW
Copyright Management Roundtable, Inc. and Knowledge Roundtable Group, 2005-2006
used under license to Pure Insight, Ltd.
2. Portfolio Decision Making: A Framework and Overview
PORTFOLIO DECISION MAKING: A FRAMEWORK & OVERVIEW
Definition, Benefits and Enabling Tools
In a presentation earlier this year, Boeing Commercial Airplanes’s Ben Almojuela offered the
following succinct definition: portfolio management is "a dynamic decision process in which a set
of active new product and R&D projects is regularly evaluated, prioritized, and selected based on
the goal of obtaining the greatest possible value from the organization’s limited resources."
According to this definition, portfolio management is composed of the following six elements:
o Project evaluation
o Resource allocation across projects
o Corporate resource allocation
o Strategizing
o Project prioritization and
o Project selection
The same speaker also outlined the benefits of portfolio management in ten key areas:
o Timing - Ensures that products and technology are delivered to market at the target time.
o Projects - Defines projects or sets of projects to address scenarios on the roadmaps in
accordance with strategic concepts. Focused on projects and project attributes that affect
portfolio management outcomes.
o Resources - Aligns resources, work statement and resultant risk levels. Resource allocation
is a major goal.
o Planning - Critical to long-range planning and execution of plans. Creates a framework and
helps collect data for further planning activities.
o Decisions - Makes tactical (execution of the strategy) decisions. Strongly influences
strategic decisions. Decision-making systems embedded in the process.
o Communication and Collaboration - Imposes a common nomenclature for stakeholders to
support critical decision-making. Facilitates structured discussions and dialogs.
o Synergy - Critical macro-process for bringing ideas all the way to market. Strong synergy
with project management and technology planning.
o Strategy - Uses strategy-related criteria to facilitate decision-making and aligning product &
technology development with corporate & product strategy.
o Risk - Addresses risk in terms of multiple scenarios for product developments. Risk is
explicitly evaluated at each stage of gated process within portfolio development.
o Alignment - Aligns work statement, resources for each project or set of projects within the
portfolio. Aligns development with decision-making process.
Almojuela also identifies the following tools for enabling portfolio management:
o Relational databases
2
3. Portfolio Decision Making: A Framework and Overview
o Tools based on scoring models, from QFD to other software. Scoring models and checklists
best represent benefit measurement techniques
o Probabilistic financial models
o Behavioral approach (Delphi methods and others)
o Advanced techniques: mathematical optimization procedures and Project Analysis and
Support System
A Maturity Model for Portfolio Management
Another portfolio management framework created by consultancy The Adept Group divides
portfolio and pipeline management, as an overall capability, into process component groupings:
Mix Management, Throughput Management, Measures/Methods, Software/Data, NPD Process,
Top management (skills and behaviors), and Implementation Focus. In this model, each of
these component groupings breaks out into process components; for example, the components
grouping "Mix Management" is comprised of the components project selection criteria, mix
criteria, strategic
buckets, project impact
deficiencies and mix
optimization analysis.
A 2002 study by the
Adept Group found
that, "Different
(portfolio/pipeline)
process components
tend to be of greater or
lesser importance
toward accruing benefit
from Pipeline and
Portfolio Management,
depending on where
the organization is in
its implementation."
In other words, although all component groupings are addressed at the various stages of
portfolio/pipeline management implementations, certain "significant turning points" become
more important at the different stages of implementation.
This spiral level model of portfolio/pipeline management implementation, as the researchers call
it, identifies which processes are among the most critical over time, as the implementation
matures. This model represents the beginnings of what could be described as a maturity model
for portfolio/pipeline management.
3
4. Portfolio Decision Making: A Framework and Overview
Benchmarks for Portfolio Management: Practice Usage and Performance
In addition to generating the spiral level model, the same study also provides data regarding the
impact of portfolio management on product development performance. In the study,
respondents were asked to rate, on a scale from zero to ten, their agreement ("0=strongly
agree; 5=neutral; 10=strongly disagree") with statements intended to gauge the impact of
portfolio management on performance, including such factors as Time-to-Market (TTM),
development efficiency and overall strategic impact (market share, total sales, competitive
advantage, etc.).
With respect to strategic impact, more than three-quarters of the respondents rated the effect of
portfolio management toward the higher end of the scale (between "5" and "10," inclusive). The
influence of portfolio management on TTM was less clear with about 40 percent of respondents
rating it as between "0" and "4," approximately 40 percent rating the impact as between "6" and
"10," with the remaining 20 percent having a neutral opinion.
Respondents were more sanguine about the effect of portfolio management on the efficiency of
new product development, with a clear preference for the higher ends of the scale. The results
suggest that firms are beginning to see the results of portfolio management internally, but were
yet to see clear benefits in terms of result metrics such as TTM and market share growth.
However, the researchers report that companies with a greater expertise at portfolio and
pipeline management (those at higher spiral levels) report significantly greater gains in strategic
impact as compared with those companies at lower portfolio management maturity levels.
A study cited by Scott Edgett of the Product Development Institute in a 2005 conference
presentation showed large gaps between the best and worst performers with respect to portfolio
management practices. For instance, 65.5 percent of the “best performers” identified by the
study affirmed that resource breakdowns reflect their business strategy, versus only 8 percent of
the worst performers. Similarly, 41 percent of the best performers claimed they did "a good job
of ranking/prioritizing projects," as opposed to only 12 percent of the worst performers.
Surprisingly, however, portfolio management was still only a "formal and systematic" process
among a minority of firms, with only 31 percent of the “best performers” reporting that they had
such a process in place. A formal and systematic portfolio management process was in place at
only 21.2 percent of “average performers” and only 3.8 percent of the “worst performers.” If
this sample is representative, then the research indicates that more than two-thirds of even the
best new product development performers do not yet have a systematic and formal portfolio
management process.
Benchmarks for Portfolio Management: Pipeline Yield
Benchmarks are also available for the yield of the product/project pipeline - the percentage of
projects going into the pipeline that are ultimately approved for development. A biennial series
4
5. Portfolio Decision Making: A Framework and Overview
of studies conducted by Goldense Group Inc. (GGI) divided product selection processes into two
major types: those in which there is a single top management meeting for a go/no-go decision,
and more complex processes where there is at least one additional screening before the final
approval decision is made. Said GGI president Brad Goldense, in an interview with KS, "GGI’s
research shows that there is an average of three products in every project...at development
approval. By the time it launches, one of those three [products] has fallen out of the project
such that it’s an average of two products per project at launch."
The GGI research also shows that those companies which had a two-step selection process killed
more projects pre-approval than those companies which had a one-step process. Says
Goldense, "A two-step product selection process at the front end of Robert Cooper’s Stage-
Gate®...results in a more realistic loading of the pipeline and therefore a portfolio that is more
attainable."
The findings suggest, says Goldense, that the product portfolio and the project portfolio are two
distinct yet dynamically related portfolios. Goldense would add to the list a technical portfolio
and an Intellectual Property (IP) portfolio, each of which is owned by a different group and which
requires related but somewhat different skills to manage. Generally, when product developers
speak of "portfolio management" they mean the portfolio of either products or projects, and the
two are oftentimes not distinguished from one another. Although the technical and IP portfolios
are beyond the scope of the present overview, Goldense reminds product developers that the
product and project portfolios are but one half of portfolio management taken at the corporate
level.
Essentials for Portfolio Decision Making
In addition to the benchmarks derived from GGI research, Goldense also had a viewpoint on the
topic of populating the pipeline with the best possible projects. First, Goldense advises product
development managers to make sure the portfolio is aligned with corporate strategy. If the
company’s fundamental identity is as an innovator, then the portfolio must reflect that identity
and the metrics that support that portfolio must also encourage and support innovative product
development. A firm may think of itself as an innovator, and yet its portfolio of products and the
metrics by which that portfolio is measured may not at all reflect a focus on innovation. The
portfolio must match the firm’s identity and if there is a mismatch, then either the portfolio or
the strategy must change.
Goldense also observes that companies have differing core competencies with respect to
executing small or large projects. Some may be expert, for example, at handling complex
projects with long timelines, but are less capable with respect to getting a fast-following product
through the pipeline and out the door. Goldense advises product developers to align their
portfolio with "their internal competencies relative to execution." In other words, the portfolio
must reflect the core competencies of the organization with respect to the size of projects it is
best suited to execute.
5
6. Portfolio Decision Making: A Framework and Overview
A pitfall of portfolio management, Goldense suggests, is what he terms "portfolio filler," products
which are in the portfolio mainly so that the sales force can assure the customer that a complete
solution is available. The problem with this, says Goldense, is that "a third or more of those
[portfolio fillers] have no ROI and the opportunity cost for executing that last one-third
[represents potentially]...another product family that you could introduce." The products in the
portfolio should be based on sound business considerations rather than on the need to interact
smoothly with, perhaps, one or two customers.
Goldense summarizes his viewpoint regarding portfolio decision-making as follows:
o Align the portfolio around core strategy
o Regulate the size of the product family as far as it relates to the number of projects needed
to realize that product family
o "Look with discernment at the tail end of the product family because there is usually little
ROI and if you choose to [develop that product it] takes away from revenues and profits
KS
from other products that would be more mainstream."
Sources:
[1] Exploring Synergies Between Strategic Roadmapping and Portfolio Management, Ben
Almojuela, presented at the conference Product Pipeline and Portfolio Management: Balancing
Priorities with Capacity, The Management Roundtable, April 26, 2005.
[2] The Current State Of Portfolio And Pipeline Management Implementations, Product
Development Best Practices Report, September 2002.
[3] Strategic Alignment of Portfolio Management, Dr. Scott J. Edgett, presented at the
conference Product Pipeline and Portfolio Management: Balancing Priorities with Capacity, The
Management Roundtable, April 26, 2005.
[4] Knowledge Source interview with Brad Goldense, Goldense Group Inc., October 28, 2005.
6