1. The document discusses different approaches to project prioritization and their shortcomings, including "what I say goes", "oiling the squeaky wheel", and group voting.
2. It proposes a new dynamic approach involving stakeholders to identify issues and desired changes, logically triaging them, developing projects to address the issues in sequence, and communicating the process to gain support.
3. The key steps are to involve stakeholders, triage issues transparently, develop projects addressing the issues in a high-impact sequence, create business cases, adjust timing based on resources, and communicate the plan.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
The Agile Alliance has Stated in their ManifestoGlen Alleman
The Agile Alliance has stated in their manifesto, principles by which a process would be considered agile. These principles provide useful guidelines for evaluating a specific process as to its suitability to be considered agile. Like previous manifestos, there is some sense of political challenge to the establishment. Here's an assessment of those principles.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
The Agile Alliance has Stated in their ManifestoGlen Alleman
The Agile Alliance has stated in their manifesto, principles by which a process would be considered agile. These principles provide useful guidelines for evaluating a specific process as to its suitability to be considered agile. Like previous manifestos, there is some sense of political challenge to the establishment. Here's an assessment of those principles.
Studies show that many projects either fail outright or fail to meet most of their objectives. There are a myriad of possible reasons why this might be the case. Very often, organizations go looking for a culprit and sometimes blame the project manager or even the very concept of project management itself. Sometimes they decide to “fix” the problem by getting all the project managers certified. Or they decide to standardize on a certain tool. And while certification and standardization are laudable things, they do not necessarily address the central problem or problems. This presentation will discuss the top ten reasons why projects fail and briefly discuss solutions to each problem. We will see how such areas as estimates, scope and “the accidental project manager” contribute to the problem.
We could possibly all think about projects which have “failed” – probably process got worse instead of better, perhaps they were terminated due to cost overruns, or maybe techniques were released with essential mistakes.
Presentation to ISACA Governance Event 11 Sept 2009 on factors affecting Project Success/Failure referencing ISO38500, Project Management, Standish and the CHAOS Report, also Sauer et all, Cadbury and drawing on Peter Salmon's varied and extnesive personal experience
Function Points for Estimation - Getting Developers on BoardDCG Software Value
in this report, David Herron discusses management approaches to implementing improved estimating practices using function points. All too often, such initiatives encounter resistance from the development teams – David considers how this resistance can be overcome.
The report can be downloaded here: http://www.softwarevalue.com/insights/publications/ta-archives/function-points-for-estimation-getting-the-developers-on-board/
To access more Trusted Advisor articles, visit: http://www.softwarevalue.com/insights/publications/#trustedadvisor
Recorded webinar: http://slidesha.re/1dBBzvM
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is part 1 of a 2-part series and focuses on the Plan stage of the Plan, Do, Study, Adjust (PDSA) cycle
https://www.wrike.com - Traditional project management (PM) meant big projects, strict hierarchy and top-down planning. Today it’s vital to be quickly adjustable hence bureaucracy yields to collaboration. Smaller projects take fewer resources yet work out better than big ones. Successful teams turn out to be more productive via blogs, wikis and collaboration tools. Find out how you can upgrade your PM practices to 2.0.
This presentation was prepared to describe the concepts of 'Issue Management' in a humorous manner...Go through the presentation, understand how simple 'Issue Management' is and enjoy!!!
About the front page...well...that is my dog...MAX...isn't he cute :-)
It is especially designed to automate and streamline IT services, help desk and customer support processes. Its also provides an integrated knowledge base with built-in customizable search feature for instant business intelligence features such as alerts, reports and emails.
Here is my final project in COMM 125-01 I'm posting here. Here is my Portfolio upload to slideshare. It has all sorts of things but I couldn't get every assignment into the show. Hopefully it is up to snuff because it was the biggest pain in my backside to get this stupid thing uploaded here. Thank you for your comments.
Studies show that many projects either fail outright or fail to meet most of their objectives. There are a myriad of possible reasons why this might be the case. Very often, organizations go looking for a culprit and sometimes blame the project manager or even the very concept of project management itself. Sometimes they decide to “fix” the problem by getting all the project managers certified. Or they decide to standardize on a certain tool. And while certification and standardization are laudable things, they do not necessarily address the central problem or problems. This presentation will discuss the top ten reasons why projects fail and briefly discuss solutions to each problem. We will see how such areas as estimates, scope and “the accidental project manager” contribute to the problem.
We could possibly all think about projects which have “failed” – probably process got worse instead of better, perhaps they were terminated due to cost overruns, or maybe techniques were released with essential mistakes.
Presentation to ISACA Governance Event 11 Sept 2009 on factors affecting Project Success/Failure referencing ISO38500, Project Management, Standish and the CHAOS Report, also Sauer et all, Cadbury and drawing on Peter Salmon's varied and extnesive personal experience
Function Points for Estimation - Getting Developers on BoardDCG Software Value
in this report, David Herron discusses management approaches to implementing improved estimating practices using function points. All too often, such initiatives encounter resistance from the development teams – David considers how this resistance can be overcome.
The report can be downloaded here: http://www.softwarevalue.com/insights/publications/ta-archives/function-points-for-estimation-getting-the-developers-on-board/
To access more Trusted Advisor articles, visit: http://www.softwarevalue.com/insights/publications/#trustedadvisor
Recorded webinar: http://slidesha.re/1dBBzvM
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is part 1 of a 2-part series and focuses on the Plan stage of the Plan, Do, Study, Adjust (PDSA) cycle
https://www.wrike.com - Traditional project management (PM) meant big projects, strict hierarchy and top-down planning. Today it’s vital to be quickly adjustable hence bureaucracy yields to collaboration. Smaller projects take fewer resources yet work out better than big ones. Successful teams turn out to be more productive via blogs, wikis and collaboration tools. Find out how you can upgrade your PM practices to 2.0.
This presentation was prepared to describe the concepts of 'Issue Management' in a humorous manner...Go through the presentation, understand how simple 'Issue Management' is and enjoy!!!
About the front page...well...that is my dog...MAX...isn't he cute :-)
It is especially designed to automate and streamline IT services, help desk and customer support processes. Its also provides an integrated knowledge base with built-in customizable search feature for instant business intelligence features such as alerts, reports and emails.
Here is my final project in COMM 125-01 I'm posting here. Here is my Portfolio upload to slideshare. It has all sorts of things but I couldn't get every assignment into the show. Hopefully it is up to snuff because it was the biggest pain in my backside to get this stupid thing uploaded here. Thank you for your comments.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
What Qualities Make for a Great Lean Six Sigma Green Belt Project? Project Se...Andrew John Slaney
When embarking on an organisational programme of continual improvement a number of influencing factors must be taken account of in order to gain the desired step changes in process performance.
One major factor, the subject of this article, which can significantly impact success, is how well the ‘belt’ projects are selected in the first place.
Research shows only 30% of organizations see their change management as successful. Here are 3 key areas to focus on to enable change.
Learn more - http://gt-us.co/1aDc2t1
Ray Velez of Razorfish discussed how marketers can get products and services to market faster through "agile methods" at the Razorfish Client Summit in Boston. October 12-14, 2010.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
Bringing User-CenteredDesign Practices intoAgile Development Projectsabcd82
Bringing User-CenteredDesign Practices intoAgile Development Projects -This full day tutorial seeks to explain Agile Development\'s incremental release and iterative development strategy from the perspective of a user centered design practitioner. Practical advice is given on making Agile development more user-centric.
Rubric· No less than 4 pages· Double spaced 12-point font 1” .docxSUBHI7
Rubric:
· No less than 4 pages
· Double spaced 12-point font 1” margins
· Appendices, charts, citations and end notes are not included in the page length
· Do not plagiarize
1. Does the pattern of management developments at GE over the last century seem to reflect the pattern suggested by management theory? Explain your answer.
2. Which of GE’s management innovations seem to draw on a classical-management perspective? Which seem to draw on a behavioral-management perspective? Explain.
3. Why, in your opinion, has GE been so successful in integrating the management science approach with less quantitative approaches?
4. In what ways does the change in GE’s approach to leadership reflect the same conditions as those that influence its current approach to management?
5. What information can you find about GE's Crotonville Leadership campus? How are the classes structured? Who attends? What is GE trying to accomplish with Crotonville? What important information about Crotonville seems to be kept private by GE? Why?
43
04
Appreciative Inquiry: how do you do it?
Introduction
So far we have talked about the nature of conversation-based change processes such as Appreciative Inquiry,
and how they differ from other change interventions, particularly those based on a mechanistic understanding of
organizations. For us, Appreciative Inquiry along with other processes such as World Café, Future Search and
Open Space can be grouped within this emerging field. To help us understand the difference between these
approaches better, we want to explain one particular approach, Appreciative Inquiry, in some depth.
This chapter aims to provide an introduction to the core Appreciative Inquiry method. We make the point
throughout this book that Appreciative Inquiry is less a process and more of a way of being which guides the
practitioner. However, we also recognize that the journey towards this state of being an Appreciative Inquiry
practitioner involves doing Appreciative Inquiry processes. In this chapter we aim to describe the Appreciative
Inquiry model under its familiar four D headings: Discovery, Dream, Design and Destiny. We will review each
of the four elements in turn and offer action steps for each stage. Prior to this we will review the selection of
topics and consider how the inquiry question can be phrased.
Preparing for change
Before embarking on any change programme we would advocate that the organization needs to answer for itself
a series of questions. This is not an exhaustive list but these are the types of questions we ask when invited to
talk with clients about a change plan.
(a) Is Appreciative Inquiry right for us?
Appreciative Inquiry invites a different way of thinking about change. It replaces the model of undertaking an
organizational analysis, implementing a plan and then managing resistance, with a focus on identifying and
growing what is already giving life to the organization. While more traditional methodologies call for
s ...
Appendix ABusiness Plan AssignmentThe Business Plan will be ab.docxjustine1simpson78276
Appendix A
Business Plan Assignment
The Business Plan will be about health organization thinking about buying MRI.
One of the ways that organizations prosper is through the introduction of new programs, projects, and other ventures. A business plan is a document that provides the information needed to determine whether the venture is likely to fail or to succeed. A business plan should help you assess whether the proposed venture is sensible, whether it fits the organizational mission, and whether it will be financially viable.
WHY DEVELOP A BUSINESS PLAN
The more time and effort managers put into a project, the more committed they become to it, and the harder it becomes to recognize the project’s limitations. So the first and foremost reason for developing a business plan is to discover weaknesses and eliminate bad proposals at an early stage.
If the plan provides evidence that the proposed venture is a good one, then the plan becomes a vital tool in a number of ways. It provides the details of why the idea is a good one, supporting the idea with evidence instead of merely opinion. It helps to clarify what we do and don’t know about the venture. It provides a basis to identify and analyze elementary tools for convincing others (e.g., our boss or investors) that the idea is a good one, worthy of financial support.
A business plan also serves other purposes. First, it communicates the purpose of the project to everyone throughout the organization. The plan also provides a road map for the future, laying out the steps that will be needed to fully implement the new venture. It should include a formal statement of both financial and nonfinancial goals for the project, and forecasts of what resources will be needed and how they will be obtained. These resources are not only financial, but also include elements such as management talent that will be needed to implement and run the new program. Finally, we prepare a plan so that we will have a basis for assessing and controlling organizational performance once the venture is fully operational.
QUESTIONS THAT DRIVE A BUSINESS PLAN
A business plan document represents an effort to provide answers to many questions:
· What is the venture that is being proposed?
· Why would our organization want to do it?
· Who will we provide products or services for?
· How much will potential customers pay?
· How many potential customers are there?
· What will our share of the market be?
We must be as clear as possible in defining the business concept. To make an evaluation of a project, we need to know whether we are responding to an opportunity or a competitive threat, or simply following the next logical step in achieving the organization’s mission. We must clearly identify the customer for the products or services that will be provided. Understanding the likely possible pricing and demand for the product or service is critical. Similarly, we must address questions related to marketing approaches. There .
PATRI Framework For Scaling Social Impact - Rizwan TayabaliRizwan Tayabali
Comprehensive DIY Framework to help non-profits and social enterprises to scale their impact. The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale. Each stage is presented as a step-by-step flow, with guidelines to help you address each aspect of solution design and operational readiness culminating in an internal scaling plan, and a formal proposal for raising funds or support for your scaling ambitions.
Software Development Better, Faster, Stronger with Feature PrioritizationMentorMate
A guide to save time and align your stakeholders
How can a group of stakeholders with different priorities agree which features of a product are the most important? The answer is feature prioritization.
How to Build a Business Case for ERP ReplatformingBlytheco
As part of Blytheco's "Are You Ready for Replatforming?" online class series, this presentation walks through the whys, hows, and specifics of how to create a winning business case for ERP transition.
Benchmark ProcessesThe development stage is that the most basic;.docxAASTHA76
Benchmark Processes
The development stage is that the most basic; this stage constructs the motivation of the group and builds up commonalities inside the group. Predictable with (Kanaga, 2001), there square measure 5 sides of the arrangement of the group: Set a straightforward heading. a commonplace feeling of reason binds together colleagues and gives a setting inside that they will see however the group capacities and the way their own particular commitments play a zone. Fabricate structure bolster. Bunches square measure extra gainful once they square measure ready to work inside an organization that has assets that bolster their endeavors. Create a group structure that engages colleagues. Setting up shared desires, trademark and sorting out assets, and understanding however the group goes concerning doing its work, licenses colleagues to concentrate their endeavors on accomplishing the group's objective. Build up key connections. Building key associations with individuals, distinctive gatherings and associations allows extra practical and powerful stream of assets into and from your group. Screen outer elements. Assembling and breaking down information concerning the more extensive setting important to your group's objectives permits it to make vital changes once conditions warrant. At the point when the foundation of the group, the enhancement of the group must happen. New gatherings and new colleagues a little bit at a time move from addressing everything to confiding in themselves, their companions, and their pioneers. Pioneers figure out how to trust by tuning in, taking after educated what they listen, building up clear lines of specialist, and setting principles. By a long shot the principal essential issue a leader wills to fortify the group is training. Guiding takes a bundle of individuals and molds them into a group though making prepared them to finish their missions. Training occurs all through each of the 3 phases of group building, however is particularly important all through advancement. It's at now that the group is building aggregate capability. Conjointly some type of reward framework that is group toward home bound can serve to move individuals from the group to even now work with proficiency and tackle issues. Prizes will take many structures, acknowledgment, monetary, advancement and festivity.
DMAIC creates Standardized Process
Using DMAIC tools and techniques can help create standardized processes. DMAIC is a methodology for root cause analysis. DMAIC is used when there is a problem and the cause is unknown. The techniques and tools of define, measure, analyze, improve, and control will help dramatically in creating standardized processes. DMAIC can help everyone use and perform the process in the same manner after defining the problem. It will help create steps and make sure they are documented and explained with descriptions. The required resources will be clearly stated, and the process is completed in a dep ...
We need to create a shared understanding of what problems we are trying to solve, what strategic choices we are trying to make, and what questions we are trying to answer before we can choose what tools, frameworks, and methods are more practical to facilitate the discussions required to answer these questions.
This simple Toolkit will help any Managers / Leaders to Drive Change. The toolkit is a basic thought process/framework which will help the leaders to think holistically and give some clear direction, clarity, and action leading to results. A toolkit which is easy to comprehend and use.
2. Introduction
The Evolution of Prioritization
Prioritizing projects can be a difficult, politically charged process, resulting in a
portfolio with mixed support and difficulties in execution. Or, it can be an
efficient process creating a shared vision and understanding for your whole
team. LeverSource provides tools and an approach to upgrade your process to
the latter.
Most project prioritization happens in one of three ways: ‘what I say goes’, ‘oiling
the squeaky wheel’ or some form of group voting. Let’s take a quick look at
each to really understand the case for changing to a dynamic impact / execution
driven approach.
What I say goes
This is a fairly straightforward process. The boss decides what projects we are
executing—end of story. Of course there is likely some in-
put or discussion with other stakeholders, but the final de-
cision rests in the corner office. This is efficient in terms of
decision-making, but is driven by a myopic view of the mar-
ketplace and organization. The resulting portfolio probably
doesn’t have a lot of support from the rest of the team creat-
ing minimal desire to execute.
Oiling the squeaky wheel
The loudest voice gets priority. This can manifest
itself in a few ways: the largest revenue centers
demand the lion’s share of resources, star
performers getting favoritism or making everyone
happy and giving each stakeholder their 1 or 2
biggest desires. The problem with this is that there
is no vision for how things are connected. Dependencies are an afterthought and
there is no formal mechanism for amplifying mutual benefits between efforts. At
the very least the portfolio isn’t focused and your organization’s resources are
spread too thin.
Group Voting
This approach can be as simple as a
show of hands around a table or as
complicated as 10 page
spreadsheets with a variety of
prioritization criteria. We’ve all seen
these spreadsheets: Enter a score of
1 – 5 for how well this project meets
our strategic objectives, improves
morale, lowers risk, etc. Perhaps
there is even some effort on
spreading projects across a growth
vs. process improvement vs.
maintenance focus so your
organization is making head way in each area.
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3. Of the three approaches ‘group voting’ with some variety of prioritization
criteria is the most advanced. At least we begin to think about what makes proj-
ects ‘important’ and try to arrive at some objective result. Unfortunately, we find
several issues even with this approach:
So we need to move past these ways into the era of collective wisdom. Collabo-
rate to triage your pain-points, desired changes and understand how your limit-
ed resources can bring the greatest benefit.
The Next Evolution
For the project prioritization and portfolio selection process to be successful it
must lead to the following outcomes:
What is required to achieve these four outcomes?
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The process is transparent, but not objective and not everyone will
whole-heartedly agree. Either they don’t agree with the criteria, the arbitrary
weighting placed on the criteria or the scores assigned to each project.
This disagreement leads to horse-trading and the discussion will likely revert
back to ‘oiling the squeaky wheel’ and maybe even ‘what I say goes’.
You don’t necessarily end up with ‘the biggest bang for the buck’ projects.
You likely don’t know the downstream impact of each project to determine
the benefit to the whole organization.
Finally, the results aren’t always executable. Dependencies aren’t tracked and
foundational efforts and other prerequisites might get left out of the mix.
1.
1.
2.
2.
4.
4.
3.
3.
Getting the most out of our finite
resources
Having a selection of projects that are
executable by our organization
Having the backing and support of
stakeholders
Being able to explain and defend the decisions to the board, executives or
team
We need a method that solves the shortcomings of each approach: We must understand the issues facing our organization and sequence
how we address those issues in a way that builds momentum, starting
a chain reaction of implementing desired changes.
We must prioritize projects based on the pain points they alleviate,
changes they implement and dependencies between projects.
Plan for execution by knowing the financial requirements and timing as
well as the skills, roles or individuals required for each project to appro-
priately plan around their bandwidth.
Explain the portfolio and gain stakeholder agreement by using a
logical and transparent process to articulate why projects are
prioritized the way they are and show how each stakeholder benefits.
Use tools to collect, analyze and present all of this information to re-
duce the duration and expense of your planning efforts.
•
•
•
•
•
4. How to make it happen
Bringing this Holy Grail together is achievable with the right method and tools.
The steps are as follows:
The devil is in the details. Let’s dig into each step for more information on
making this real.
Involve all stakeholders from the beginning
Hopefully this step isn’t new or shocking. Planning isn’t done in a vacuum and
by involving our stakeholders early and often we increase the chances of getting
their full support by the end. Here we interview or hold workshops with
stakeholders to identify:
1. Their key issues or pain points
2. What they want to see change about the organization
3. Top goals or plans
We have some great tips and tricks for getting this information, but what you do
with this information is the key to planning a great portfolio.
Logical and Transparent Triage
Now we have a large collection of 20 – 70 pain points / changes, what do we do
with them? Imagine being able to visually show how one issue is connected (or
not) to all of the other issues raised during your discovery sessions. Our Issue
Architect® application provides a quick way to collect and identify connections
between the various issues and changes communicated by your stakeholders.
It can visually show the inputs / prerequisites to solve an issue as well as the
downstream impacts of removing that issue from your organization.
Red items are inputs to increasing service quality and green items are downstream impacts
of improving service quality
Page 4LeverSource.com
Stop Horse Trading
Involve all stakeholders from the beginning
Triage their issues and desired changes in a transparent
and logical way
Develop or collect projects that address the key sequence
of changes
Create high level business cases and resource plans
Shift project timing based on results
Communicate, communicate, communicate and execute
1.
2.
4.
5.
6.
3.
5. Using connections between issues, we can visually see how they might be
broken into four categories:
Leverageable Items: These items can and should be addressed right
away because they have minimal prerequisites and many positive
downstream impacts.
Outcomes / Dashboard Items: These items have many inputs and
very few downstream impacts. This means you couldn’t setup a single
project to fully improve these items. They are completely improved by
addressing several prerequisite issues. That makes these items great to
put on a dashboard to measure your progress along the way. Think of
items like flexibility, morale, customer satisfaction, etc.
Complex / Strategic Items: These items have many prerequisites and
also have many downstream impacts. That means they may need to be
addressed incrementally over a period of time, but once the inputs are
improved and the issue itself is improved, numerous downstream
issues are also improved.
One Offs: These items have few inputs and few downstream impacts.
That means for the most part they aren’t as connected to the
core issues facing the organization. Because of this, these items can be
addressed at any time.
Now we must consider dependencies and sequence these items for the impact
they provide and start our chain reaction of implementing positive changes.
Text based version of how pain points are triaged into 4 categories
A brief breakdown of the sequence to address these issues is as follows:
1. Start with issues in the Leverageable items category and any necessary
inputs of these items.
2. Move to the complex / strategic items. The Leverageable items are likely
inputs to these items. Pick any needed prerequisites to these issues as well.
3. Select items to solve from the one offs category. You can stick with the most
Leverageable of these or give these up as political bargaining chips by picking
the most frequently mentioned issues or satisfy the pain point of a squeaky
wheel.
The Issue Architect® application automatically breaks down this sequence
using the full report feature. It also paints a path for each stakeholder of how and
when his or her key issues are addressed.
Page 5LeverSource.com
Stop Horse Trading
1.
2.
4.
3.
6. Develop or collect projects that address the key sequence
As indicated, there are two options here. We can develop projects to solve the
key issues in the sequence and triage or we can match a pool of existing
potential projects to the sequence to prioritize.
With either approach we connect projects to issues that they improve and use
this information along with the sequence of pain points to prioritize our
projects. The projects that float to the top are the most Leverageable / provide
the biggest bang for the buck to the organization.
In this example, the orange changes are improved by the SOA project
A quick sample of business case output
To increase the transparency and make project decisions defensible,
Issue Architect® can visually show what issues are solved by any given project.
This helps easily answer the question “why are we doing this project”?
Develop Business Cases and Resource Plans
Now that we have collected issues, sequenced addressing them for a chain reac-
tion of changes and identified the project to do so, we have to make sure they are
financially viable and that we have the resources to execute them.
On the finances side we collect four pieces of information:
1. One-time costs
2. Ongoing costs
3. One time benefits
4. Ongoing benefits
Page 6LeverSource.com
Stop Horse Trading
7. We also need to identify who is needed to execute these projects and make sure
they have the bandwidth to do so. For each project, select the resource or role
needed and when they are needed. The LeverSource application then produces
dynamic reports showing if / when resources are over committed.
These pieces of information allow you to shift around project start dates to find
the optimal roadmap for execution.
Communicate and Execute
Each step in this process provides the opportunity to update and discuss results
with your stakeholders. By this final step they should be well versed in how the
portfolio was built, how projects were prioritized, which pain points should be
addressed first and why. The core of the story is outlined and you are free to add
in anecdotes from customer feedback or strategic planning sessions to bring it
all together.
A sample view of resource conflicts supplied by LeverSource
Bringing it to Life
If you’re ready to bring more clarity and results to your project prioritization or
portfolio planning process, we are ready to help.
For a deeper discussion or to request a demo / more information, please reach
out to:
Kellay Buckelew - Kellay@LeverSource.com
Don Frazier, Ph.D. – Don@LeverSource.com
Visit us at LeverSource.com for more information
Page 7LeverSource.com
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