The document discusses strategies for companies to achieve growth with existing resources through effective portfolio management. It finds that high growth companies expand sales channels while slower companies focus on cost reduction. Implementing portfolio management allows selecting the right projects and optimizing resource allocation. Benefits include increased effectiveness, reduced costs, and higher profits without additional investments. The key is to identify constraints, match capacity and pipeline, and select platforms that provide competitive advantage and accelerate innovation.
This document provides a template for creating a business case to justify investing in a mobile marketing program. It outlines sections to include such as an executive summary, opportunity overview, assumptions, business impact analysis, risks, and a recommendation. The template helps the user build the business case by providing examples of what to include in each section.
Present.profitability analytics framework ima san antonio finalFernando Pico
The Profitability Analytics Center of Excellence (PACE) promotes a framework for profitability analytics that incorporates causal modeling. The framework includes revenue, cost, and investment models that quantify relationships between key elements based on causal factors rather than just correlations. By embedding causality into strategic planning, forecasting, and decision-making, management can better understand economic realities and manage the business toward strategic goals.
An introduction to strategic management unit - 1Vijay K S
The document discusses strategic management concepts and provides examples of companies that effectively implement strategic management. It describes strategic management as identifying strategies to achieve superior performance and competitive advantage. It also outlines the strategic management process of environmental scanning, strategy formulation, implementation, and evaluation. Key points discussed include the importance of strategic management, characteristics of strategic decisions, and the relationship between a company's strategy and business model.
Business Strategy and Management ModelsDavid Tracy
This document is a collection PowerPoint diagrams and templates used to convey 23 different business strategy and management models, as listed below:
3 C’s
ADL Matrix
Acquisitions Integration Approaches
Blue Ocean Strategy
Capability Maturity Model
GE-McKinsey Matrix
OODA Loop
Profit Pools
Resource-based View of Firm
Scenario Planning
Strategy Maps
Application Portfolio Optimization
Value Stream Mapping
Six Thinking Hats
4 P’s Marketing Mix
7 P’s Marketing Mix
6 Change Approaches
Cultural Dimensions Theory
Six Sigma Quality Management
Change Management Iceberg
Organizational Learning
Performance Prism
Crossing the Chasm (Product Lifecycle)
Whenever possible, multiple depictions are presented for each management model.
Buyers have a new obsession. It is called 'benefits realization', or alternatively 'benefits delivery'. They have lost faith that promises made before the sale will actually materialize and are determined to intervene to ensure that they do. But if buyers are focused on benefits realization, then sellers must be too. In this article we will show you how you can use this important concept to boost your sales success.
In the field of business and management, data science is transforming how companies organize, operate, manage talent, and create value. In this talk, David will share his experience as a data scientist and consultant on data science in business – from business experimentation to planning process optimization. He will also reflect on the career progress as a data scientist and provide suggestions to young data scientists
If you are looking for a way to implement more than some ideas to reduce costs in your company, the "COP" probably will help you to fix the cost reduction mind set in the daily business of your organization. After a professional successful experience at a Germany auto part industry, I developed a summary as paper-work in my MBA studies at FIA - São Paulo, Brazil. This presentation shows the key success factors to become a company fit to compete mainly in time of crise. Divided in three pilars: process, behaviour and system, the COP (cost optimization program) explain how to implement a strong and permanent cost reduction mind set mainly at middle and large companies. For more information contact: alexandre.kalup@gmail.com
This document provides a template for creating a business case to justify investing in a mobile marketing program. It outlines sections to include such as an executive summary, opportunity overview, assumptions, business impact analysis, risks, and a recommendation. The template helps the user build the business case by providing examples of what to include in each section.
Present.profitability analytics framework ima san antonio finalFernando Pico
The Profitability Analytics Center of Excellence (PACE) promotes a framework for profitability analytics that incorporates causal modeling. The framework includes revenue, cost, and investment models that quantify relationships between key elements based on causal factors rather than just correlations. By embedding causality into strategic planning, forecasting, and decision-making, management can better understand economic realities and manage the business toward strategic goals.
An introduction to strategic management unit - 1Vijay K S
The document discusses strategic management concepts and provides examples of companies that effectively implement strategic management. It describes strategic management as identifying strategies to achieve superior performance and competitive advantage. It also outlines the strategic management process of environmental scanning, strategy formulation, implementation, and evaluation. Key points discussed include the importance of strategic management, characteristics of strategic decisions, and the relationship between a company's strategy and business model.
Business Strategy and Management ModelsDavid Tracy
This document is a collection PowerPoint diagrams and templates used to convey 23 different business strategy and management models, as listed below:
3 C’s
ADL Matrix
Acquisitions Integration Approaches
Blue Ocean Strategy
Capability Maturity Model
GE-McKinsey Matrix
OODA Loop
Profit Pools
Resource-based View of Firm
Scenario Planning
Strategy Maps
Application Portfolio Optimization
Value Stream Mapping
Six Thinking Hats
4 P’s Marketing Mix
7 P’s Marketing Mix
6 Change Approaches
Cultural Dimensions Theory
Six Sigma Quality Management
Change Management Iceberg
Organizational Learning
Performance Prism
Crossing the Chasm (Product Lifecycle)
Whenever possible, multiple depictions are presented for each management model.
Buyers have a new obsession. It is called 'benefits realization', or alternatively 'benefits delivery'. They have lost faith that promises made before the sale will actually materialize and are determined to intervene to ensure that they do. But if buyers are focused on benefits realization, then sellers must be too. In this article we will show you how you can use this important concept to boost your sales success.
In the field of business and management, data science is transforming how companies organize, operate, manage talent, and create value. In this talk, David will share his experience as a data scientist and consultant on data science in business – from business experimentation to planning process optimization. He will also reflect on the career progress as a data scientist and provide suggestions to young data scientists
If you are looking for a way to implement more than some ideas to reduce costs in your company, the "COP" probably will help you to fix the cost reduction mind set in the daily business of your organization. After a professional successful experience at a Germany auto part industry, I developed a summary as paper-work in my MBA studies at FIA - São Paulo, Brazil. This presentation shows the key success factors to become a company fit to compete mainly in time of crise. Divided in three pilars: process, behaviour and system, the COP (cost optimization program) explain how to implement a strong and permanent cost reduction mind set mainly at middle and large companies. For more information contact: alexandre.kalup@gmail.com
What is Strategy - Thinking like a StrategistAmit Kapoor
What is Strategy? Strategy is a very young concept. Lets explore a little more about strategy and then go down the journey of understanding how to think like a strategist.
UW Deloitte Case Competition 2014 (Solution by Team Saturn)Sarah Ma
QUICK DOC is an urgent care provider seeking to expand its operations through partnerships and new center openings. To support this growth, it needs to upgrade its outdated IT systems to meet federal compliance standards and enable scalability. The document recommends moving to a cloud-based ERP system to gain functional benefits while keeping costs low compared to traditional servers. It also suggests implementing change management strategies like training sessions, feedback meetings, and clear communication to minimize employee resistance to the new systems. The 10-year plan involves establishing IT infrastructure, entering new high-potential markets through healthcare partnerships, and becoming the national urgent care leader.
This document provides an overview of the Foundation simulation. It explains that the simulation allows students to manage a sensor company and make decisions across key business areas like R&D, marketing, production and finance. Students will compete over 8 rounds that represent years, with the goal of improving their balanced scorecard measures of success. The simulation provides an immersive experience of running a business in a growing sensor industry market.
Benefits realization management - how to do it right - Wovex and Trevor Howes...Wovex Limited
Benefits realization management is important and hard to do it right.
Understand more about areas of importance and expand your ability to be more successful with benefits realization management.
Wovex is software for Value and Benefit Realization Management at https://www.wovex.com/
This document outlines a webinar on project portfolio management presented by Claude Maley. It includes information on the presentation objectives, the presenter's background, definitions of key terms, and the importance of aligning projects to organizational strategy and goals. Various aspects of project portfolio management such as project selection, governance, reporting, and organizational structure are also discussed.
White paper providing the business case for integrating strategy with finance and operations to achieve superior strategy execution and organization performance
This Masterclass is used to provide an introduction to the world off multi-national consulting, problem solving, client relationship skills and project management for first year post MBA Associate Consultants. We have used this introductory module and others in the series to help McKinsey, BCG, Deloitte and KPMG in Africa, China and Australia bring their new hires up to speed
The document outlines a 10-factor checklist for evaluating business cases, including scoping the boundaries and stakeholders, linking benefits to objectives, assigning values to both tangible and intangible benefits, accounting for full lifecycle costs, establishing assumptions and alternative scenarios, planning benefits realization, developing cash flow statements for each scenario, calculating financial metrics like ROI and NPV, and identifying risk profiles. It provides contact information to request a copy of the full checklist or learn more about business case evaluation services.
Michael Porter discusses key concepts in business strategy. He defines strategy as choosing a unique and valuable position involving a different set of activities from rivals. Porter outlines common flawed concepts of strategy and emphasizes that the goal is superior long-term return on investment. He describes the levels of strategy and the importance of industry and competitive analysis in strategic thinking. Porter also discusses the importance of strategic positioning, trade-offs, and achieving competitive advantage through differentiation or lower cost.
Strategic Planning And Budgeting Part 1: Business Model and StrategyKenny Ong
The document discusses strategic planning and budgeting for a company called CNI Holdings Berhad. It covers the following key points in 3 sentences:
CNI has historically struggled with strategic planning and budgeting, with problems including a lack of market research, split objectives, and expenses regularly exceeding budgets. The presentation outlines steps for effective strategic planning, including getting the right business model, setting strategies based on analysis of the market situation, and choosing growth strategies like market share gains or expanding into adjacent markets. Keys to success include aligning the business model, strategies, and resources and having the proper assumptions and starting point for the planning process.
Use this Microsoft Word template to help you design a Business Case for any corporate product investment. Get this template @ http://www.demandmetric.com/content/product-business-case-template
Porter was right, when he said: "A Sustainable Strategic Position Requires Trade-off".
Kaplan & Norton were right, when they said: "A strategy is a set of hypotheses about cause and effect. Cause and effect relationships can be expressed by a sequence of if-then statements. A properly constructed Scorecard should tell the story of the business unit´s strategy. The measurement system should make the relationships (hypotheses) among objectives (and measures) in the various perspectives explicit so that they can be managed and validated."
However, at the end of the day it is all about leadership, alignment, accountability, engagement and adaptability.
This document provides summaries of several common strategic planning models:
- SWOT analysis evaluates internal strengths and weaknesses and external opportunities and threats. Insights can be summarized in a SWOT.
- McKinsey 7-S model analyzes seven internal elements: strategy, structure, systems, shared values, style, staff, and skills. Insights become SWOT factors.
- Porter's 5 Forces analyzes competitive forces. Insights become SWOT opportunities and threats.
- PEST analysis evaluates political, economic, social, and technological trends. Insights become SWOT opportunities and threats.
- Other models covered include the business model canvas, target operating model, activity system, customer segmentation, strategy canvas,
The document discusses several key accounting issues in hotels that impact profitability. It summarizes several studies that examined why some similarly situated hotels are more profitable than others. The studies found that the more profitable hotels generated 46% higher profits through a combination of 5% higher revenues and 7.3% lower costs. Superior performance was attributed to factors like better operating efficiency, marketing, product specifications, and service delivery. Understanding cost behavior and using techniques like customer profitability analysis can help hotel managers make more informed decisions to improve profits.
This document provides guidance on developing a market entry strategy. It discusses key considerations such as understanding customer needs, differentiating your product or service, identifying target industry segments, and building competitive advantages. The document emphasizes planning all aspects of market entry including analyzing the market and competition, setting objectives, outlining assumptions, and defining growth strategies over time. The goal is to help organizations plan their path from their current state to their desired future state when entering new markets.
This module discuss about Strategic Control, Strategic Control Process, Different Controlling Techniques, Operational Control-Budgeting, Scheduling, Key Success Factors, Benchmarking and Essentials of Effective Control System.
This was our first attempt to create Balanced Score Card. We tried our hand at making a Balanced Score Card for Google Inc. I created it with my two friends Abhishesh Kumar Sharma and Virindersingh Villkhoo
The document discusses strategic partnerships between marketing, admissions, and academic departments for new program development. It emphasizes the importance of collaboration between these groups throughout the entire new program development process, from initial idea generation through program launch and measurement of success. Key steps in the process include conducting market analysis to understand demand, developing the curriculum and budget, creating integrated marketing and recruitment plans, and establishing metrics to evaluate outcomes. Understanding market needs and avoiding common pitfalls like lack of differentiation or high competition are also emphasized.
Strategic Planning And Budgeting Part 2: Alignment, Budgeting, and ResourcesKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*Tying the strategic plan to the budget
*Cost Reduction methods and advice
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document discusses achieving delivery excellence in projects. It defines delivery excellence as going beyond just quality to be "extremely good". It identifies critical success factors for delivery excellence like customer satisfaction, employee satisfaction, and business growth. It also discusses key metrics for measuring delivery excellence like revenue growth, customer satisfaction levels, and defect density. Finally, it recommends tools and techniques for organizations to achieve delivery excellence, such as innovation, automation, and competency development.
What is Strategy - Thinking like a StrategistAmit Kapoor
What is Strategy? Strategy is a very young concept. Lets explore a little more about strategy and then go down the journey of understanding how to think like a strategist.
UW Deloitte Case Competition 2014 (Solution by Team Saturn)Sarah Ma
QUICK DOC is an urgent care provider seeking to expand its operations through partnerships and new center openings. To support this growth, it needs to upgrade its outdated IT systems to meet federal compliance standards and enable scalability. The document recommends moving to a cloud-based ERP system to gain functional benefits while keeping costs low compared to traditional servers. It also suggests implementing change management strategies like training sessions, feedback meetings, and clear communication to minimize employee resistance to the new systems. The 10-year plan involves establishing IT infrastructure, entering new high-potential markets through healthcare partnerships, and becoming the national urgent care leader.
This document provides an overview of the Foundation simulation. It explains that the simulation allows students to manage a sensor company and make decisions across key business areas like R&D, marketing, production and finance. Students will compete over 8 rounds that represent years, with the goal of improving their balanced scorecard measures of success. The simulation provides an immersive experience of running a business in a growing sensor industry market.
Benefits realization management - how to do it right - Wovex and Trevor Howes...Wovex Limited
Benefits realization management is important and hard to do it right.
Understand more about areas of importance and expand your ability to be more successful with benefits realization management.
Wovex is software for Value and Benefit Realization Management at https://www.wovex.com/
This document outlines a webinar on project portfolio management presented by Claude Maley. It includes information on the presentation objectives, the presenter's background, definitions of key terms, and the importance of aligning projects to organizational strategy and goals. Various aspects of project portfolio management such as project selection, governance, reporting, and organizational structure are also discussed.
White paper providing the business case for integrating strategy with finance and operations to achieve superior strategy execution and organization performance
This Masterclass is used to provide an introduction to the world off multi-national consulting, problem solving, client relationship skills and project management for first year post MBA Associate Consultants. We have used this introductory module and others in the series to help McKinsey, BCG, Deloitte and KPMG in Africa, China and Australia bring their new hires up to speed
The document outlines a 10-factor checklist for evaluating business cases, including scoping the boundaries and stakeholders, linking benefits to objectives, assigning values to both tangible and intangible benefits, accounting for full lifecycle costs, establishing assumptions and alternative scenarios, planning benefits realization, developing cash flow statements for each scenario, calculating financial metrics like ROI and NPV, and identifying risk profiles. It provides contact information to request a copy of the full checklist or learn more about business case evaluation services.
Michael Porter discusses key concepts in business strategy. He defines strategy as choosing a unique and valuable position involving a different set of activities from rivals. Porter outlines common flawed concepts of strategy and emphasizes that the goal is superior long-term return on investment. He describes the levels of strategy and the importance of industry and competitive analysis in strategic thinking. Porter also discusses the importance of strategic positioning, trade-offs, and achieving competitive advantage through differentiation or lower cost.
Strategic Planning And Budgeting Part 1: Business Model and StrategyKenny Ong
The document discusses strategic planning and budgeting for a company called CNI Holdings Berhad. It covers the following key points in 3 sentences:
CNI has historically struggled with strategic planning and budgeting, with problems including a lack of market research, split objectives, and expenses regularly exceeding budgets. The presentation outlines steps for effective strategic planning, including getting the right business model, setting strategies based on analysis of the market situation, and choosing growth strategies like market share gains or expanding into adjacent markets. Keys to success include aligning the business model, strategies, and resources and having the proper assumptions and starting point for the planning process.
Use this Microsoft Word template to help you design a Business Case for any corporate product investment. Get this template @ http://www.demandmetric.com/content/product-business-case-template
Porter was right, when he said: "A Sustainable Strategic Position Requires Trade-off".
Kaplan & Norton were right, when they said: "A strategy is a set of hypotheses about cause and effect. Cause and effect relationships can be expressed by a sequence of if-then statements. A properly constructed Scorecard should tell the story of the business unit´s strategy. The measurement system should make the relationships (hypotheses) among objectives (and measures) in the various perspectives explicit so that they can be managed and validated."
However, at the end of the day it is all about leadership, alignment, accountability, engagement and adaptability.
This document provides summaries of several common strategic planning models:
- SWOT analysis evaluates internal strengths and weaknesses and external opportunities and threats. Insights can be summarized in a SWOT.
- McKinsey 7-S model analyzes seven internal elements: strategy, structure, systems, shared values, style, staff, and skills. Insights become SWOT factors.
- Porter's 5 Forces analyzes competitive forces. Insights become SWOT opportunities and threats.
- PEST analysis evaluates political, economic, social, and technological trends. Insights become SWOT opportunities and threats.
- Other models covered include the business model canvas, target operating model, activity system, customer segmentation, strategy canvas,
The document discusses several key accounting issues in hotels that impact profitability. It summarizes several studies that examined why some similarly situated hotels are more profitable than others. The studies found that the more profitable hotels generated 46% higher profits through a combination of 5% higher revenues and 7.3% lower costs. Superior performance was attributed to factors like better operating efficiency, marketing, product specifications, and service delivery. Understanding cost behavior and using techniques like customer profitability analysis can help hotel managers make more informed decisions to improve profits.
This document provides guidance on developing a market entry strategy. It discusses key considerations such as understanding customer needs, differentiating your product or service, identifying target industry segments, and building competitive advantages. The document emphasizes planning all aspects of market entry including analyzing the market and competition, setting objectives, outlining assumptions, and defining growth strategies over time. The goal is to help organizations plan their path from their current state to their desired future state when entering new markets.
This module discuss about Strategic Control, Strategic Control Process, Different Controlling Techniques, Operational Control-Budgeting, Scheduling, Key Success Factors, Benchmarking and Essentials of Effective Control System.
This was our first attempt to create Balanced Score Card. We tried our hand at making a Balanced Score Card for Google Inc. I created it with my two friends Abhishesh Kumar Sharma and Virindersingh Villkhoo
The document discusses strategic partnerships between marketing, admissions, and academic departments for new program development. It emphasizes the importance of collaboration between these groups throughout the entire new program development process, from initial idea generation through program launch and measurement of success. Key steps in the process include conducting market analysis to understand demand, developing the curriculum and budget, creating integrated marketing and recruitment plans, and establishing metrics to evaluate outcomes. Understanding market needs and avoiding common pitfalls like lack of differentiation or high competition are also emphasized.
Strategic Planning And Budgeting Part 2: Alignment, Budgeting, and ResourcesKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*Tying the strategic plan to the budget
*Cost Reduction methods and advice
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document discusses achieving delivery excellence in projects. It defines delivery excellence as going beyond just quality to be "extremely good". It identifies critical success factors for delivery excellence like customer satisfaction, employee satisfaction, and business growth. It also discusses key metrics for measuring delivery excellence like revenue growth, customer satisfaction levels, and defect density. Finally, it recommends tools and techniques for organizations to achieve delivery excellence, such as innovation, automation, and competency development.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This document discusses how emojis, emoticons, and text speak can be used to teach students. It provides background on the origins of emoticons in 1982 as ways to convey tone and feelings in text communications. It then suggests that with text speak and emojis, students can translate, decode, summarize, play with language, and add emotion to language. A number of websites and apps that can be used for emoji-related activities, lessons, and discussions are also listed.
Study: The Future of VR, AR and Self-Driving CarsLinkedIn
We asked LinkedIn members worldwide about their levels of interest in the latest wave of technology: whether they’re using wearables, and whether they intend to buy self-driving cars and VR headsets as they become available. We asked them too about their attitudes to technology and to the growing role of Artificial Intelligence (AI) in the devices that they use. The answers were fascinating – and in many cases, surprising.
This SlideShare explores the full results of this study, including detailed market-by-market breakdowns of intention levels for each technology – and how attitudes change with age, location and seniority level. If you’re marketing a tech brand – or planning to use VR and wearables to reach a professional audience – then these are insights you won’t want to miss.
Artificial intelligence (AI) is everywhere, promising self-driving cars, medical breakthroughs, and new ways of working. But how do you separate hype from reality? How can your company apply AI to solve real business problems?
Here’s what AI learnings your business should keep in mind for 2017.
How to Improve Time to Market w Existing ResourcesLiberteks
This document summarizes the findings of a research report on improving time to market with existing resources in product development organizations. It finds that while most organizations recognize the need to improve resource management and capacity planning processes, only a third have achieved higher maturity levels. Key opportunities include improving visibility into demand and capacity, optimizing resource usage, and reducing risks like missed market windows. The report provides recommendations for organizations to prioritize process improvements, leverage historical data, and invest in enterprise software to help optimize resources and better manage capacity.
The document summarizes key findings from a research report on improving forecast accuracy. It finds that companies with more accurate forecasts ("forecast leaders") have significantly lower stock levels (over 40% lower) and higher service levels (3% higher) than "laggards". The top ways forecast leaders achieve higher accuracy are: 1) designing forecast-focused processes; 2) continuous improvement cycles; 3) increasing planning frequency; and 4) skilled planners. Specific best practices include accounting for promotions, new products, and customer forecasts to design accurate processes and continuously improving forecasts.
Creating a Culture of Cost Optimization discusses developing an organization-wide culture of cost optimization through strategic planning, clear communication, and understanding suppliers' industries. It recommends articulating how expense savings impact revenue, making cost reduction a shared initiative, committing to sustainable change, and leveraging supplier knowledge to gain value. Maintaining momentum requires incentives and continuous efforts to find long-term savings that can be reinvested.
The document discusses how many companies view cost reduction as a strategic imperative rather than just something done during tough times. It provides reasons why companies adopt cost reduction as an ongoing strategy, including meeting profitability expectations, funding growth initiatives, funding annual employee pay increases, offsetting required price reductions, and being better prepared for downturns. The document outlines frameworks for reducing internal costs like salaries and purchased costs like materials. It recommends setting higher annual cost reduction goals for internal costs that are more controllable.
The document discusses strategies for companies to achieve growth in challenging economic times through cost competitiveness. It outlines that companies need to focus on pricing, costs, cash, and capital to drive growth. Top performing companies strategically increase prices above inflation, take a holistic view of costs across the organization and supply chain, optimize working capital across the entire value chain including suppliers, and prioritize existing cash reserves to finance growth.
Portfolio Rationalization - Making Sound Financial and Strategic Decisions in...Robert Greiner
This presentation outlines a methodology and set of frameworks useful for making strategic product portfolio rationalization decisions in times of uncertainty intelligently and quickly (rapid vs. rushed) regardless of organization size.
Additionally, we provide thoughts and ideas around the current emergent state of the world & market due to COVID-19 and how organizations can effectively navigate through three key phases.
GRA - Scenario Planning: Addressing a Capability Gap Affecting Industry Compe...Rebecca Manjra
Exponential population and technology growth is occurring at a rate never before seen in history. Together, these forces have created the data driven world we live in. The business landscape has become more competitive and complex given the increased level of capability required to scale, evolve and rapidly gain market share; shortening the business maturity lifecycle.
A critical success factor to survival and succeed in both nature and business is the ability to learn and implement quickly – to adapt and evolve. By reducing the time it takes for your business to know what’s happening, learn what is needed for success and implement, you can outpace your competitors and capture new opportunities.
Today, there is an imperative to turn the vast seas of data into information, something useable which drives insights and enables us to make decisions which optimally utilise assets and resources. In operational speak, this entire process is enabled by excellence in Scenario Planning.
This presentation covers the relevancy of Scenario Planning today including an analysis of the stages of S&OP maturity as well as a case study with Simplot, a leading Australian food manufacturer and a leader in S&OP maturity and Scenario Planning.
Scenario planning: addressing a capability gap affecting industry competitive...Charles Edwards
Exponential population and technology growth is occurring at a rate never before seen in history. Together, these forces have created the data driven world we live in. The business landscape has become more competitive and complex given the increased level of capability required to scale, evolve and rapidly gain market share; shortening the business maturity life cycle.
A critical success factor to survival and succeed in both nature and business is the ability to learn and implement quickly – to adapt and evolve. By reducing the time it takes for your business to know what’s happening, learn what is needed for success and implement, you can outpace your competitors and capture new opportunities.
Today, there is an imperative to turn the vast seas of data into information, something usable which drives insights and enables us to make decisions which optimally utilise assets and resources. In operational speak, this entire process is enabled by excellence in Scenario Planning.
This white paper covers the relevancy of Scenario Planning today, an analysis of the stages of S&OP maturity and a case study on Simplot, a leading Australian food manufacturer with mature S&OP and Scenario Planning capabilities.
PDF available here: http://www.gra.net.au/uploads/resource/129-GRA-Scenario-Planning-White-Paper.pdf
From defensive to offensive growth during the pandemic generated by COVID-19Elena Badea
Mitigating the highest risks is crucial from an operational point of view as well as from a cash flow point of view. This is a continuous effort. Short-term liquidity and solvency actions are essential.
Select our Price Optimization PowerPoint Presentation Slides to make pricing decisions for your business. Product cost management PowerPoint complete deck contains slides such as key levers to cost management, levers to achieve successful cost optimization, strategic cost optimization framework, prioritizing, three steps approach, initiatives and benefits, cost optimization techniques, planning, stages in cost reduction, cost-cutting and management, cost design and positioning, comparison of stages, etc. The goal of price optimization is to adjust consumer prices without putting profits at a risk. These templates are completely editable. The presenter can change font, text, and color. Pricing and revenue optimization PPT presentation also contains additional slides like mission, puzzle, timeline, target, idea pie chart, bar graph, area chart can help you elaborate cost optimization plans. Download this cost optimization presentation graphics to present pricing research and optimization. Create infrastructure for a health existence with our Price Optimization Powerpoint Presentation Slides. Be able to address inhuman conditions.
Measure What Matters - New Perspectives on Portfolio SelectionUMT
The document discusses new frameworks for IT portfolio selection that consider both financial and strategic metrics. It summarizes that traditional portfolio selection focused solely on financial metrics, but recent research shows this led to underinvestment in strategic areas. The new framework evaluates investments from four perspectives: demand, supply, governance, and alternatives. This allows executives to consider financial returns, strategic alignment, risk exposure, architectural fit, options, costs, deadlines, and skills. Successful companies now use multiple financial and strategic metrics to optimize resource allocation and maximize investment value and benefits.
Embracing Change - The Impact of Generative AI on Strategic Portfolio ManagementOnePlan Solutions
The rapid emergence of Generative AI (GenAI) presents a transformative challenge and opportunity for strategic portfolio leaders. This webinar delves into how GenAI is reshaping the landscape of strategic planning and execution. As GenAI technology infiltrates the workplace, it introduces substantial knowledge and skills gaps that can hinder the efficiency of strategic portfolio management (SPM) if not promptly addressed.
From defensive to offensive growth during the pandemic generated by COVID-19Constantin Magdalina
The document discusses strategies for companies to shift from a defensive to offensive posture during the COVID-19 pandemic. It outlines that initially companies focused on mitigating risks, ensuring liquidity and stabilizing operations. However, it is now time to prepare for growth by developing new products/services, pivoting business models and investing in new technologies. Offensive companies focus on potential opportunities rather than risks alone and allocate significant budgets to technology investments. The document provides steps for companies to assess impacts, develop new strategies to beat competitors, strengthen teams and implement new value propositions to drive growth.
This document provides an analysis of the strategic planning of Autoglass Company. It discusses Autoglass' mission, vision, goals, and core competencies which center around high customer satisfaction. It then reviews key issues in Autoglass' strategic planning like their competitive advantages that allow market penetration, product development, and market development. Finally, it explains strategic planning techniques for Autoglass like the BCG growth share matrix, PESTLE analysis, and SWOT analysis.
The document provides information on project portfolio management, including its benefits and how to develop a successful practice. It discusses understanding portfolio management and governance. Key aspects include staffing your organization with skilled professionals, planning realistically, maintaining top-level support, defining benefits, and managing change effectively. The document also covers governance design and frameworks, and knowing where to start a portfolio and what questions to ask.
Where is your corporate focus; cost cutting or value proposition? Sustainable future growth must come not only from a cost-obsession, but a value-obsession. Check out this white paper from Northpoint Advisors.
Capture planning is a process that involves identifying business opportunities, assessing the competitive environment, and developing strategies to win specific opportunities. An effective capture planning process includes:
1. Developing a written capture plan with external and internal analyses, a capture strategy, and an execution plan.
2. Maintaining senior management support and committing the right resources to the capture team.
3. Establishing regular reviews of the capture plan to monitor progress and make adjustments.
4. Leveraging the capture plan to efficiently develop the initial proposal plan.
The document summarizes questions and answers from a webinar on applying the Pereira benefits management model. Key points include:
- The Pereira model can partially be applied to public sector organizations, focusing on costs and efficiency. A social ROI model is being developed.
- Benefits estimation should prioritize legal compliance, business growth, cost reduction, then efficiency increase.
- Revenue-generating projects fall under the business growth dimension but cost reductions also directly impact results.
- Benefits have dynamic behavior over a project lifecycle so cannot be considered fully achieved/not achieved without ongoing tracking.
- Organizations should be benefits-driven, not cost-driven, though cost estimation is
This document discusses proven practices for measuring learning impact. It explores eight initiatives for measuring learning that can demonstrate impact, including turning satisfaction surveys into predictive data, using the human capital approach to estimate performance change, and leveraging business impact templates. The challenges of demonstrating business impact, reducing "scrap learning", and measuring informal learning are also addressed.
The document discusses how emerging economies, the financial crisis, and Generation Y are changing the face of project management. It provides tips on how project managers can adapt to these changes, such as gaining knowledge of local business models in emerging economies and using agile approaches. It also presents a case study of how a project manager dealt with an existing project being opened to bidding due to the financial crisis. The document advocates that project managers embrace continuous improvement, generate peer pressure for accountability, and adopt an innovation framework to adapt to the changing project management landscape.
This document discusses bridging the gap between traditional project management and the expectations of the "Facebook generation". It proposes adapting a new management style focused on transparency, value creation, and flattening hierarchies. Specifically:
1) The "Mirror-Mirror" concept helps managers understand their starting point and focus areas for improvement to achieve goals.
2) Emphasis is placed on winning stakeholder confidence through transparency.
3) Managers think long-term and include more people in planning for transparency.
4) Multiple solutions are explored during execution to maximize value for all parties.
The document discusses the challenges of managing multi-country projects and proposes an approach using abstract and agile scheduling. It highlights difficulties like budget forecasting, resource management, and tracking across locations. The approach uses an abstract schedule for high-level planning and portfolio management, with agile detailed schedules managed quarterly by teams. Collaboration is enabled through a web tool for tasks, time tracking, documents and issues. This framework aims to provide simplicity and visibility while allowing flexibility.
This document discusses project dynamics, an emerging approach to understanding the complex dynamics of projects over time. It discusses how project dynamics can be applied to (1) understand features of projects like activities, phases and interdependencies, (2) model rework cycles and their compounding effects, and (3) evaluate the intended and unintended consequences of project control strategies. The document argues that applying a project dynamics approach can provide new insights to improve project management practices.
The document discusses delegating project management tasks from project managers to team members in order to improve organizational efficiency. Currently, project managers typically handle all project management tasks themselves. This leads to higher costs, lower team motivation, and missed opportunities. The document proposes a solution where project managers delegate appropriate project management tasks to team members. This would reduce costs by utilizing resources more efficiently. It would also increase team member motivation and involvement. The document addresses some concerns about this approach and provides recommendations for implementation at different organizational levels.
The document discusses sustainability in project management. It explores how sustainability relates to projects and project management. Key points include:
1) Sustainability involves balancing economic, social, and environmental factors over both the short and long term.
2) Project managers may have responsibility for sustainability aspects of projects and their outcomes.
3) Considering sustainability requires looking at a project's full lifecycle as well as the lifecycles of its outcomes and any associated products or assets.
The document discusses the role of a Strategic Program Management Office (PMO) in managing organizational transformation. It describes what a Strategic PMO is and the framework it uses, including establishing a vision, mission, and work streams. It then discusses the structure of a Strategic PMO and its lifecycle. Finally, it provides examples of Strategic PMOs that were implemented to manage a merger integration, transition to a shared global delivery model, and drive innovation through centers of excellence.
This presentation discusses how project managers can incorporate social media tools like Twitter, Facebook, LinkedIn, and blogs into project communication and management. It explores how tools like these have changed communication from restricted exchanges to more open and collaborative interactions. The presentation also addresses challenges with social media like distraction and loss of productivity, and suggests ways for project managers to develop social media policies and guidelines for their teams.
This document discusses a business model for providing renewable energy to rural communities through partnerships between various stakeholders. The key stakeholders identified are village communities, NGOs, microfinance institutions, original equipment manufacturers, and government/state bodies. The model aims to improve rural livelihoods and alleviate poverty by providing energy access and creating new income opportunities through microloans to fund the installation of renewable energy technologies. Challenges and opportunities of this model are also analyzed.
This document provides an overview of how tools from psychology can be applied to improve project management. It discusses the Myers-Briggs Type Indicator (MBTI) personality assessment and describes two personality types: ENFP and ISTJ. It also summarizes Rational Emotive Behavior Therapy (REBT) and how modifying beliefs can impact consequences. The document suggests project managers would benefit from understanding these psychological tools to improve team dynamics and expectations management.
The document presents the Influential and Inspirational Powers (IIP) model, a new self-evaluation tool for project managers. The IIP model maps levels of influence and inspiration on a grid with four quadrants based on two situations: 1) how team members are influenced and inspired by the project manager, and 2) how the project manager is influenced and inspired by the team. The tool is meant to help project managers identify strengths, weaknesses, and ways to improve team motivation, productivity, and innovation. A survey of project stakeholders provided initial support for the model.
This document discusses strategies for managing everyday conflicts at work. It suggests that minor unresolved conflicts can lead to major losses in productivity, satisfaction and focus within teams. Conflict is inevitable in team environments but can be minimized through awareness and effective conflict resolution strategies. The document explores how individual personality traits and interpersonal skills influence conflicts, and provides models for resolving conflicts at different levels from individual to team to organizational.
This technical paper explores the importance of soft skills like leadership for project managers. It discusses how leadership is crucial for project success as it helps integrate team members and motivate them. The paper outlines different leadership styles and techniques for developing leadership skills, including coaching and mentoring. Effective coaching and mentoring through situational leadership can help individuals and teams achieve their goals while also benefiting the overall organization.
The document discusses the need to tap into the power of informal project management techniques. It proposes a methodology to identify exemplary historical informal projects in India and analyze them to develop a database of proven informal techniques. This would help bridge gaps in formal project management education. A survey found most essential project management skills can be developed through both informal and formal means.
This document discusses a model for risk analysis and mitigation that accounts for dependencies between risks. It introduces concepts like Risk Influence Factors, risk networks, and risk prioritization. The model involves discovering risks through a "what if, why" analysis. It then generates a risk network by analyzing how risks within and across categories influence each other. Risks in the network are prioritized based on their costs, benefits, and other factors. Dependencies between risks are also analyzed to inform mitigation efforts over time.
This document discusses using statistical techniques to improve predictability in project performance. It provides three scenarios as examples: 1) Predicting critical activities on a schedule using a criticality index, 2) Estimating a project schedule and cost using Monte Carlo simulation, and 3) Building an early warning system for project monitoring and control. The document emphasizes that statistical methods can help project managers develop more accurate estimates and better manage project risks and performance.
The document discusses applying project cost management principles like earned value management (EVM) to software maintenance projects. It outlines the types of maintenance tasks, challenges in effort estimation, and proposes using a software maturity index and EVM to estimate maintenance costs and improve project measurement and control. Accurately estimating effort is key to the successful application of EVM for software maintenance projects.
The document discusses success factors for new product development processes. It categorizes 57 success factors into organizational, technological, market, and environmental factors. These factors are mapped to six phases of product development cycles: idea generation, product concept testing, product design, prototype development, market testing, and commercialization. Understanding which factors are most important in each phase can help organizations optimize resources and improve new product development.
The document discusses a model called MEKS for measuring employee performance. MEKS stands for Motivation, Effort, Knowledge and Skills. It proposes measuring performance as a function of these four factors, with motivation accounting for 45% of the score, skills and knowledge 30%, and effort 25%. Each factor has multiple parameters that are rated on a 1-10 scale and averaged. The model provides a way to measure performance objectively and identify areas for improvement.
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1. Aum gam ganapataye namya.
The Ever Flourishing
Company’s View of PPM :
Getting More to the Bottom
Line
Dhaval Shah, PMP
Wipro Technologies
Ashwani Kakkar
2. Contents
1.1 Abstract ................................................................................................................................... 3
1.2 Keywords ................................................................................................................................. 3
1.3 Concerns ................................................................................................................................. 3
1.4 Corporate Objective: Have Good Growth Magnitude with Same Resource Levels................. 4
1.4.1 Portfolio management in context of strategy .................................................................... 4
1.5 Strategies for Growth ............................................................................................................... 4
1.5.1 Callenges in implementing Portfolio Management ........................................................... 5
1.5.2 A few salient findings: ....................................................................................................... 5
1.6 Business Value ........................................................................................................................ 8
1.7 Value of Improving: IDC Research Results ............................................................................. 9
1.8 Analysis ................................................................................................................................. 10
1.8.1 Directions for Success ........................................................................................................ 11
1.9 References ............................................................................................................................ 12
1.10 Authors Profile ................................................................................................................... 14
2|Page
3. 1.1 Abstract
Year 2009 - Global recession plus massive economic restructuring - While revenues
for most of the companies were declined from 2008 to 2009, 40+% saw their revenue
grow. Prognosis for Year 2010 - Optimistically marked for economic recovery 70+%
companies anticipates growth (10% revenue growth organically) in 2010 relative to the
growth experienced in 2008-2009. The negative impact of current economic recession
has meant less revenue for most companies, forcing them to cut back on already
limited resources.
To survive, companies must look for ways to optimize effectiveness with less. By the
same indication, developing more products faster can be the key to higher profits.
Business that can commercialize most of the capacity with little or no investments will
reap substantial rewards
Strategies for Growth - Research has found that the High Growth companies are
“Expending their Sales Channel” while slower growth companies are still focusing on
“Reducing Cost”
It has been reported that as many as nine out of ten corporate strategies devised on
the execution level never comes to fruition. Initiatives get done in the context of
projects – Are these projects efforts strategically focused? While most decisions on
the project level are concerned with tactical issues, decision making on the portfolio
level is concerned with strategic issues. Top-level corporate management is unable to
easily hand off directions. That's because choosing projects that generates value is
essentially a strategic activity
1.2 Keywords
Portfolio & Investment Management, Portfolio Valuation, Priority Model, New Product
Development NPD, Resource Commercialization, Theory of Constraints, Mafia Offer,
Blue Ocean Strategy, Integrated Business Planning, Corporate Performance & Key
Metrics and Statistical Benchmark
1.3 Concerns
• Increase revenue, decrease cost - Sales must grow
faster and keep growing faster than it’s cost to
have the good growth magnitude
• Exhausting companies resource and or taking too
high risks endangers the chance of reaching the
objective
• Increased collaboration and develop strategic
partnership with customer, supplier and employees
3|Page
4. 1.4 Corporate Objective: Have Good Growth
Magnitude with Same Resource Levels
1.4.1 Portfolio management in context of strategy
Companies can not afford to waste their resources on low value project that will have
no financial return; portfolio management would help them optimally allocate the right
resources for the right purpose at the right time resulting in increase of available
financial means through improved investment selection (portfolio management of
initiatives), reduction of overall costs and increase of profits and margins
Since good portfolio management will impact ROI, let us understand what senior
executives try to achieve
A senior executive needs to focus on company’s performance which is predominantly
judged by Return on Investments (ROI) (Profit/Investments). ROI can also be
calculated as Investment Turnover * Operating margins%
There are only two ways to have substantial increase to the profit margins
Cost Reduction
Sales increase
Cost reduction as a strategy has a limit that is it can go only down towards zero; cost
reduction has very limited potential and so the only way forward is to increase sales,
and to convert sales increase to profit increase, sales must grow faster and keep
growing faster than its cost
Organization need to increase their capacity with little or no additional investments
and sell the newly exposed capacity, by doing this, Sales - Direct variable cost drops
directly to the bottom line. This leads to profit increase without depending on other
traditional approaches (price increase, raw material decrease, or cost reduction) that
proves to be difficult.
1.5 Strategies for Growth
High Growth companies are “Expending their Sales Channel” while slower growth
companies are still focusing on “Reducing Cost”
Figure 1: Strategies for Growth
4|Page
5. 1.5.1 Callenges in implementing Portfolio Management
Organizations face a variety of challenges in executing profitable business. These
challenges are as diverse as the products and services offered, yet all strive for a
common goal of delivering projects on-time and under-budget.
Clearly, companies must learn how to make investments in commercializing new
technology more (a) effective, by selecting the right projects (products or platforms
that best carry the projects to the market), and (b) efficient, by distributing resources
optimally across the projects in the portfolio. This approach will maximize shareholder
value and eliminate low-value projects early in the development cycle.
While companies with PPM implementation is more likely to grow profitably and
efficiently, companies routinely over schedule their resources that leads to long lead
time, fire-fighting and execute redundant projects and damage profitability by investing
in non strategic efforts
It is against this strategic backdrop Wipro conducted a study of some of some of their
customers that implemented project and portfolio management (PPM) solutions in
order to uncover the pain points leading to deployment as well as the benefits that
PPM offers. Respondents were asked about what tools they have implemented, and
details of their customer’s organization process and implementation goals. This study
includes data from customers representing finance, electronics, banking,
pharmaceuticals and manufacturing industries. Customer’s total revenue is in excess
of USD 1 billion. Each participant was interviewed about their experience since
deploying project and portfolio management tools (PPM) from CA, Planisware, HP
PPM and Planview. This report leverages some findings of this ongoing September-
October 2010 study that includes 10 customers
1.5.2 A few salient findings:
The sample includes only organizations that are implementing a PPM solution. Around
60% indicate that they do not use scenario comparison for project selection
Is scenario com parison used for project selection?
40%
Yes
No
60%
Figure 2: Scenario comparison - Usage
5|Page
6. Of the customers who currently are not using scenario comparison 75% expects to
adopt it in near future
Of the custom ers that do not use scenario
com parison, do they plan to use it in future?
25%
Yes
No
75%
Figure 3: Scenario comparison - Future adoption
Do custom er kill projects based on PPM data?
0% 20%
Yes
No
50% Yes but not in tool
30% Future
Figure 4: Kill Bad Projects - Unclog the Pipeline
50% respondents do kill bad projects but the mechanism is not integrated in PPM i.e.
the decision is not made by leveraging PPM solution in place. Often there are offline
processes that are more relied upon. Wipro recommends that maturing organization
assume that there would be additional low value projects in the portfolio that can be
dropped. For this, organizations needs to use portfolio selection process effectively
Most organizations have already made significant investments in PPM
implementations but are yet to experience the full value. The Investment-to-value
cycle is broken. They do not start with the end in mind. However they still manage to
do right things initially but get derailed along the way. As many as 80% respondent do
not calculate ROI of their PPM implementation
6|Page
7. Do custom ers calculate ROI of PPM?
10% 10%
Yes
No
Future
80%
Figure 5: PPM ROI - Value assessment post implementation
Portfolio management processes are relatively new and the potential is not completely
understood therefore full value is not realized. Most of the processes do exist, but
outside PPM
Which of these following processes exist at your
customer?
Stage & Gate
Project pipelining
Roadmapping
Yes
Portf olio simulation
No
Project Scoring and ranking Future
Ensure Strategic Alignment Outside PPM
Portf olio Valuation
Identif y critical resource
0% 20% 40% 60% 80% 100%
Figure 6: Portfolio Management Processes
7|Page
8. 1.6 Business Value
• Organizations are implementing PPM tools to eliminate
low value projects soon, commercialize new projects
quickly and profitably while getting most out of
development capacity
• Streamlining project execution is viewed as primary
objective of PPM and not portfolio management, this is
despite having challenges in maximizing portfolio value,
optimize resource utilizations and increase project
velocity
• Companies find that their greatest challenges are
portfolio selection and pipeline planning
Portfolio management is a solution that addresses many of concerns of the companies.
In many cases companies are trying to bridge the gap between portfolio planning and
project execution but portfolio management is still a missed opportunity for most of the
companies. Companies are implementing portfolio management
In w hich phase did the custom er im plem ent Portfolio
Managem ent?
20%
Phase1
40%
Phase2
Phase3
30% Future
10%
Figure 7: Portfolio management - Implementation Phase
Today's companies that employ PPM tools understand that they bring much value and
better managed innovation processes and enables companies worldwide to improve
organizational efficiency and save millions of dollars year after year
Forrester in May 2009 found that PPM tools bring a 250+% ROI (over a three-year
period) to organizations – and PPM experts to create a three-pronged ROI evaluation
based on cost reduction, cost avoidance and revenue increase that provides a guide
for companies interested in or already using PPM systems
8|Page
9. Figure 8: Key Benefits of PPM Software
PRTM Benchmark found that increasing maturity level on PACE model directly drives
both revenue and margin growth
Figure 9: Benefits of Increasing Maturity Levels -PACE Model
1.7 Value of Improving: IDC Research Results
Summary results for the surveyed respondents yielded the following metrics:
Number of projects managed increased 35%
Cost per project was reduced 37%
Redundant projects dropped 78%
IT staff productivity increased by 14%
Project failure rate dropped 59%
The total annual benefit per 100 users is $83,500
9|Page
10. Payback occurred in 7.4 months
Source "How Project and Portfolio Management Solutions Are Delivering Value to
Organizations", IDC, September 2008
1.8 Analysis
• There are various tools including portfolio
management that can help organization achieve
substantial capacity gains in operations. However, if
we can’t sell any of this newly uncovered capacity we
have had no bottom line
• Kill existing bad projects and unclog the pipeline
• Formalize value assessment process and periodically
measure portfolio value & performance
• The major change is “WIP Reduction” & “Release
Control”
Table 1: Lack of portfolio management practice can imply numerous
performance issues while appropriate best practices would result multi-faceted
benefits
Inappropriate … and
… Leads to
portfolio results can
problematic Best Practice Benefits
management be
decisions…
practices… catastrophic
No visibility of Resources Delays and Identify Increased
resource spread on long cycle constraints effectiveness
capacity too many time and efficient
projects Resource & performance
Budget over enable pipeline by insights
Resources run and high
over Project leverage
allocated selection managerial
Too many Numerous Ineffective Project decision (not
projects in the held projects investments selection cultural
pipeline change)
Too many Ensure
low value strategic Allocate
initiative alignment resources to
most profitable
Delayed Resource & projects
projects enable pipeline
(Project Determine
sequencing) trade-offs
Lack of Decreasing Undelivered Strategic between
roadmap project business roadmapping cycle-time,
quality value constraint
10 | P a g e
11. Ensure capacity and
Low quality strategic load (WIP)
and alignment
inadequate Set
customer unwavering
support priorities and
Inability to align Lack of Reduced Project assure on time
resource to resources number of selection completion
appropriate on “good” successful
projects projects projects Focus
Selection/killing Inability to Held projects, Project improvements
decision not properly slow selection on biggest
based on value progress disruptions to
objective opportunity Portfolio value the flow
information Waste assessment
« Political » A lot of lost Optimize
opportunities Internal/exter Rank and capacity
nal frustration prioritize
Late project portfolio Accelerate
cancellation project flow
Kill bad projects
Decisions soon Increase profit
are often
hardly
understood
by
operations
or clients
1
1.8.1 Directions for Success
• Reduce WIP, reduce complexity & cut cycle time
for accelerated project flow
• Pursuing time efficiency
• Develop platforms, ensure strategic alignment to
execute goals
To achieve exponential growth magnitude companies must build significant
competitive edge and the ability to capitalize on it, on big enough market without
exhausting the resources and without taking real risk
“WIP reduction” and “Increasing constraints capacity” cuts cycle time. Thus
understanding constraints their capacities and load forms the basis on valuable
information for business. Shorter cycle time drives performance
11 | P a g e
12. Dump the projects and broad portfolios that weigh you down and do not provide value.
In the past, many of those projects seemed worth supporting and broad portfolios may
have seemed attractive. Now they just suck up resources and time both of which are
precious. It is time to let some go
Companies should focus their energy on developing platforms, each of which provides
good foundation for developing many different products. The choice can be the basis
of differentiation and the differentiation can be based on total cost, superior
performance, or ability to scale. A platform strategy offers several important
advantages. It can speed up the time needed to deploy innovation throughout product
lines and to launch products to market while also helping to keep R&D spending down.
In addition, platforms can reduce the number of required parts, leading to significant
savings in cost of goods sold and other supply chain management expenses
Institutionalize portfolio management process & establish ownership to ensure that
common, objective criteria are being used to value, select, manage, kill and
coordinate portfolio priority and resource capacity
Companies overall portfolio has to clearly quantify the following metrics ROI,
Profitability and margin, Cash flows and Risk profile. It prioritizes projects by removing
subjectivity from decision making. Companies should select project if it has a positive
NPV but at portfolio level it is not possible to accept projects solely on its merits. Lets
us assume that there is finite capacity, which is true in all most all cases. Now the
NPV rule has to be modified so that the combinations of project should have greatest
combined NPV
Balance project pipeline with resource capacity
In an unconstrained environment its critical path dictates lead-time of a project.
However in capacity-constrained cases, project schedules and lead times depend on
when capacity is available at the drum resource (constraints). When projects are not
staggered operations are bound to experience substantial queuing losses and
resource conflicts. Obviously the goal is not to start working on more projects rather it
is to complete more projects. Releasing projects in violation of bottlenecks’ capacity
creates unnecessary WIP. So pipelines have to be cautiously loaded and projects
correctly sequenced to maximize the flow
Tie change to growth, not process improvement
Decide where investments are needed to improve the three critical measures of
pipeline effectiveness and what forms the investments should take. Evaluate the
results in tandem with your key financial metrics
1.9 References
1. C Symons, "The ROI Of Project Portfolio Management Tools", Forrester, May 8,
2009
2. C. Jackson, "Product Portfolio Management Gets its Due", AberdeenGroup,
April, 2008
3. C. Jutras et al, “The Economic Outlook for 2010: High Growth? Low Growth? No
Growth?”, Analyst Insight, Aberdeen Group, December 2009
4. C. Jutras, "The Role of Enterprise Project Management in Productivity",
AberdeenGroup, October, 2007
12 | P a g e
13. 5. E.L. Jarrett, "The role of risk in business decision-making, or how to stop
worrying and love the bombs", Research Technology Management, Nov. 2000
6. G Pisano, "Managing the Product Development Cycle", Harvard Business School
7. G. L. Tritle et. al., “Resolving uncertainty in R&D portfolios”, Research
Technology Management, November 2000
8. H. Andrews and J. Takach, "CASHING IN ON INNOVATION", PRTM, 2007
9. J. Brown et al, "Product Innovation Agenda 2010: Profiting from Innovation
Today and Tomorrow", AberdeenGroup, 2007
10. J. Matheson and D. Matheson, "The Smart Organization", Harvard Business
School Press, 1998
11. "J. Pennypacker, "WHY CORPORATE LEADERS SHOULD MAKE PROJECT
PORTFOLIO MANAGEMENT A PRIORITY", Center for Business Practices,
2003
12. L. Mieritz et al, "Toolkit Best Practices: Program and Portfolio Management
Maturity Model", Gartner, 13 July 2007
13. M. Boucher, "Managing the Innovation Portfolio Enabling Engineering Success to
Boost Profits", AberdeenGroup, August, 2009
14. P. G. Smith and D. G. Reinertsen, "Developing Products in Half the Time", 1998
15. R. Perry and E Hatcher, "How Project and Portfolio Management Solutions Are
Delivering Value to Organizations", IDC, September 2008
16. R. Truman and I. Smith, “Banking on Innovation", PRTM, 2008
17. S. Mahoney and R. Franco, "Good Medicine for Biopharmaceutical Companies",
PRTM Insight, PRTM 2008
18. "CIOs: Avoid IT Marginalization On The Path To BT," Forrester Research, July
24, 2007
19. "Global Innovation Trends Study 2009", PRTM, 2009
20. "How to compete and grow: A sector guide to policy", McKinsey Global Institute,
McKinsey&Company, Mar 2010
21. "Managing Technological Change: A Box of Cigars for Brad", Harvard Business
Review
22. "NPD Flow: Getting the Most from Product Development Capacity", Realization
Technologies Inc, 2004
23. “Financial Theory and Corporate Policy”, 3rd edition, by Copeland and Weston
24. Roussel, "Third Generation R&D", Arthur D. Little, Inc.,1991
25. Every-Flourishing Company – Part One
(http://www.youtube.com/watch?v=fv7SCRNZggk&p=9CF28094629C2B36&play
next=1&index=61)
26. The Ever-Flourishing Company - Part Two
(http://www.youtube.com/watch?v=ij71X6cxv-
I&p=9CF28094629C2B36&playnext=1&index=60)
27. Goldratt on Viable Vision - Theory of Constraints
(http://www.youtube.com/watch?v=tWvMODJ9cVc&p=9CF28094629C2B36&pla
ynext=1&index=54)
13 | P a g e
14. 28. Jobs Lose Money? Theory of Constraints Throughput Accounting
(http://www.youtube.com/watch?v=LHHnZWKopvA&feature=related)
29. Theory of Constraints Mafia Offer from Its Not Luck by Goldratt
(http://www.youtube.com/watch?v=lb-YlDgta2Q)
1.10 Authors Profile
International project management consulting / advisory experience with full exposure
to top management and ability to assess improve and re-construct customer
operations to execute projects faster and more efficiently resulting in accelerated
revenues, lower operating costs and efficient use of capital assets
E-mail: dhaval.shah@wipro.com
shahdhaval_in@yahoo.com
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