|
|
||
|
||
» |
provide insufficient understanding of the costs, risks, and benefits of proposed projects, |
|
» |
encourage biased estimates from project proponents, |
|
» |
under-value spending by failing to account for the “soft benefits” of projects, such as new capability and knowledge, |
|
» |
result in unjustified project portfolios that are unaligned with strategy, |
|
» |
lose up to 40% of the value potentially available from their project portfolios. |
|
|
||
|
||
» |
identifies, for any resource constraint, the optimal set of projects, |
|
» |
determines the equivalent dollar value of each project, accounting for “soft” as well has hard, dollar benefits, |
|
» |
accounts for interdependencies among projects, |
|
» |
quantifies risk, taking into account the performance risks of individual projects as well as market risks, |
|
» |
ensures that resource allocations are aligned with strategic objectives, |
|
» |
facilitates a more effective decision-making process that reduces “gaming” and “levels the playing field” for the competition for resources. |
|
|
||
» |
standardized, electronic forms for obtaining project proposal information, |
|
» |
project inventory database summarizing each project’s costs and benefits, |
|
» |
a prioritized portfolio of investment opportunities, plus the ability to analyze alternative portfolios, |
|
» |
an efficient process for updating the budget solution. |
|
|
||
|
|
||
Download
Airline Priority Systems
project abstract.
Download brochure for Project
Prioritization
and Project Protfolio Management seminar.