Prioritization & Governance
ANALYZE, PRIORITIZE, EVALUATE, ALLOCATE
Prioritization & Governance
ANALYZE, PRIORITIZE, EVALUATE, ALLOCATE
Prioritization & Governance
ANALYZE, PRIORITIZE, EVALUATE, ALLOCATE
"Fluid" Prioritization
Due to the dynamic nature of change, prioritization is no longer a discrete process that is performed at the front end of lifecycle development. Continuous change requires ongoing monitoring of external and internal inputs that can impact one project or many projects (even entire portfolios and beyond). Governance needs to be married to prioritization and elevated to support a more fluid process. Portfolio managers have to embrace a more dynamic model capable of aligning, rationalizing, and prioritizing initiatives to address the following impacts (partial list):
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Risk (Data, Security, Operations, ...)
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Budgets & Funding
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Resources (employees & vendors)
-
Products & Services
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Customers & Partners
-
Commitments (contracts & promises)
-
Strategy & Operations
-
Stakeholders (shareholders are but one)
Is it any wonder why decision makers, subject matter experts (SMEs), and executives are involved in so many meetings ? The current approaches are not scalable and you can't apply Agile to just work faster.
We can help you work smarter (not harder) so you can balance the above list of challenges. Some of the assistance includes:
-
Selection of technologies to harmonize the inputs
-
Data modeling and process design
-
Integrate Prioritization & Governance
-
Shift from discrete prioritization to continuous flow
-
Prioritization modeling and business case evaluation
-
Issue & Defect Management
"Feel the flow"
Explore a new way to prioritize your investments.
"Fluid" Prioritization
Due to the dynamic nature of change, prioritization is no longer a discrete process that is performed at the front end of lifecycle development. Continuous change requires ongoing monitoring of external and internal inputs that can impact one project or many projects (even entire portfolios and beyond). Governance needs to be married to prioritization and elevated to support a more fluid process. Portfolio managers have to embrace a more dynamic model capable of aligning, rationalizing, and prioritizing initiatives to address the following impacts (partial list):
-
Risk (Data, Security, Operations, ...)
-
Budgets & Funding
-
Resources (employees & vendors)
-
Products & Services
-
Customers & Partners
-
Commitments (contracts & promises)
-
Strategy & Operations
-
Stakeholders (shareholders are but one)
Is it any wonder why decision makers, subject matter experts (SMEs), and executives are involved in so many meetings ? The current approaches are not scalable and you can't apply Agile to just work faster.
We can help you work smarter (not harder) so you can balance the above list of challenges. Some of the assistance includes:
-
Selection of technologies to harmonize the inputs
-
Data modeling and process design
-
Integrate Prioritization & Governance
-
Shift from discrete prioritization to continuous flow
-
Prioritization modeling and business case evaluation
-
Issue & Defect Management
"Feel the flow"
Explore a new way to prioritize your investments.
"Fluid" Prioritization
Due to the dynamic nature of change, prioritization is no longer a discrete process that is performed at the front end of lifecycle development. Continuous change requires ongoing monitoring of external and internal inputs that can impact one project or many projects (even entire portfolios and beyond). Governance needs to be married to prioritization and elevated to support a more fluid process. Portfolio managers have to embrace a more dynamic model capable of aligning, rationalizing, and prioritizing initiatives to address the following impacts (partial list):
-
Risk (Data, Security, Operations, ...)
-
Budgets & Funding
-
Resources (employees & vendors)
-
Products & Services
-
Customers & Partners
-
Commitments (contracts & promises)
-
Strategy & Operations
-
Stakeholders (shareholders are but one)
Is it any wonder why decision makers, subject matter experts (SMEs), and executives are involved in so many meetings ? The current approaches are not scalable and you can't apply Agile to just work faster.
We can help you work smarter (not harder) so you can balance the above list of challenges. Some of the assistance includes:
-
Selection of technologies to harmonize the inputs
-
Data modeling and process design
-
Integrate Prioritization & Governance
-
Shift from discrete prioritization to continuous flow
-
Prioritization modeling and business case evaluation
-
Issue & Defect Management
"Feel the flow"
Explore a new way to prioritize your investments.
Driving Innovation
Ideate, Innovate, Differentiate
Improve Engagement
Pain
Profit
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Employees are not involved in decision making
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Management focuses on their processes or our products first
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Employees are very competitive and resist sharing information
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Employees are chronic underperformers
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Turnover remains high and employees are often tardy
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Employees are not able to adapt to all the changes we need to make
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Managers work with their teams to promote our values, build friendships and provide coaching and mentoring to help them be successful
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Executives and management provide regular updates and meetings with employees and always recognize teams and individuals
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Employees are encouraged to take time for lunch and breaks every day
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Customers frequently make visits to our company so we can learn from them and hear their stories about our products and services
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We treat our employees as our most valuable assets (not just lip service)
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Executives and managers are held to a high standard of promoting our values and living them