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)
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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 Prioritization
Pain
Profit
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Priorities change constantly, even for strategic goals and objectives
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Teams are often juggling multiple priorities with little continuity
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Priorities can change based on who leads a meeting or committee
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Priorities are often misaligned between departments
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Prioritization meetings consume over 40% of management time
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Teams often battle over funding innovation and ongoing improvement
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Strategy and execution of changes in projects are not aligned
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Agile teams do not have a clear direction from the business
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Goals and objectives remain consistent while priorities shift for initiatives
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Team productivity for project-based work is very high
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Execution is aligned with strategy, which stabilizes portfolio planning
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Priorities are dynamically prioritized and aligned across the organization
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Meetings are only used to review the prioritization model
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Decision making is very efficient freeing up management for other work