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):
-
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.
"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
Improving Agility
Sense, Adapt, Respond
What is an Agile Enterprise ?
Enterprise Agility allows an organization to sense change, understand the impacts from change, augment decision making (faster), and respond to change at scale and with increasing levels of accuracy. Most companies do this today, but they are typically working with a subset of knowledge and limited understanding of how change and decisions impact the organization, their products, and the services they provide.
Benefits of Improving Agility:
Sensing Change
-
Modeling Change & Prioritizing Impact
-
Diagnosing Impact as Causal Problems
-
Mapping Problems into Demand
-
Managing Demand & Prioritizing Urgency
Adapting to Change
-
Mapping Causality to Guide Correlation
-
Virtual lifecycle management for products, systems & services
-
Virtual collaboration for manufacturing, operations, & logistics
-
Anticipating impact and response to change
-
Faster decision making as patterns of change are understood
-
Fluid prioritization (vertically & horizontally) as change happens
Responding to Change
-
Faster response to known patterns of change
-
Adaptive learning to keep pace with change (internal & external)
-
Augmented decision making in the field (by people & technology)
-
Improved reliability, availability, scalability, and capability
Agile Leadership
An assessment can be done in a few weeks*. We will look at a few areas involving strategy, budgeting, prioritization, project and portfolio management, solution design, and service management.
The goal is to build a current state understanding of how well change is understood, how decisions are made, how response(s) to change are initiated and communicated.
* Depends on the scope of concern and complexity of processes.
Agile Decision Making
Before jumping into a large project, it may be useful to conduct a small (4-week) initiative to demonstrate how Biz:DNA can provide value for a limited scope.
We call these Proof of Value (POV), since the concept already works. The goal is to learn about Biz:DNA and see how it can quickly improve awareness and understanding and deliver meaningful results for key stakeholders.
Agile Organization
Do you know where to focus your limited resources and how to manage multiple agendas and concerns across the company ?
We will introduce a discipline used for evaluating and prioritizing each initiative as it moves through your lifecycle pipeline. Priorities change all the time and so we'll provide you with the ability to continually evaluate your investment portfolio.