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)
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Products & Services
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Customers & Partners
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Commitments (contracts & promises)
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Strategy & Operations
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Stakeholders (shareholders are but one)
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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:
​
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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
Manage Complexity
Simplify, Simulate, Accelerate
Biz:DNA©
Designing Your Digital Twin
Biz:DNA©
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Start with the basic building blocks for defining the core components for a business domain.
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Every organization has four basic components (building blocks) used to create products, deliver services, and run:
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Strategy - this is where planning begins
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Execution - used to implement changes per the plan
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Operation - established processes for building and delivering the products and services for customers
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Measurement - monitoring, analysis, and insights used to guide decision making (feeds into strategy)
Now, that we understand how to create the basic building blocks, we can begin erecting the scaffolding for each Business Domain
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Biz:Domain©
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Domain Model for erecting the scaffolding for Digital Twin
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Used as the scaffolding to build the EKG
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Bounded set of context & scenarios
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Extensions to other Domains (I/O)
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As more business domains are established, a larger picture of the digital landscape emerges. This larger landscape is called a digital twin. It provides an organization with an ability to run simulations, find root causes, and analyze the impact of changes that occur in the organization or from outside forces (in real-time and simultaneously).
​Each of the domains represents a set of scaffolding that can be presented as an information model. As these domains are integrated (woven together), they form a tapestry of knowledge graphs. The holistic representation of the business evolves into an Enterprise Knowledge Graph.
Enterprise Knowledge Graph (EKG):
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Correlation is NOT Causality
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Semantics & Contextual Relevance
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Preserve Relationships and Perspective
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Organic Model of Stakeholder Knowledge
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Simulation Topology for assess
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Contact us so we can help your organization manage complexity and navigate the accelerating pace of change.