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
Measuring Value
Design, Develop and Deliver the RIGHT Value
Outcome-Driven Value
Value is a perceptual measure and is complex since there are temporal aspects and a multitude of functional, emotional, and (sometimes) spiritual elements that come into play for a given scenario (for each individual). The problem organizations have with measuring value is that IT IS HARD!
So, they tend to look for "trends" or common patterns amongst sets of demographics (the bigger the demographic slice, the better) since they are looking to scale their value creation & value delivery capabilities. The problem we're seeing with shorter cycle times and increasingly diffuse value perceptions is that the industrial model (used to scale value creation & delivery) is becoming increasingly irrelevant. Hence the increase in marketing spend and "innovation" to find the next "big thing".
The good news is that The Value Enablement Group provides a proven discipline and process for capturing key elements of value (functional, emotional, directional, and contextual). These form a reference model for measuring value for any market (regardless of size) and for any scenario (when a service or product needs to be consumed). This reference model is built atop the work from Clayton Christensen (Harvard Prof.) on the Job to Get Done so we can build a consistent way to measure value to guide value creation and ensure the right value is delivered for all stakeholders.
"According to Harvard Business School professor Clayton Christensen, there are over 30,000 new products introduced every year, and 95 percent fail."
Measuring the RIGHT Value
We know how to measure value and how to capture it to guide priorities and drive precision investment in change (incremental and innovation).
Start with a clear & precise understanding of what customers want
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Leverage semantics to preserve perspective
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Contextual relevance mapped to scenarios
Establish a map of stakeholder outcomes
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A more complete model of opportunity
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Build correlation while preserving fidelity
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Create a holistic understanding of causality
Clarify the Value Gap (Value Delivered vs Value Desired)
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Balance value (needs & opportunities) across all stakeholders
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Apply value measurement using an ecosystem approach
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Measure the Value Gap between Desired & Delivered Outcomes
Translate value into design specifications
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Engineer Requirements to ensure value targets are achieved
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Focus on reuse to accelerate design and cycle time
"Great precision helps us shrink the range of our ignorance."
Great accuracy ensures we make the right decisions when relying upon precise measurements
Value Assessment
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.
Proof of Value
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.
Prioritize Your Investments
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.