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:
​
-
Selection of technologies to harmonize the inputs
-
Data modeling and process design
-
Integrate Prioritization & Governance
-
Shift from discrete prioritization to continuous flow
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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
Enterprise Kaizen
FAILURE TO LEARN IS NOT AN OPTION
Becoming a Learning Organization
Continuous improvement is part of every supply chain and is often extended to other functional areas and departments in an organization.
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We help clients institutionalize a "Kaizen" mindset and discipline to build operational excellence, which builds atop service level quality and the other solution accelerators that we provide.
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Companies are struggling with the explosive growth of data and information, and are further challenged with capturing knowledge and lessons learned from mistakes and operational activities.
We help companies develop a scalable framework for mining and capturing patterns of knowledge so they can build a learning company to improve quality, drive innovation, and retain explicit and implicit knowledge, much of which is tribal.
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We can show you how your organization can:
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Establish continuous improvement throughout your company
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Leverage issues to drive continuous learning and improve decision making
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Develop issue management into a core competency
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Accelerate root cause analysis to reduce cycle time for problem diagnosis
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Inoculate operations from repetitive errors while driving quality
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Power Idea Generation to drive innovation
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Optimize Solution Design
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Addresses gaps in your knowledge scaffolding
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Build a culture of learning