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)
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
Lifecycle Management
VALUE, VELOCITY, VOLUME, VARIABILITY
Value-Driven Methodology
Most portfolios of initiatives read like a list of technologies or products. It's hard to tell how any of these initiatives are related to each other or to the business strategy. Large initiatives typically require a lengthy business justification to support the investment, and even when they get approved they are often delayed due to resource constraints.
To get around these challenges, more companies are turning to Agile to get work done (faster) for their initiatives. A "slow drip" is better than "no drip". Agile has been a huge success from a productivity standpoint, but many companies struggle with an ongoing backlog of work and frustration with prioritizing the backlog.
This is where our blend of disciplines (Prioritization, Requirements, Measuring Value, and Lifecycle Management) combined with our Biz:DNA modeling can help clarify what should get done and when they should get scheduled.
Further, we simplify the gating process for projects (all sizes, including fixes and enhancements) to ensure quality and value are optimized throughout the lifecycle for the work in progress.
By running every initiative through a consistent evaluation process, where we can measure each of the key factors:
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Value (customer and stakeholder perspectives)
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Impact (strategy, operations, other initiatives)
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Scope (size does matter, but so does complexity)
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Effort (resources, assets, capital, and budget)
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Risk (aligned with your risk model)
We can tune the pipeline of work (in queue and in progress) for any methodology while staying focused on value and quality. Give us a call and let us know if we can help you get the most out of Agile.
Simplify your lifecycle management
Drive Agile with Value
Example - Value Driven Drug Development
Developing drugs is a complex and very expensive proposition. All too often these efforts get stalled due to lack of funds, competing initiatives, issues with safety, or later stage efficacy (evidence of real benefit to the patient) are not realized. To de-risk these investments we tailored our blend of disciplines to better guide the planning and execution of drug development at each stage and ensure it aligns to the desired outcomes for patients. This takes out some of the guesswork and opens the door for early stage communication of benefits that a trial drug hopes to achieve amongst patients and practitioners as part of the recruiting process. This also helps with securing funding throughout development and clinical trials.