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

Portfolio Management Across the Continuu

"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

Portfolio Management Across the Continuu

"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

Portfolio Management Across the Continuu

"Feel the flow"

Explore a new way to prioritize your investments.

Search

Value

Do customers make purchasing decisions based on value or cost ?

I believe every customer makes a purchase decision based on value. The question of cost (or price) is how it relates to the value. Separate from the supply /...

4 views

So, you've got customers, markets, segments...what's it got to do with EA ?

Here's one way to think about positioning EA Services your customers: The customers for EA are all the participants that may be impacted by services provided...

0 views

New Math: EA + ERP = Sustainable Value

An often asked question involving Enterprise Architecture (EA) is "What role should EA play when organizations are implementing an ERP ?". Let's look at the ...

0 views

What is Value ?

I've been following a number of online discussions and posts on this topic. There are many opinions about value and (strangely) I think most of them are rig...

13 views

What's Wrong with our Healthcare System ?

The Obama administration is focused on the costs, which is a big and growing problem. But, is that THE problem or merely one of several symptoms that need to...

0 views

Another of Life's Great Mysteries

One of the great "mysteries of life" is explaining what architecture is and is not. :) The role of architecture is to describe how things are related to eac...

0 views

Measuring the customer "experience"...

All too often I see organization attempting to measure customer satisfaction, trying to assess customer needs, and creating metrics to capture the 360 degree...

0 views

Results vs. Outcomes in Education

While students want to make money in their jobs and employers want to obtain workers with relevant knowledge that can be applied, the end goal for some may b...

0 views

Moving from Results-Driven to Value-Driven

I see many discussions these days centering on how to measure/justify the significant costs of products and services (the latter of which is coming under inc...

0 views

Leveraging Outcomes to Improve Product Evaluation

We often see product research organizations provide detailed reports that compare one product's features over another. While these are useful to engineers, ...

0 views

How do well run companies deliver sustainable value ?

There are a number of companies that have not had any layoffs during this (or prior) downturns in the economy. The operate lean all the time. Yes, they don't...

0 views

10 Things IT can do to "close the gap"

Establish a culture of customer service within IT. Within IT, build intellectual capital of deeper customer issues, not just intellectual capital into tech...

0 views

The case for Semantic Alignment with Requirements

Business analysts might want to become more familiar with the need for semantic alignment around requirements since to ensure their perspectives around requi...

0 views

Guiding Corporate Culture using our Commitments

Here’s a transformational idea that requires no new products, but aligns customer focus with cultural innovation to drive growth and improve efficiency. The...

0 views

Creating a Demand Driven Healthcare Value Chain

A few thoughts & questions to stimulate thinking for a Demand Driven Model for Healthcare: Need to provide downstream visibility to improve efficiencies and ...

1 view