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.

Driving Innovation

Ideate, Innovate, Differentiate

  • About

  • Growth

  • Services

  • Success

  • Stories

  • Samples

  • More

    Use tab to navigate through the menu items.
    • All Posts
    • Strategy
    • Execution
    • Operations
    • Measurement
    • AI
    • Book Reviews
    • Strategy-Prioritization
    • Strategy-Design
    • Strategy-Demand
    • Strategy-Sensing
    • Strategy-Decisions
    • Strategy-Design-Architecture
    • Strategy-Design Thinking
    • Strategy-Organization
    • Strategy-Design-Product
    • Operations-Services
    • Operations-Business Services
    • Operations-Functional Services
    • Operations-Technical Services
    • Operations-Manufacturing
    • Operations-Logistics
    • Operations-AI
    • Operations-ML
    • AI-Machine Learning
    • AI-Neural Nets
    • Social Impact
    • Economic Impact
    • Environmental Impact
    • Educational Impact
    • Leadership
    Search
    Applying science and forensics to build sustainable knowledge

    Applying science and forensics to build sustainable knowledge

    One of the first things we are taught in school is that we “learn from our mistakes”. But, this only works if we identify issues...
    5 views
    Do customers make purchasing decisions based on value or cost ?

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

    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...
    0 views
    The case for Semantic Alignment with Requirements

    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...
    1 view
    Creating a Demand Driven Healthcare Value Chain

    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...
    1 view
    lVEG Logo.png
    Contact Us

    © 2020 by The Value Enablement Group, LLC. 

    West Deerfield Township Deerfield Illinois United States

    agility, innovation, value, sustainable growth, digital transformation, sustainability, digital customer journey, architecture, BizDNA, strategy, roadmap, modeling, adaptability, knowledge, policy

    • White LinkedIn Icon
    • White Twitter Icon