DTU ProjectLab - User contributions [en-gb]

Portfolio Prioritization

2020-03-06T11:36:53Z

MortenChristensen: /* Tool 5: Innovation Portfolio Management (IPM) (Morten) */

This Wiki-page is currently under construction, and therefore may important information be missing. In case of any conflicts, please contact, Andy M Filipovic, s153501@student.dtu.dk

{| class="wikitable sortable"
|+Group members
|Andy Mattulat
|Filipovic
|s153501
|-
|Casper Scheel
|Nielsen
|s193273
|-
|Lucas
|Gunnersen
|s161812
|-
|Magnus Thor
|Gunnarsson
|s193154
|-
|Mohammad Sadeq Nateqi
|Nateqi
|s143376
|-
|Morten Aarkrogh
|Christensen
|s193382
|-

== Introduction (Andy)==
This Wiki page is a collection of tools and methods that we find relevant, in the development of a portfolio prioritization method/toolbox, in close collaboration with FL. Smidth.

== Tools(Andy) ==
This chapter contains the different tool we intent to use during the portfolio prioritization process. The different tools will have short description of the tool and how it's intended use.

===Tool 1: Scoring Method (Casper)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 2: Bubble Diagram (Casper)===

====Definition====

The bubble diagram is a very simple, yet useful tool to map preferential values of a project. The values are mapped on an X-Y matrix, where each axis determine the desired value. The name bubble comes from the actual representation of the values in the matrix.

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 3: Portfolio selection (Magnus) ===

====Definition====

Due to increasing competition and development of technology, more innovative products are being developed by companies. It is a risky path to take, due to uncertainty in its feasibility and future commercial success, which makes each selection and evaluation crucial. Each project selection thus has a high correlation with the survival of a company. The most common methods used to select projects or portfolios are ''quantitative'', ''qualitative'' and ''hybrid methods.''

====Practical guidelines /how to====

'''Quantitative methods:'''
These approaches focus on numerical information and ignore tacit knowledge and qualitative information. There are several dimensions of quantitative methods, the most common of them being mathematical programming.

----

'''Qualitative methods:'''
The focus of qualitative is to take into account factors that quantitative methods cannot. Some of the most used are bubble diagrams, sensitivity analysis and benchmarking.

----

'''Hybrid methods:''' These are the most common methods for evaluating and selecting projects and portfolios today. In essence, these are a mix of quantitative and qualitative methods.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio]

===Tool 4: The Analytic Hierarchy Process (AHP) (Morten)===

====Definition====
The analytic hierarchy process is used to help decision making when working with projects, programs or portfolios, where multiple criteria needs to be considered. The process keeps the decision unbiased and objective by the use of eigenvectors. The functions that are considered in AHP are structuring complexity, measurements and synthesis.

====Practical guidelines /how to====
When AHP is used in decision making, one will need to go through the 6 steps that is:
1. Define scope
2. Hierarchy
3. Pair wise comparison
4. Scoring and consistency
5. Evaluation of the alternatives
6. Make the decision

====Benefits and limitations====
The benefit of AHP is its ability to handle more criteria than the human mind can, which will increase the amount of correct decisions made. Furthermore AHP decreases the amount of subjectivity used to make decisions as it leaves out biases. AHP is a time-consuming process the first time it is used, however after several uses it is more easily applied.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/AHP_as_a_Decision_Making_Tool_in_Projects,_Programs_and_Portfolios]

===Tool 5: Innovation Portfolio Management (IPM) (Morten)===
====Definition====
The concept behind innovation portfolio management (IPM) is to bring innovative products to the market that is in line with the strategic vision of the company. It does this by using four main goals, which are strategic alignment, maximizing portfolio value, balancing number of projects and balancing time frame of the projects.

====Practical guidelines /how to====
IPM is best utilized by splitting the work into a strategic and an operational part, each having two activities to be controlled.
Strategic innovation portfolio management (SIPM) covers balancing of the portfolio by different criteria. Secondly the projects of the portfolio is evaluated and prioritized in a cyclic manner.
Operational innovation portfolio management (OIPM) has the activities of tactical resource allocation and constant review and adjustment of products in the portfolio.
====Benefits and limitations====
A benefit of IPM is that it gives the company high flexibility as it is routinely reviewing and adjusting the portfolio to fit changes of the market. However IPM has not been used by many companies and is still a new method to be used in the industry. This creates some uncertainty as the method has not been tested thoroughly yet.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/Challenges_and_Execution_of_Innovation_Portfolio_Management]

===Tool 6: XXX (Andy)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 7: XXX (Andy)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

Portfolio Prioritization

2020-03-06T11:36:41Z

MortenChristensen: /* Tool 4: The Analytic Hierarchy Process (AHP) (Morten) */

Portfolio Prioritization

2020-03-06T11:36:05Z

MortenChristensen: /* Tool 5: Innovation Portfolio Management (IPM) (Morten) */

Portfolio Prioritization

2020-03-06T11:35:10Z

MortenChristensen: /* Tool 4: The Analytic Hierarchy Process (AHP) (Morten) */

This Wiki-page is currently under construction, and therefore may important information be missing. In case of any conflicts, please contact, Andy M Filipovic, s153501@student.dtu.dk

{| class="wikitable sortable"
|+Group members
|Andy Mattulat
|Filipovic
|s153501
|-
|Casper Scheel
|Nielsen
|s193273
|-
|Lucas
|Gunnersen
|s161812
|-
|Magnus Thor
|Gunnarsson
|s193154
|-
|Mohammad Sadeq Nateqi
|Nateqi
|s143376
|-
|Morten Aarkrogh
|Christensen
|s193382
|-

== Introduction (Andy)==
This Wiki page is a collection of tools and methods that we find relevant, in the development of a portfolio prioritization method/toolbox, in close collaboration with FL. Smidth.

== Tools(Andy) ==
This chapter contains the different tool we intent to use during the portfolio prioritization process. The different tools will have short description of the tool and how it's intended use.

===Tool 1: Scoring Method (Casper)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 2: Bubble Diagram (Casper)===

====Definition====

The bubble diagram is a very simple, yet useful tool to map preferential values of a project. The values are mapped on an X-Y matrix, where each axis determine the desired value. The name bubble comes from the actual representation of the values in the matrix.

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 3: Portfolio selection (Magnus) ===

====Definition====

Due to increasing competition and development of technology, more innovative products are being developed by companies. It is a risky path to take, due to uncertainty in its feasibility and future commercial success, which makes each selection and evaluation crucial. Each project selection thus has a high correlation with the survival of a company. The most common methods used to select projects or portfolios are ''quantitative'', ''qualitative'' and ''hybrid methods.''

====Practical guidelines /how to====

'''Quantitative methods:'''
These approaches focus on numerical information and ignore tacit knowledge and qualitative information. There are several dimensions of quantitative methods, the most common of them being mathematical programming.

----

'''Qualitative methods:'''
The focus of qualitative is to take into account factors that quantitative methods cannot. Some of the most used are bubble diagrams, sensitivity analysis and benchmarking.

----

'''Hybrid methods:''' These are the most common methods for evaluating and selecting projects and portfolios today. In essence, these are a mix of quantitative and qualitative methods.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio]

===Tool 4: The Analytic Hierarchy Process (AHP) (Morten)===

====Definition====
The analytic hierarchy process is used to help decision making when working with projects, programs or portfolios, where multiple criteria needs to be considered. The process keeps the decision unbiased and objective by the use of eigenvectors. The functions that are considered in AHP are structuring complexity, measurements and synthesis.

====Practical guidelines /how to====
When AHP is used in decision making, one will need to go through the 6 steps that is:
1. Define scope
2. Hierarchy
3. Pair wise comparison
4. Scoring and consistency
5. Evaluation of the alternatives
6. Make the decision

====Benefits and limitations====
The benefit of AHP is its ability to handle more criteria than the human mind can, which will increase the amount of correct decisions made. Furthermore AHP decreases the amount of subjectivity used to make decisions as it leaves out biases. AHP is a time-consuming process the first time it is used, however after several uses it is more easily applied.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/AHP_as_a_Decision_Making_Tool_in_Projects,_Programs_and_Portfolios]

===Tool 5: Innovation Portfolio Management (IPM) (Morten)===
====Definition====
The concept behind innovation portfolio management (IPM) is to bring innovative products to the market that is in line with the strategic vision of the company. It does this by using four main goals, which are strategic alignment, maximizing portfolio value, balancing number of projects and balancing time frame of the projects.

====Practical guidelines /how to====
IPM is best utilized by splitting the work into a strategic and an operational part, each having two activities to be controlled.
Strategic innovation portfolio management (SIPM) covers balancing of the portfolio by different criteria. Secondly the projects of the portfolio is evaluated and prioritized in a cyclic manner.
Operational innovation portfolio management (OIPM) has the activities of tactical resource allocation and constant review and adjustment of products in the portfolio.
====Benefits and limitations====
A benefit of IPM is that it gives the company high flexibility as it is routinely reviewing and adjusting the portfolio to fit changes of the market. However IPM has not been used by many companies and is still a new method to be used in the industry. This creates some uncertainty as the method has not been tested thoroughly yet.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio]

===Tool 6: XXX (Andy)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 7: XXX (Andy)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

Portfolio Prioritization

2020-03-06T11:34:03Z

MortenChristensen: /* Tool 5: Innovation Portfolio Management (IPM) (Morten) */

This Wiki-page is currently under construction, and therefore may important information be missing. In case of any conflicts, please contact, Andy M Filipovic, s153501@student.dtu.dk

{| class="wikitable sortable"
|+Group members
|Andy Mattulat
|Filipovic
|s153501
|-
|Casper Scheel
|Nielsen
|s193273
|-
|Lucas
|Gunnersen
|s161812
|-
|Magnus Thor
|Gunnarsson
|s193154
|-
|Mohammad Sadeq Nateqi
|Nateqi
|s143376
|-
|Morten Aarkrogh
|Christensen
|s193382
|-

== Introduction (Andy)==
This Wiki page is a collection of tools and methods that we find relevant, in the development of a portfolio prioritization method/toolbox, in close collaboration with FL. Smidth.

== Tools(Andy) ==
This chapter contains the different tool we intent to use during the portfolio prioritization process. The different tools will have short description of the tool and how it's intended use.

===Tool 1: Scoring Method (Casper)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 2: Bubble Diagram (Casper)===

====Definition====

The bubble diagram is a very simple, yet useful tool to map preferential values of a project. The values are mapped on an X-Y matrix, where each axis determine the desired value. The name bubble comes from the actual representation of the values in the matrix.

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 3: Portfolio selection (Magnus) ===

====Definition====

Due to increasing competition and development of technology, more innovative products are being developed by companies. It is a risky path to take, due to uncertainty in its feasibility and future commercial success, which makes each selection and evaluation crucial. Each project selection thus has a high correlation with the survival of a company. The most common methods used to select projects or portfolios are ''quantitative'', ''qualitative'' and ''hybrid methods.''

====Practical guidelines /how to====

'''Quantitative methods:'''
These approaches focus on numerical information and ignore tacit knowledge and qualitative information. There are several dimensions of quantitative methods, the most common of them being mathematical programming.

----

'''Qualitative methods:'''
The focus of qualitative is to take into account factors that quantitative methods cannot. Some of the most used are bubble diagrams, sensitivity analysis and benchmarking.

----

'''Hybrid methods:''' These are the most common methods for evaluating and selecting projects and portfolios today. In essence, these are a mix of quantitative and qualitative methods.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio]

===Tool 4: The Analytic Hierarchy Process (AHP) (Morten)===

====Definition====
The analytic hierarchy process is used to help decision making when working with projects, programs or portfolios, where multiple criteria needs to be considered. The process keeps the decision unbiased and objective by the use of eigenvectors. The functions that are considered in AHP are structuring complexity, measurements and synthesis.

====Practical guidelines /how to====
When AHP is used in decision making, one will need to go through the 6 steps that is:
1. Define scope
2. Hierarchy
3. Pair wise comparison
4. Scoring and consistency
5. Evaluation of the alternatives
6. Make the decision

====Benefits and limitations====
The benefit of AHP is its ability to handle more criteria than the human mind can, which will increase the amount of correct decisions made. Furthermore AHP decreases the amount of subjectivity used to make decisions as it leaves out biases. AHP is a time-consuming process the first time it is used, however after several uses it is more easily applied.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio]

===Tool 5: Innovation Portfolio Management (IPM) (Morten)===
====Definition====
The concept behind innovation portfolio management (IPM) is to bring innovative products to the market that is in line with the strategic vision of the company. It does this by using four main goals, which are strategic alignment, maximizing portfolio value, balancing number of projects and balancing time frame of the projects.

====Practical guidelines /how to====
IPM is best utilized by splitting the work into a strategic and an operational part, each having two activities to be controlled.
Strategic innovation portfolio management (SIPM) covers balancing of the portfolio by different criteria. Secondly the projects of the portfolio is evaluated and prioritized in a cyclic manner.
Operational innovation portfolio management (OIPM) has the activities of tactical resource allocation and constant review and adjustment of products in the portfolio.
====Benefits and limitations====
A benefit of IPM is that it gives the company high flexibility as it is routinely reviewing and adjusting the portfolio to fit changes of the market. However IPM has not been used by many companies and is still a new method to be used in the industry. This creates some uncertainty as the method has not been tested thoroughly yet.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio]

===Tool 6: XXX (Andy)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 7: XXX (Andy)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

Portfolio Prioritization

2020-03-06T11:33:51Z

MortenChristensen: /* Tool 4: The Analytic Hierarchy Process (AHP) (Morten) */

This Wiki-page is currently under construction, and therefore may important information be missing. In case of any conflicts, please contact, Andy M Filipovic, s153501@student.dtu.dk

{| class="wikitable sortable"
|+Group members
|Andy Mattulat
|Filipovic
|s153501
|-
|Casper Scheel
|Nielsen
|s193273
|-
|Lucas
|Gunnersen
|s161812
|-
|Magnus Thor
|Gunnarsson
|s193154
|-
|Mohammad Sadeq Nateqi
|Nateqi
|s143376
|-
|Morten Aarkrogh
|Christensen
|s193382
|-

== Introduction (Andy)==
This Wiki page is a collection of tools and methods that we find relevant, in the development of a portfolio prioritization method/toolbox, in close collaboration with FL. Smidth.

== Tools(Andy) ==
This chapter contains the different tool we intent to use during the portfolio prioritization process. The different tools will have short description of the tool and how it's intended use.

===Tool 1: Scoring Method (Casper)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 2: Bubble Diagram (Casper)===

====Definition====

The bubble diagram is a very simple, yet useful tool to map preferential values of a project. The values are mapped on an X-Y matrix, where each axis determine the desired value. The name bubble comes from the actual representation of the values in the matrix.

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 3: Portfolio selection (Magnus) ===

====Definition====

Due to increasing competition and development of technology, more innovative products are being developed by companies. It is a risky path to take, due to uncertainty in its feasibility and future commercial success, which makes each selection and evaluation crucial. Each project selection thus has a high correlation with the survival of a company. The most common methods used to select projects or portfolios are ''quantitative'', ''qualitative'' and ''hybrid methods.''

====Practical guidelines /how to====

'''Quantitative methods:'''
These approaches focus on numerical information and ignore tacit knowledge and qualitative information. There are several dimensions of quantitative methods, the most common of them being mathematical programming.

----

'''Qualitative methods:'''
The focus of qualitative is to take into account factors that quantitative methods cannot. Some of the most used are bubble diagrams, sensitivity analysis and benchmarking.

----

'''Hybrid methods:''' These are the most common methods for evaluating and selecting projects and portfolios today. In essence, these are a mix of quantitative and qualitative methods.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio]

===Tool 4: The Analytic Hierarchy Process (AHP) (Morten)===

====Definition====
The analytic hierarchy process is used to help decision making when working with projects, programs or portfolios, where multiple criteria needs to be considered. The process keeps the decision unbiased and objective by the use of eigenvectors. The functions that are considered in AHP are structuring complexity, measurements and synthesis.

====Practical guidelines /how to====
When AHP is used in decision making, one will need to go through the 6 steps that is:
1. Define scope
2. Hierarchy
3. Pair wise comparison
4. Scoring and consistency
5. Evaluation of the alternatives
6. Make the decision

====Benefits and limitations====
The benefit of AHP is its ability to handle more criteria than the human mind can, which will increase the amount of correct decisions made. Furthermore AHP decreases the amount of subjectivity used to make decisions as it leaves out biases. AHP is a time-consuming process the first time it is used, however after several uses it is more easily applied.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio]

===Tool 5: Innovation Portfolio Management (IPM) (Morten)===
====Definition====
The concept behind innovation portfolio management (IPM) is to bring innovative products to the market that is in line with the strategic vision of the company. It does this by using four main goals, which are strategic alignment, maximizing portfolio value, balancing number of projects and balancing time frame of the projects.

====Practical guidelines /how to====
IPM is best utilized by splitting the work into a strategic and an operational part, each having two activities to be controlled.
Strategic innovation portfolio management (SIPM) covers balancing of the portfolio by different criteria. Secondly the projects of the portfolio is evaluated and prioritized in a cyclic manner.
Operational innovation portfolio management (OIPM) has the activities of tactical resource allocation and constant review and adjustment of products in the portfolio.
====Benefits and limitations====
A benefit of IPM is that it gives the company high flexibility as it is routinely reviewing and adjusting the portfolio to fit changes of the market. However IPM has not been used by many companies and is still a new method to be used in the industry. This creates some uncertainty as the method has not been tested thoroughly yet.

===Tool 6: XXX (Andy)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 7: XXX (Andy)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

Portfolio Prioritization

2020-03-03T08:29:32Z

MortenChristensen: /* Definition */

This Wiki-page is currently under construction, and therefore may important information be missing. In case of any conflicts, please contact, Andy M Filipovic, s153501@student.dtu.dk

{| class="wikitable sortable"
|+Group members
|Andy Mattulat
|Filipovic
|s153501
|-
|Casper Scheel
|Nielsen
|s193273
|-
|Lucas
|Gunnersen
|s161812
|-
|Magnus Thor
|Gunnarsson
|s193154
|-
|Mohammad Sadeq Nateqi
|Nateqi
|s143376
|-
|Morten Aarkrogh
|Christensen
|s193382
|-

== Introduction ==
This Wiki page is a collection of tools and methods that we find relevant, in the development of a portfolio prioritization method/toolbox, in close collaboration with FL. Smidth.

== Tools ==
This chapter contains the different tool we intent to use during the portfolio prioritization process. The different tools will have short description of the tool and how it's intended use.

===Tool 1: Scoring Method (Casper)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 2: Bubble Diagram (Casper)===

====Definition====

The bubble diagram is a very simple, yet useful tool to map preferential values of a project. The values are mapped on an X-Y matrix, where each axis determine the desired value. The name bubble comes from the actual representation of the values in the matrix.

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 3: Portfolio selection (Magnus) ===

====Definition====

Due to increasing competition and development of technology, more innovative products are being developed by companies. It is a risky path to take, due to uncertainty in its feasibility and future commercial success, which makes each selection and evaluation crucial. Each project selection thus has a high correlation with the survival of a company. The most common methods used to select projects or portfolios are ''quantitative'', ''qualitative'' and ''hybrid methods.''

====Practical guidelines /how to====

'''Quantitative methods:'''
These approaches focus on numerical information and ignore tacit knowledge and qualitative information. There are several dimensions of quantitative methods, the most common of them being mathematical programming.

----

'''Qualitative methods:'''
The focus of qualitative is to take into account factors that quantitative methods cannot. Some of the most used are bubble diagrams, sensitivity analysis and benchmarking.

----

'''Hybrid methods:''' These are the most common methods for evaluating and selecting projects and portfolios today. In essence, these are a mix of quantitative and qualitative methods.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio]

===Tool 4: The Analytic Hierarchy Process (AHP) (Morten)===

====Definition====
The analytic hierarchy process is used to help decision making when working with projects, programs or portfolios, where multiple criteria needs to be considered. The process keeps the decision unbiased and objective by the use of eigenvectors. The functions that are considered in AHP are structuring complexity, measurements and synthesis.

====Practical guidelines /how to====
When AHP is used in decision making, one will need to go through the 6 steps that is:
1. Define scope
2. Hierarchy
3. Pair wise comparison
4. Scoring and consistency
5. Evaluation of the alternatives
6. Make the decision

====Benefits and limitations====
The benefit of AHP is its ability to handle more criteria than the human mind can, which will increase the amount of correct decisions made. Furthermore AHP decreases the amount of subjectivity used to make decisions as it leaves out biases. AHP is a time-consuming process the first time it is used, however after several uses it is more easily applied.

===Tool 5: Innovation Portfolio Management (IPM) (Morten)===
====Definition====
The concept behind innovation portfolio management (IPM) is to bring innovative products to the market that is in line with the strategic vision of the company. It does this by using four main goals, which are strategic alignment, maximizing portfolio value, balancing number of projects and balancing time frame of the projects.

====Practical guidelines /how to====
IPM is best utilized by splitting the work into a strategic and an operational part, each having two activities to be controlled.
Strategic innovation portfolio management (SIPM) covers balancing of the portfolio by different criteria. Secondly the projects of the portfolio is evaluated and prioritized in a cyclic manner.
Operational innovation portfolio management (OIPM) has the activities of tactical resource allocation and constant review and adjustment of products in the portfolio.
====Benefits and limitations====
A benefit of IPM is that it gives the company high flexibility as it is routinely reviewing and adjusting the portfolio to fit changes of the market. However IPM has not been used by many companies and is still a new method to be used in the industry. This creates some uncertainty as the method has not been tested thoroughly yet.

Portfolio Prioritization

2020-03-03T08:28:59Z

MortenChristensen: /* Definition */

This Wiki-page is currently under construction, and therefore may important information be missing. In case of any conflicts, please contact, Andy M Filipovic, s153501@student.dtu.dk

{| class="wikitable sortable"
|+Group members
|Andy Mattulat
|Filipovic
|s153501
|-
|Casper Scheel
|Nielsen
|s193273
|-
|Lucas
|Gunnersen
|s161812
|-
|Magnus Thor
|Gunnarsson
|s193154
|-
|Mohammad Sadeq Nateqi
|Nateqi
|s143376
|-
|Morten Aarkrogh
|Christensen
|s193382
|-

== Introduction ==
This Wiki page is a collection of tools and methods that we find relevant, in the development of a portfolio prioritization method/toolbox, in close collaboration with FL. Smidth.

== Tools ==
This chapter contains the different tool we intent to use during the portfolio prioritization process. The different tools will have short description of the tool and how it's intended use.

===Tool 1: Scoring Method (Casper)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 2: Bubble Diagram (Casper)===

====Definition====

The bubble diagram is a very simple, yet useful tool to map preferential values of a project. The values are mapped on an X-Y matrix, where each axis determine the desired value. The name bubble comes from the actual representation of the values in the matrix.

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 3: Portfolio selection (Magnus) ===

====Definition====

Due to increasing competition and development of technology, more innovative products are being developed by companies. It is a risky path to take, due to uncertainty in its feasibility and future commercial success, which makes each selection and evaluation crucial. Each project selection thus has a high correlation with the survival of a company. The most common methods used to select projects or portfolios are ''quantitative'', ''qualitative'' and ''hybrid methods.''

====Practical guidelines /how to====

'''Quantitative methods:'''
These approaches focus on numerical information and ignore tacit knowledge and qualitative information. There are several dimensions of quantitative methods, the most common of them being mathematical programming.

----

'''Qualitative methods:'''
The focus of qualitative is to take into account factors that quantitative methods cannot. Some of the most used are bubble diagrams, sensitivity analysis and benchmarking.

----

'''Hybrid methods:''' These are the most common methods for evaluating and selecting projects and portfolios today. In essence, these are a mix of quantitative and qualitative methods.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio]

===Tool 4: The Analytic Hierarchy Process (AHP) (Morten)===

====Definition====
The analytic hierarchy process is used to help decision making when working with projects, programs or portfolios, where multiple criteria needs to be considered. The process keeps the decision unbiased and objective by the use of eigenvectors. The functions that are considered in AHP are structuring complexity, measurements and synthesis.

====Practical guidelines /how to====
When AHP is used in decision making, one will need to go through the 6 steps that is:
1. Define scope
2. Hierarchy
3. Pair wise comparison
4. Scoring and consistency
5. Evaluation of the alternatives
6. Make the decision

====Benefits and limitations====
The benefit of AHP is its ability to handle more criteria than the human mind can, which will increase the amount of correct decisions made. Furthermore AHP decreases the amount of subjectivity used to make decisions as it leaves out biases. AHP is a time-consuming process the first time it is used, however after several uses it is more easily applied.

===Tool 5: Innovation Portfolio Management (IPM) (Morten)===
====Definition====
The concept behind innovation portfolio management (IPM) is to bring innovative products to the market that is in line with the strategic vision of the company. It does this by using four main goals, which are strategic alignment, maximizing the portfolio value, balancing the number of projects and balancing the time frame of the projects.

====Practical guidelines /how to====
IPM is best utilized by splitting the work into a strategic and an operational part, each having two activities to be controlled.
Strategic innovation portfolio management (SIPM) covers balancing of the portfolio by different criteria. Secondly the projects of the portfolio is evaluated and prioritized in a cyclic manner.
Operational innovation portfolio management (OIPM) has the activities of tactical resource allocation and constant review and adjustment of products in the portfolio.
====Benefits and limitations====
A benefit of IPM is that it gives the company high flexibility as it is routinely reviewing and adjusting the portfolio to fit changes of the market. However IPM has not been used by many companies and is still a new method to be used in the industry. This creates some uncertainty as the method has not been tested thoroughly yet.

Portfolio Prioritization

2020-03-02T21:02:45Z

MortenChristensen: /* Tool5: Innovation Portfolio Management (IPM) (Morten) */

This Wiki-page is currently under construction, and therefore may important information be missing. In case of any conflicts, please contact, Andy M Filipovic, s153501@student.dtu.dk

{| class="wikitable sortable"
|+Group members
|Andy Mattulat
|Filipovic
|s153501
|-
|Casper Scheel
|Nielsen
|s193273
|-
|Lucas
|Gunnersen
|s161812
|-
|Magnus Thor
|Gunnarsson
|s193154
|-
|Mohammad Sadeq Nateqi
|Nateqi
|s143376
|-
|Morten Aarkrogh
|Christensen
|s193382
|-

== Introduction ==
This Wiki page is a collection of tools and methods that we find relevant, in the development of a portfolio prioritization method/toolbox, in close collaboration with FL. Smidth.

== Tools ==
This chapter contains the different tool we intent to use during the portfolio prioritization process. The different tools will have short description of the tool and how it's intended use.

===Tool 1: Scoring Method (Casper)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 2: Bubble Diagram (Casper)===

====Definition====

The bubble diagram is a very simple, yet useful tool to map preferential values of a project. The values are mapped on an X-Y matrix, where each axis determine the desired value. The name bubble comes from the actual representation of the values in the matrix.

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 3: Portfolio selection (Magnus) ===

====Definition====

Due to increasing competition and development of technology, more innovative products are being developed by companies. It is a risky path to take, due to uncertainty in its feasibility and future commercial success, which makes each selection and evaluation crucial. Each project selection thus has a high correlation with the survival of a company. The most common methods used to select projects or portfolios are ''quantitative'', ''qualitative'' and ''hybrid methods.''

====Practical guidelines /how to====

'''Quantitative methods:'''
These approaches focus on numerical information and ignore tacit knowledge and qualitative information. There are several dimensions of quantitative methods, the most common of them being mathematical programming.

----

'''Qualitative methods:'''
The focus of qualitative is to take into account factors that quantitative methods cannot. Some of the most used are bubble diagrams, sensitivity analysis and benchmarking.

----

'''Hybrid methods:''' These are the most common methods for evaluating and selecting projects and portfolios today. In essence, these are a mix of quantitative and qualitative methods.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio]

===Tool 4: The Analytic Hierarchy Process (AHP) (Morten)===

====Definition====
The analytic hierarchy process is used to help decision making when working with projects, programs or portfolios, where multiple criteria needs to be considered. The process keeps the decision unbiased and objective by the use of eigenvectors. The functions that are considered in AHP are structuring complexity, measurements and synthesis.

====Practical guidelines /how to====
When AHP is used in decision making, one will need to go through the 6 steps that is:
1. Define scope
2. Hierarchy
3. Pair wise comparison
4. Scoring and consistency
5. Evaluation of the alternatives
6. Make the decision

====Benefits and limitations====
The benefit of AHP is its ability to handle more criteria than the human mind can, which will increase the amount of correct decisions made. Furthermore AHP decreases the amount of subjectivity used to make decisions as it leaves out biases. AHP is a time-consuming process the first time it is used, however after several uses it is more easily applied.

===Tool 5: Innovation Portfolio Management (IPM) (Morten)===
====Definition====
The concept behind innovation portfolio management (IPM) is to bring innovative products to the market that is in line with the strategic vision of the company. It does this by using four main goals, which are the strategic alignment, maximizing the portfolio value, balancing the number of projects and balancing the time frame of the projects.
====Practical guidelines /how to====
IPM is best utilized by splitting the work into a strategic and an operational part, each having two activities to be controlled.
Strategic innovation portfolio management (SIPM) covers balancing of the portfolio by different criteria. Secondly the projects of the portfolio is evaluated and prioritized in a cyclic manner.
Operational innovation portfolio management (OIPM) has the activities of tactical resource allocation and constant review and adjustment of products in the portfolio.
====Benefits and limitations====
A benefit of IPM is that it gives the company high flexibility as it is routinely reviewing and adjusting the portfolio to fit changes of the market. However IPM has not been used by many companies and is still a new method to be used in the industry. This creates some uncertainty as the method has not been tested thoroughly yet.

Portfolio Prioritization

2020-03-02T21:02:27Z

MortenChristensen: /* Tools */

This Wiki-page is currently under construction, and therefore may important information be missing. In case of any conflicts, please contact, Andy M Filipovic, s153501@student.dtu.dk

{| class="wikitable sortable"
|+Group members
|Andy Mattulat
|Filipovic
|s153501
|-
|Casper Scheel
|Nielsen
|s193273
|-
|Lucas
|Gunnersen
|s161812
|-
|Magnus Thor
|Gunnarsson
|s193154
|-
|Mohammad Sadeq Nateqi
|Nateqi
|s143376
|-
|Morten Aarkrogh
|Christensen
|s193382
|-

== Introduction ==
This Wiki page is a collection of tools and methods that we find relevant, in the development of a portfolio prioritization method/toolbox, in close collaboration with FL. Smidth.

== Tools ==
This chapter contains the different tool we intent to use during the portfolio prioritization process. The different tools will have short description of the tool and how it's intended use.

===Tool 1: Scoring Method (Casper)===

====Definition====

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 2: Bubble Diagram (Casper)===

====Definition====

The bubble diagram is a very simple, yet useful tool to map preferential values of a project. The values are mapped on an X-Y matrix, where each axis determine the desired value. The name bubble comes from the actual representation of the values in the matrix.

====Practical guidelines /how to====

====Benefits and limitations====

===Tool 3: Portfolio selection (Magnus) ===

====Definition====

Due to increasing competition and development of technology, more innovative products are being developed by companies. It is a risky path to take, due to uncertainty in its feasibility and future commercial success, which makes each selection and evaluation crucial. Each project selection thus has a high correlation with the survival of a company. The most common methods used to select projects or portfolios are ''quantitative'', ''qualitative'' and ''hybrid methods.''

====Practical guidelines /how to====

'''Quantitative methods:'''
These approaches focus on numerical information and ignore tacit knowledge and qualitative information. There are several dimensions of quantitative methods, the most common of them being mathematical programming.

----

'''Qualitative methods:'''
The focus of qualitative is to take into account factors that quantitative methods cannot. Some of the most used are bubble diagrams, sensitivity analysis and benchmarking.

----

'''Hybrid methods:''' These are the most common methods for evaluating and selecting projects and portfolios today. In essence, these are a mix of quantitative and qualitative methods.

Further explanation of these methods can be found via: [http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio]

===Tool 4: The Analytic Hierarchy Process (AHP) (Morten)===

====Definition====
The analytic hierarchy process is used to help decision making when working with projects, programs or portfolios, where multiple criteria needs to be considered. The process keeps the decision unbiased and objective by the use of eigenvectors. The functions that are considered in AHP are structuring complexity, measurements and synthesis.

====Practical guidelines /how to====
When AHP is used in decision making, one will need to go through the 6 steps that is:
1. Define scope
2. Hierarchy
3. Pair wise comparison
4. Scoring and consistency
5. Evaluation of the alternatives
6. Make the decision

====Benefits and limitations====
The benefit of AHP is its ability to handle more criteria than the human mind can, which will increase the amount of correct decisions made. Furthermore AHP decreases the amount of subjectivity used to make decisions as it leaves out biases. AHP is a time-consuming process the first time it is used, however after several uses it is more easily applied.

===Tool5: Innovation Portfolio Management (IPM) (Morten)===
====Definition====
The concept behind innovation portfolio management (IPM) is to bring innovative products to the market that is in line with the strategic vision of the company. It does this by using four main goals, which are the strategic alignment, maximizing the portfolio value, balancing the number of projects and balancing the time frame of the projects.
====Practical guidelines /how to====
IPM is best utilized by splitting the work into a strategic and an operational part, each having two activities to be controlled.
Strategic innovation portfolio management (SIPM) covers balancing of the portfolio by different criteria. Secondly the projects of the portfolio is evaluated and prioritized in a cyclic manner.
Operational innovation portfolio management (OIPM) has the activities of tactical resource allocation and constant review and adjustment of products in the portfolio.
====Benefits and limitations====
A benefit of IPM is that it gives the company high flexibility as it is routinely reviewing and adjusting the portfolio to fit changes of the market. However IPM has not been used by many companies and is still a new method to be used in the industry. This creates some uncertainty as the method has not been tested thoroughly yet.

Portfolio Prioritization

2020-03-02T20:09:53Z

MortenChristensen: /* Tools */

Portfolio Prioritization

2020-03-02T14:25:56Z

MortenChristensen: /* Tool 4: The analytic hierarchy process (Morten) */

Portfolio Prioritization

2020-03-02T14:25:26Z

MortenChristensen: /* Tools */

Articles Spring Term 2020

2020-02-18T07:58:25Z

MortenChristensen: /* Overview of 2020 Wiki Collections */

=Overview of 2020 Wiki Collections=

{| class="wikitable sortable"
|+Spring Term 2020 Wiki Collections
|Group name
|First name
|Surname
|Student number
|[[Article name]]
|-
|-
|NovoSix
|Eva
|Wedekindt
|s196299
|[[PIMS Novo Nordisk 2020]]
|-
|-
|Risky
|Mathias
|Loose
|s190700
|[[Rambøll2020]]
|-
|-
|Risky
|Rikke
|Bo Bagge
|s151728
|[[Rambøll2020]]
|-
|-
|Risky
|Natacha
|Christensen
|s153196
|[[Rambøll2020]]
|-
|-
|XX
|Thorsten
|Eberlin
|s192921
|[[Example APPPM 2020]]
|-
|-
|Lecanaj
|Atilla
|Akpinar
|s190053
|[[Atkins APPPM]]
|-
|-
|Avengineers
|Thomas
|Schosser
|s192402
|[[Example APPPM 2020]]
|-
|-
|Lecanaj
|Nikolaos
|Anevlavis
|s192330
|[[Atkins APPPM]]
|-
|-
|Alpha
|Ioanna
|Tsiligianni
|s192708
|[[Hempel Coating Management]]
|-
|-
|Phekla
|Eleni
|Batsiou
|s190018
|[[APPPM S2020]]
|-
|-
|Scandies
|Sveinbjörg Sara
|Baldursdottir
|s192717
|[[PPP 2020]]
|-
|-
|Scandies
|Hanna M. S.
|Barosen
|s192687
|[[APPPM 2020]]
|-
|-
|Team Femern
|James
|Osborn
|s196647
|[[Femern]]
|-
|-
|TeamZymes
|Erik Arvid
|Hosszu
|s200154
|[[TeamSted]]
|-
|-
|TeamZymes
|Jacob
|Clemmensen
|s144069
|[[TeamSted]]
|-
|TeamZymes
|Björgvin
|Hjartarson
|s154659
|[[TeamSted]]
|-
|-
|TeamZymes
|Breno
|Strüssmann
|s193580
|[[TeamSted]]
|-
|-
|TeamZymes
|Tobias
|Thyssen
|s143786
|[[TeamSted]]
|-
|-
|TeamZymes
|Hashim
|Harmeed
|s193272
|[[TeamSted]]
|-
|-
|XX
|Alexandros
|Apostolidis
|s182323
|[[Hempel Coating Management]]
|-

|NovoCon
|Casper
|Scheel
|s193273
|[[ExampleAPPM2020]]
|-
|Lecanaj
|Line
|Tellefsen
|s200449
|[[Atkins APPPM]]
|-
|XX
|Simay
|Arpaci
|s153594
|[[Example APPPM 2020]]
|-
|XX
|Inés
|Martinez Garcia
|s192924
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Casper
|Andersen
|s164279
|[[Construction of the new Storstroem Bridge]]
|-
|Under the Bridge
|Johan
|Knudsen
|s164316
|[[Construction of the new Storstroem Bridge]]
|-
|Under the Bridge
|Jonathan
|Schouenborg
|s162692
|[[Construction of the new Storstroem Bridge]]
|-
|Under the Bridge
|Sebastian
|Lind
|s164299
|[[Construction of the new Storstroem Bridge]]
|-
|Under the Bridge
|Kristoffer
|Ipsen
|s164293
|[[Construction of the new Storstroem Bridge]]
|-
|Under the Bridge
|Narwan
|Noori
|s164019
|[[Construction of the new Storstroem Bridge]]
|-
|PPP North
|Aldis Anna
|Ingthorsdottir
|s193152
|[[BL tools]]
|-
|PPP North
|Kristín Lív Svabo
|Jónsdóttir
|s193708
|[[BL tools]]
|-
|PPP North
|Ivalu Birna
|Falck-Petersen
|s192295
|[[BL tools]]
|-
|PPP North
|Kristín Júlía
|Ásgeirsdóttir
|s192303
|[[BL tools]]
|-
|PPP north
|Arna
|Gudlaugsdottir
|s193090
|[[BL tools]]
|-
|PPP north
|Ásta Björk
|Gunnarsdóttir
|s192306
|[[BL tools]]
|-
|Scandies
|Dardan
|Badivuku
|s193550
|[[aepppm 2020]]
|-
|-
|Scandies
|Rebekka Rut
|Petersen
|s192300
|[[ProjectXXX]]
|-
|-
|NovoCon
|Andy Mattulat
|Filipovic
|s153501
|[[Agile portfolio]]
|-
|-
|NovoCon
|Magnus Thor
|Gunnarsson
|s193154
|[[Article Magnus]]
|-
|-
|NovoCon
|Lucas
|Gunnersen
|s161812
|[[Example APPM 2020 161812]]
|-
|-
|Cake
|Frederik Fynbo
|Carlsson
|s153436
|[[Continuous reporting for portfolios]]
|-
|-
|Team Femern
|Ali Adnan
|Obeidi
|s154207
|[[Femern]]

|-
|-
|Team Femern
|Hatem
|Abdul-Karim
|s154254
|[[Femern]]
|-
|-

|Team Femern
|Konrad
|Solarz
|s154441
|[[Femern]]
|-
|-
|The Minions
|Signe Ebsen
|Olling
|s154194
|[[Waste management on construction sites]]
|-
|-
|The Minions
|Janak
|Raja
|s192757
|[[Waste management on construction sites]]
|-
|-
|The Minions
|Samarth Shivanand
|Karseri
|s192743
|[[Waste management on construction sites]]
|-
|-
|The Minions
|Kathrine
|Butler
|s153360
|[[Waste management on construction sites]]
|-
|-
|The Minions
|Amalie
|Hammershøy
|s152985
|[[Waste management on construction sites]]
|-
|-
|The Minions
|Arsalan
|Aman
|s190218
|[[Waste management on construction sites]]
|-
|-
|Mediterranean Mafia (MM)
|Hector Manuel
|Fernandez Mortera
|s192414
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Alicia
|Belda Leandro
|s192740
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Jesus
|Blazquez Mulas
|s192781
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Georgios
|Bekakos
|s193104
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Maria
|Maniati
|s192903
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Christos
|Natsikas
|s192758
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Cake
|Niklas
|Andersen
|s153946
|[[Toolkit for APPPM F20]]
|-
|-
|POYBER
|Ayla
|Patat
|s145135
|[[ExampleAYLA]]
|-
|-
|POYBER
|Tanja
|Birkholm
|s145643
|[[ExampleAYLA]]
|-
|-
|POYBER
|Mette
|Rozario
|s195705
|[[ExampleMette]]
|-
|-
|POYBER
|Nicklas Yeo
|Petersen
|s112897
|[[ExampleNicklas]]
-
|-
|POYBER
|Lisa
|Emanuelsson
|s191930
|[[ExampleLISA]]
|-
|-
|POYBER
|Nadia
|Oumaza
|s140197
|[[APPPM Nadia]]
|-
|-
|Team Fermern
|Luis
|John
|s196612
|[[Femern]]
|-
|-
|Southerns
|Alexandra
|Koumara
|s192625
|[[Stakeholder Portfolio]]
|-
|-
|Cake
|Jannik
|Ungermand Bichel
|s145074
|[[Example APPPM 2020]]
|-
|-
|Alpha
|Dimitra
|Mavroudi
|s192333
|[[Hempel Coating Management]]
|-
|-
|DS Solution
|Alexander
|Heiede
|s144603
|[[APPM2020APPM]]
|-
|-
|Lecanaj
|Emilie
|Riberholt Henriksen
|s200450
|[Atkins APPPM]
|-
|-
|NovoSix
|Johannes
|Kreimer
|s200159
|[[PIMS Novo Nordisk 2020]]
|-
|-
|NovoSix
|Fabian
|Pult
|s196605
|[[PIMS Novo Nordisk 2020]]
|-
|-
|NovoSix
|Ida
|Vejrup Holtsmark
|s161721
|[[PIMS Novo Nordisk 2020]]
|-
|-
|NovoSix
|Jesper
|Thaysen Henriksen
|s164324
|[[PIMS Novo Nordisk 2020]]
|-
|-
|cake
|Line
|Werngreen-Nielsen
|s164336
|[[APPPM 2020 - LWN]]
|-
|-

|cake
|Anna
|Gallaus Jacobsen
|s164286
|[[APPPM 2020 - AGJ]]
|-
|-

|cake
|Anne
|Arendt Louring
|s153877
|[[Resources for APPPM 2020]]
|-
|-
|Alpha
|Ian
|Ikeda
|s192357
|[[Hempel Coating Management]]
|-
|-

|Alpha
|Romina
|Shkurtaj
|s192639
|[[Hempel Coating Management]]
|-
|-
|LECANAJ
|Ali
|El Chaabi
|s193726
|[[Atkins APPPM]]]
|-
|-
|Southerns
|Dilan
|Özmen
|s193437
|[[Portfolio Management]]
|-
|-
|Southerns
|Chiara
|Zanon
|s192381
|[[Portfolio Management]]
|-
|-
|Southerns
|Tommaso
|Piaggio
|s192335
|[[Portfolio Management]]
|-
|-
|Team Money
|Shylendhar
|Gunasekaran
|s192203
|[[APPPM 20]]
|-
|-
|Team Money
|Sushanth
|Kapisthalam
|s190031
|[[APPPM 20]]
|-
|-
|Team Money
|Idriss
|El Quassimi
|s192383
|[[APPPM 20]]
|-
|-
|Team Money
|Andrea
|Casali
|s190067
|[[APPPM 20]]
|-
|-
|Team Money
|Beatrice
|Chiusi
|s190696
|[[APPPM 20]]
|-
|-
|Team Money
|Yao
|Xu
|s196619
|[[APPPM 20]]
|-
|-
|Building 310
|Kristine
|Marburger
|s165473
|[[Successful Project Management]]
|-
|-
|Building 310
|Liv
|Stranddorf
|s163832
|[[Successful Project Management]]
|-
|-
|Building 310
|Lea
|Hasselsteen
|s163827
|[[Successful Project Management]]
|-
|-
|Building 310
|Anastasia
|Koutsouradi
|s190017
|[[Successful Project Management]]
|-
|-
|Building 310
|Laurine
|Keller
|s192348
|[[Successful Project Management]]
|-
|-
|Building 310
|Ann Sofie
|Wulff Bille
|s163842
|[[Successful Project Management]]
|-
|-
|Phekla
|Laurids
|Mikkelsen
|s118227
|[[s118227]]
|-
|-
|Southerns
|Alessandro
|Pronat
|s192372
|[[Portfolio Management]]
|-
|-
|Southerns
|Oriol
|Salse Guiu
|s192382
|[[Portfolio Management]]
|-
|-
|-
|-
|Phekla
|Amanda
|Slyngborg
|s143954
|[[Oxfam IBIS APPPM]]
|-
|-
|DS Solution
|Marius
|Leuthner
|s200172
|[[DS Solution]]
|-
|-
|Strategic Campus Plan
|Thor
|Rohdin
|s154004
|[[Strategic Campus Plan]]
|-
|-
|Strategic Campus Plan
|Christian
|Vindal Bech
|s153533
|[[Strategic Campus Plan]]
|-
|-
|Strategic Campus Plan
|Lasse
|Bruun Korsholm
|s153739
|[[Strategic Campus Plan]]
|-
|-
|Strategic Campus Plan
|Alexander
|Olin Barfoed
|s153574
|[[Strategic Campus Plan]]
|-
|-
|Strategic Campus Plan
|Michael
|Siwmark Ejler
|s147326
|[[Strategic Campus Plan]]
|-
|-
|Strategic Campus Plan
|Martin
|Sandberg Kærgaard
|s190231
|[[Strategic Campus Plan]]
|-
|-
|Team Sky
|James
|Sunde
|s192795
|[[COWI2020]]
|-
|-
|Team Sky
|Ole Andre
|Kristiansen
|s193094
|[[COWI2020]]
|-
|-
|Team Sky
|Rasmus
|Ludvigsen
|s192796
|[[COWI2020]]
|-
|-
|Team Sky
|Thomas
|Tenev
|s193075
|[[COWI2020]]
|-
|-
|Team Sky
|Synne
|Løvold
|s182629
|[[COWI2020]]
|-
|-
|Team Sky
|Sondre
|Tjetland
|s192688
|[[COWI2020]]
|-
|-
|DS Solution
|Valentina
|De Luca
|s200855
|[[DS Solution]]
|-
|-
|The Ring
|Konstantin
|Schäfer
|s196606
|[[Metro Opening]]
|-
|-
|The Ring
|Jacob
|Nurup
|s164509
|[[Metro Opening]]
|-
|The Ring
|Caroline
|Andersen
|s164517
|[[Metro Opening]]
|-
|The Ring
|Jonas
|Saber
|s164514
|[[Metro Opening]]
|-
|The Ring
|Anders Alexander
|Wagenblast
|s164335
|[[Metro Opening]]
|-
|Lecanaj
|Cloé
|Fierri
|s200034
|[[Atkins APPPM]]
|-
|Lecanaj
|Jaroslav
|Pontus
|s180964
|[[Atkins APPPM]]
|-
|-
|NovoSix
|Oskar
|Bek Jørgensen
|s160087
|[[PIMS Novo Nordisk 2020]]
|-
|-
|XX
|Patryk
|Bijak
|s192662
|[[Transition Project]]
|-
|-
|XX
|Pawel
|Grudziński
|sxxxxxx
|[[Transition Project]]
|-
|-
|XX
|Ertol
|Zhurda
|s190011
|[[Transition Project]]
|-
|-
|XX
|Daniel
|Brahin
|s190185
|[[Transition Project]]
|-
|-
|XX
|Doth Angellina Pernille
|Andreasen
|s070167
|[[Transition Project]]
|-
|-
|XX
|Antons
|Osadcijs
|sxxxxx
|[[Transition Project]]
|-
|-
|-
|-
|DS Solution
|Alessio
|Doraci
|s200125
|[[DS Solution]]
|-
|-
|Alpha
|Hyoung Eun
|Song
|s192257
|[[Hempel Coating Management]]
|-
|-
|-
|-
|DS Solution
|Alessandro
|Coco
|s200158
|[[DS Solution]]
|-
|-
|-
|-
|DS Solution
|Francesca
|Ripa
|s200132
|[[DS Solution]]
|-
|-
|Team Femern
|Christian
|Carlos Mamede Hansen
|s190229
|[[Femern]]
|-
|-
|-
|NovoCon
|Morten
|Christensen
|s193382
|[[xx]]
|-