Portfolio Prioritization - Revision history

AndyMFilipovic at 17:59, 5 May 2020

2020-05-05T17:59:41Z

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	This Wiki-page is ~~currently under construction, and therefore may important information be missing. The period~~ of ~~modification will primarily be performed in the periode of 03~~. ~~Feb 2020 until 03. May 2020.~~ In case of any conflicts, please contact, Andy M Filipovic, s153501@student.dtu.dk		This Wiki-page is a selection of tools usable for managing portfolio. In case of any realisation of conflicts, please contact, Andy M Filipovic, s153501@student.dtu.dk

AndyMFilipovic at 10:35, 9 March 2020

2020-03-09T10:35:07Z

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	== Introduction ~~(Andy)~~==		== Introduction==
	The aim for this wiki page is to put together a selection of tools and methods to help managers and senior managers to obtain transparency into their portfolio of programs and projects. In order to prioritize the portfolio it is urgent to collet and analyse the available information regarding the different projects and programs. Part of portfolio management is to bridge the gap between projects and operations, based upon a informed judgment. Therefor by evaluating value, risk, benefits and other business factors, decision makers can prioritize candidate projects or programs, to access the companies limited resources. <ref name="Project portfolio management"> Levine, H. a. (2005). " Project Portfolio Management : A Practical Guide To Selecting Projects , Managing Portfolios and Maximizing Benefits.". Management. </ref>		The aim for this wiki page is to put together a selection of tools and methods to help managers and senior managers to obtain transparency into their portfolio of programs and projects. In order to prioritize the portfolio it is urgent to collet and analyse the available information regarding the different projects and programs. Part of portfolio management is to bridge the gap between projects and operations, based upon a informed judgment. Therefor by evaluating value, risk, benefits and other business factors, decision makers can prioritize candidate projects or programs, to access the companies limited resources. <ref name="Project portfolio management"> Levine, H. a. (2005). " Project Portfolio Management : A Practical Guide To Selecting Projects , Managing Portfolios and Maximizing Benefits.". Management. </ref>

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	== Tools~~(Andy)~~ ==		== Tools==
	This chapter contains the different tool we intent to use during the portfolio prioritization process.		This chapter contains the different tool we intent to use during the portfolio prioritization process.
	Each Tool will be supported by 1. a definition, 2. a practical guideline/ how to description, 3. some benefit and limitations, 4. and finally each tool is supported by a link which leads to additional information about the specific tool.		Each Tool will be supported by 1. a definition, 2. a practical guideline/ how to description, 3. some benefit and limitations, 4. and finally each tool is supported by a link which leads to additional information about the specific tool.
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	===Tool 1: Scoring Method ~~(Casper)~~===		===Tool 1: Scoring Method===

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

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

	====Definition====		====Definition====
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	===Tool 3: Stage-Gate Process ~~(Magnus)~~ ===		===Tool 3: Stage-Gate Process===

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

	====Definition====		====Definition====
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	===Tool 5: Innovation Portfolio Management (IPM~~) (Morten~~)===		===Tool 5: Innovation Portfolio Management (IPM)===
	====Definition====		====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.		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.
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	===Tool 6: Interdependence Model ~~(Lucas)~~===		===Tool 6: Interdependence Model===

	====Definition====		====Definition====
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	===Tool 7: System-Environment Model~~(Lucas)~~===		===Tool 7: System-Environment Model===

	====Definition====		====Definition====
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	===Tool 8: Risk Opportunity Register Model ~~(Lucas)~~===		===Tool 8: Risk Opportunity Register Model===

	====Definition====		====Definition====
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	===Tool 9: The Balanced Scorecard ~~(Mo)~~===		===Tool 9: The Balanced Scorecard===

	====Definition====		====Definition====

AndyMFilipovic: /* Practical guidelines /how to */

2020-03-09T10:32:58Z

Practical guidelines /how to

← Older revision		Revision as of 10:32, 9 March 2020
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	</ol>		</ol>

	[[File:Stage Gate Process Standard.png\|thumb\|upright=2.0\|alt=Overview of the standardized selection of stages .\|'''Figure 2: '''Visualization of the Standardized Steps for using the Stage-Gate Process]]		[[File:Stage Gate Process Standard.png\|thumb\|upright=2.0\|alt=Overview of the standardized selection of stages .\|'''Figure 2: '''Visualization of the Standardized Steps for using the Stage-Gate Process<ref name="Cooper1990"> Cooper, R.G. (1990). Stage-Gate Systems: A New Tool for Managing New Products. ''Business Horizons''. pp 44-54 </ref>]]

AndyMFilipovic at 10:27, 9 March 2020

2020-03-09T10:27:09Z

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	</ol>		</ol>

	[[File:Stage Gate Process Standard.png\|thumb\|upright=2.0\|alt=Overview of the standardized selection of stages ~~<ref name="Cooper2008"/>~~.\|'''Figure 2: '''Visualization of the Standardized Steps for using the Stage-Gate Process]]		[[File:Stage Gate Process Standard.png\|thumb\|upright=2.0\|alt=Overview of the standardized selection of stages .\|'''Figure 2: '''Visualization of the Standardized Steps for using the Stage-Gate Process]]

AndyMFilipovic: /* Introduction (Andy) */

2020-03-09T10:22:52Z

Introduction (Andy)

← Older revision		Revision as of 10:22, 9 March 2020
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	== Introduction (Andy)==		== Introduction (Andy)==
	The aim for this wiki page is to put together a selection of tools and methods to help managers and senior managers to obtain transparency into their portfolio of programs and projects.		The aim for this wiki page is to put together a selection of tools and methods to help managers and senior managers to obtain transparency into their portfolio of programs and projects. In order to prioritize the portfolio it is urgent to collet and analyse the available information regarding the different projects and programs. Part of portfolio management is to bridge the gap between projects and operations, based upon a informed judgment. Therefor by evaluating value, risk, benefits and other business factors, decision makers can prioritize candidate projects or programs, to access the companies limited resources. <ref name="Project portfolio management"> Levine, H. a. (2005). " Project Portfolio Management : A Practical Guide To Selecting Projects , Managing Portfolios and Maximizing Benefits.". Management. </ref>

	~~This Wiki page~~ is a ~~selection of tools~~ and ~~methods that we find relevant~~, in the ~~development~~ of a portfolio prioritization ~~method/toolbox, in close collaboration~~ with FLSmidth.		Our collection of tools is intended to help us creating the first step for a portfolio prioritization workflow together with FLSmidth department Group Digital. Group digital at FLSmidth standsfor the digital transformation at FLSmidth. Therefore do this department get projects from all areas of the company, at the same time where they are running their own projects. Since Group digital have limited resources, they see it is a crucial tool, for the future selection of projects to develop a routine for prioritize ongoing and upcoming projects.

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	== Tools(Andy) ==		== Tools(Andy) ==

AndyMFilipovic at 09:59, 9 March 2020

2020-03-09T09:59:56Z

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 This Wiki-page is currently under construction, and therefore may important information be missing. The period of modification will primarily be performed in the periode of 03. Feb 2020 until 03. May 2020.  In case of any conflicts, please contact, Andy M Filipovic, s153501@student.dtu.dk
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AndyMFilipovic at 09:58, 9 March 2020

2020-03-09T09:58:59Z

← Older revision		Revision as of 09:58, 9 March 2020
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	This Wiki-page is currently under construction, and therefore may important information be missing. The period of modification will primarily be performed in the periode of 03. Feb 2020 until 03. May 2020. In case of any conflicts, please contact, Andy M Filipovic, s153501@student.dtu.dk		This Wiki-page is currently under construction, and therefore may important information be missing. The period of modification will primarily be performed in the periode of 03. Feb 2020 until 03. May 2020. In case of any conflicts, please contact, Andy M Filipovic, s153501@student.dtu.dk

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			== Introduction (Andy)==
			The aim for this wiki page is to put together a selection of tools and methods to help managers and senior managers to obtain transparency into their portfolio of programs and projects.

			This Wiki page is a selection of tools and methods that we find relevant, in the development of a portfolio prioritization method/toolbox, in close collaboration with FLSmidth.


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	~~== Introduction (Andy)==~~
	~~The aim for this wiki page is to put together a selection of tools and methods to help managers and senior managers to obtain transparency into their portfolio of programs and projects.~~

	~~This Wiki page is a selection of tools and methods that we find relevant, in the development of a portfolio prioritization method/toolbox, in close collaboration with FLSmidth.~~

	== Tools(Andy) ==		== Tools(Andy) ==

AndyMFilipovic at 09:58, 9 March 2020

2020-03-09T09:58:24Z

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AndyMFilipovic at 09:58, 9 March 2020

2020-03-09T09:58:10Z

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	== Introduction (Andy)==		== Introduction (Andy)==

AndyMFilipovic: /* Introduction (Andy) */

2020-03-09T09:49:53Z

Introduction (Andy)

← Older revision		Revision as of 09:49, 9 March 2020
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	== Introduction (Andy)==		== 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~~.		The aim for this wiki page is to put together a selection of tools and methods to help managers and senior managers to obtain transparency into their portfolio of programs and projects.

			This Wiki page is a selection of tools and methods that we find relevant, in the development of a portfolio prioritization method/toolbox, in close collaboration with FLSmidth.

	== Tools(Andy) ==		== Tools(Andy) ==