Project portfolio

MacMillan, I. C. McGrath, R. G. 2002. Crafting R D project portfolios. Research-Technology Management, 45(5) 48-59. 

The project portfolio enables an overview on the ongoing research activities. Numerous economic and technical parameters have been proposed to provide a meaningful picture. Examples are attractiveness, strategic fit, innovation, gross/net present value, expected profits, R D expenditures, development stage, probability of success, technology fit, and realization time. Most of these parameters cannot be determined quantitatively, at least during the early phases of a project. 

The best way to take advantage of a project portfolio is to develop and use it in an iterative way. By comparing the entries at regular intervals, for instance, every 3 months, the directions that the projects take can be visualized. If a negative trend persists with one particular project, the project should be put on the watch list. 

Site projects All projects related to the existing process or the projected improved state of the process at a specific site Site head Process owner Leadership team Site project portfolio manager Process stakeholders Corporate quality assurance counterpart QMS office... 

Project portfolio management besides the obvious prioritization by value, it is necessary to have a clear understanding of foreseeable risks and available capabilities as well as the fit with the application roadmap ... 

To succeed in the process of unlocking value with IT, three processes in particular need special attention IT demand management, project portfolio management, and improved value management. 

The design of the project portfolio (and also the allocation of resources) is based on the objectives that are determined by the management team. We have found it useful to rank each project - typical major ones include projects to develop the vision, to realize the full potential to add value, and to insure the effective operation of the new businesses, in line with the three key aspects described... 

Use Heuristic Redefinition when your innovation job to be done (JTBD) is not well defined, or is broad rather than targeted in nature and you need more specificity to take meaningful innovation action. This technique is very helpful to innovation leaders who are assembling their innovation project portfolios. 

A rounded innovation project portfolio should also be distributed according to degree of import (incremental, substantial, breakthrough). Obviously, the magnitude of investment, risk, and potential impact on profit increases as you move up the chain from incremental to breakthrough innovation. 

Senior management should define the new product project portfolio and the aggregate set of projects that will achieve their strategic objectives. 

Following the approach described should result in an optimized risk-return ratio across the project portfolio. To ensure full business success, the resulting products must then be supported by all marketing levers. 

By the end of 2002, the Aventis project portfolio was transformed. Of the 139 projects in the LI phase, the kinase and GPCR target families each contributed 19%, the protease and ion channels/transporters about 8% each. For projects in the candidate identification phase, GPCR, kinase, and protease target families each contributed about 20% of the compounds and ion channels/transporters about 12% of the compounds in the portfolio. 

A project portfolio is a record of a project from its beginning to its completion. 

A project portfolio is a record of a project from its beginning to completion. Engineers use portfolios to show specific design aspects and their progress through a project. An engineer s portfolio, in the format of an... 

Portfolio, PPM A set of initiatives or projects being pursued to improve supply chains. Portfolio management is deciding the priority of the projects and making resources available for their completion. PPM stands for Project Portfolio Management. 

Strategy/goals overall goal or vision of the CE system, which may include aspects such as profitability, sustainability, availability, efficiency, etc. Strategy and goals become visible in a product/project portfolio or ideas and requirements for a new (package of) product(s) and the associated processes. 

Organisationally, both major upgrade programmes, SSL and VLU, are split into a number of layers at programme layer, final integration into a railway system is undertaken whilst constituents are delivered by projects and the supply chain. The immediate integration into subsystems is realised by project portfolios of related projects. 

Identification of a set of common core hazards. To ensure a common approach to hazard identification and analysis, it is essential that the same set of core hazards is used as a template stracture for hazard log groupings across the progranmie and at system hazard log level across to the project portfolio-project level. 

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