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  1. Dynamic Pipeline and Portfolio Management: How to Prioritize Projects and Allocate Resources - Summary of Audio Session Locked

    Research | Posted: 2005-04-12

    Related Links: Audio - mp3 or wma | Transcript (17 pages) This summary of an audio session with expert practitioners from Parker Hannifin, Boeing, and Bose, focused on key questions in pipeline/protfolio manager such as how to determine where to focus your portfolio; what functions are involved in portfolio management; how to combine project selection with resource allocation; what tools are used to track resources and allocate time against projects; what objectives or metrics are used to measure additional value created by portfolio management practices; are survival/kill rates measured at each gate or "lost" investments as part of the portfolio management process, and other issues related to pipeline and portfolio management. (9 pages)

  2. Overcoming the Speed vs. Process Dilemma Locked

    Research | Posted: 2005-02-15

    Brian Montgomery, Director of Product Marketing and Strategy, Blackbaud, Inc. The "ready, fire, aim" speed of rapid prototyping, versus the maximized return on investment of a well thought out, well balanced product portfolio management process, is a classic dilemma for product developers. However, there may be a broader set of choices available beyond the simple "either/or" of fast vs. methodical. This presentation shows how a product portfolio management process was used at two different software companies (as well as a leading hardware company) to incorporate the logical, methodical decision-making associated with good product selection with the rapid prototyping required in today's world. (29 pages)

  3. Dynamic Pipeline and Portfolio Management: Follow-Up Discussion - Summary of Audio Session Locked

    Research | Posted: 2005-02-03

    The questions and answers in this document summarize a conversation between MRT members as a follow-up to an initial audio-session on pipeline and portfolio management. The focus of this session was on prioritizing projects and allocating resources. (7 pages)

  4. GUIDE TO LEADING PRACTICES:  Pipeline and Portfolio Management Locked

    Research | Posted: 2005-01-27

    This report summarizes leading practices for Portfolio and Pipeline Management derived from practitioner experience and benchmarking research. Management Roundtable has culled these practices from our knowledge base and formulated them as simple, actionable, bullet-level statements. In addition, the GUIDE cites the source for each practice, presents a brief discussion of each, and provides links to further information. (11 pages)

  5. Dynamic Pipeline and Portfolio Management: How to Prioritize Projects and Allocate Resources - Transcription of Audio Session Locked

    Research | Posted: 2005-01-18

    One of the biggest challenges in product development is deciding which products and opportunities to pursue and then providing sufficient resources and funding. This transcript from a discussion with Management Roundtable Expert Panel members explores dynamic pipeline and portfolio management methods which enable innovation – even when the pipeline is already full. MRT members shared both tactical and strategic approaches, including: how to prioritize projects; when to kill projects; what to discuss in gate reviews; and how to measure success. (17 pages)

  6. Productivity Insights from Bose Corporation:  Product Platforms and External Resources Locked

    Research | Posted: 2005-01-12

    Dick Tyler is Product Planning Manager in the Home Entertainment Division of Bose Corporation, the company’s largest division with the most dynamic development needs. Dick is responsible for the division’s three-year product planning, new product development, and product launch processes. In addition, his area provides all of the resource planning expertise to support R&D. Dick bases his approach to improving R&D productivity on the premise that after reaching a certain level of maturity in workforce skills and tools, additional efficiency can be gained through higher-level strategic planning. Bose’s Home Entertainment Division has become more efficient by strategically planning product platforms, using external resources to leverage internal resources, and reducing waste in its R&D efforts. (6 pages)

  7. Roundtable Discussion Notes: Portfolio and Pipeline Management Locked

    Research | Posted: 2005-01-07

    This report provides a bullet-level summary of three breakout sessions from The Management Roundtable’s portfolio and pipeline management conference, Chicago, IL, April 23-25, 2003. These outlines provide many quick reminders and best practices on the topics of Cross-Functional Integration, Dynamic Resource Allocation and Portfolio Management Process: “Do’s” and “Don’ts.” Participants discussed such issues as creating portfolio governance committees, assessing portfolio risks, managing a functional portfolio, and creating several portfolio views that make sense to senior management teams. (10 pages)

  8. One-Product Chrome Data Develops Multi-Product Focus Locked

    Research | Posted: 2005-01-07

    Out of the gate, Oregon City, OR-based Chrome Data Corporation dominated its market – automotive data services and software logic expertise through the medium of its software products. After its initial success began to cool, Chrome Data’s profits turned sluggish, as the company tried to juggle a raft of new product ideas while lacking the resources to take full advantage of any of them. The solution: refining the organizational structure in concert with a newly-introduced phase-gate process, while still feeding the entrepreneurial fires. The company honed its product selection capability taking great care that the right questions were asked before a concept made its way into the pipeline. Chrome Data learned to shepherd its resources to build a strong multi-product portfolio, preserving the spirit of a small company while learning to adopt some of the behaviors of a large one. (6 pages)

  9. Intellectual Property Decision Making Locked

    Research | Posted: 2004-12-24

    Sectors of industry where Intellectual Property [IP] is important are pondering the rumors that the value of IP may change drastically over the next two decades. Currently five to ten percent of the value of most corporations, postulations place it as high as 90 percent in the long term in certain sectors. In this report, Brad Goldense presents select findings from a 2004 survey bearing on the question of IP decision-making. Goldense argues that IP management processes, as they mature, will follow a course similar to that taken by the development of product selection processes in recent history. Goldense presents data comparing the current state of product selection and IP decision-making processes. (5 pages)

  10. Stakeholder Interviews One Key to Success of Unilever R&D Project Management Change Initiative Locked

    Research | Posted: 2004-11-22

    Defining a project vaguely leads to problems – the team ends up delivering the wrong product, with weak features, and delivers it late. At the eleventh hour a major project can be blocked by someone it never occurred to the team to include in the process. Unilever Research made it standard practice for project teams to interview key stakeholders at the beginning of every project. Stakeholders are internal: key functional managers, upper management, or experts in specific areas, who often have different and conflicting needs. Unilever’s process identifies the stakeholders, and assesses their relative importance to the success of the project; it analyzes the organizational dynamics surrounding the project, and maps strategies for dealing with them. Rather than plan and implement a project based on preconceived ideas, or incomplete information, stakeholder interviews extract the critical information up front. The result is to help reduce the number of projects with a much higher quality yield from the pipeline. (6 pages)

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