1 Product Innovation Best Practices Series New Problems, New Solutions: Making Portfolio Management More Effective Reference Paper # 9 By: Dr. Robert G. Cooper Dr. Scott J. Edgett Compliments of: Stage-Gate Inc. and Product Development Institute Inc. For information call
2 Portfolio Management for New Products Picking The Winners New product portfolio management is about how you invest your business s product development resources project prioritization and resource allocation across development projects. This paper addresses the four goals of portfolio management and the importance of having an established, high quality Stage-Gate system in place. These pages contain copyright information of Product Development Institute and member company Stage-Gate Inc., including logos, tag lines, trademarks and the content of this article. Reproducing in whole or any part of this document is strictly forbidden without written permission from Product Development Inc. or Stage-Gate Inc. 2
3 Portfolio Management for New Products. By: Dr. Robert G. Cooper Dr. Scott J. Edgett Picking The Winners Executive Summary New product portfolio management is about how you invest your business s product development resources project prioritization and allocating resources across development projects. There are four goals in portfolio management maximizing the value of the portfolio, seeking the right balance of projects, ensuring that your portfolio is strategically aligned, and making sure you don t have too many projects for your limited resources. And there are many tools some quantitative, others graphical, some strategic designed to help you chose the right portfolio of projects. Most important, your new product process or Stage-Gate system must be working in order to achieve effective portfolio management: it must deliver data integrity and also weed out the bad projects early. Maximizing Your Profits From R&D Investments How should you most effectively invest your product development resources? And how should you prioritize your development projects and allocate resources among them? These are crucial issues in new product portfolio management. Much like a stock market portfolio manager, those senior executives who manage to optimize their R&D investments to select winning new product projects and achieve the ideal balance and numbers of projects will win in the long run 1. study 2. And top performing businesses tend to rate the importance of portfolio management much higher than do poorer performers. Here s why: First, a successful new product effort is fundamental to business success. This logically translates into portfolio management: the ability to select today s projects that will become tomorrow s new product winners. Second, new product development is the manifestation of your business s strategy. One of the most important ways you operationalize strategy is through the new products you develop. If your new product initiatives are wrong the wrong projects, or the wrong balance then you fail at implementing your business strategy. Third, portfolio management is about resource allocation. In a business world preoccupied with value to the shareholder and doing more with less, technology and marketing resources are simply too scarce to waste on the wrong projects. The consequences of poor portfolio management are evident: you squander scarce resources, and as a result, starve the truly deserving projects. Four Goals in Portfolio Management There are four goals in new product portfolio management: Goal #1. Maximize the Value of Your Portfolio: Here the goal is to select new product projects so as to maximize sum of the values or commercial worths of all active projects in your pipeline in terms of some business objective. Tools used to assess project value include 3 : 3
4 Portfolio Management for New Products: Picking the Winners NPV: Determine the project s net present value and then rank projects by NPV divided by the key or constraining resource (for example, the R&D costs still left to be spent on the project; that is, by NPV/R&D). Projects are rank-ordered according to this index until out of resources, thus maximizing the value of the portfolio (the sum of the NPVs across all projects) for a given or limited resource expenditure. ECV: The Expected Commercial Value method uses decision-tree analysis, breaking the project into decision stages for example, Development and Commercialization (Figure 1). Define the various possible outcomes of the project along with probabilities of each occurring (for example probabilities of technical and commercial success). The resulting ECV is then divided by the constraining resource (as in the NPV method), and projects are rank-ordered according to this index in order to maximize the bang for buck. The method also approximates real options theory, and thus is appropriate for handling higher risk projects 4. Scoring model: Decision-makers rate projects on a number of questions that distinguish superior projects, typically on 1-5 or 0-10 scales. Add up these ratings to yield a quantified Project Attractiveness Score, which must clear a minimum hurdle. This Score is a proxy for the value of the project but incorporates strategic, leverage and other considerations beyond just financial measures. Projects are then rank-ordered according to this score until resources run out. A typical scoring scheme is shown in Figure 2. Goal #2. Seek Balance in Your Portfolio: Here the goal is to achieve a desired balance of projects in terms of a number of parameters; for example, long term projects versus short ones; or high risk versus lower risk projects; and across various markets, technologies, product categories, and project types (e.g., new products, improvements, cost reductions, maintenance and fixes, and fundamental research). Pictures portray balance much better than do numbers and lists, and so the techniques used here are largely graphical in nature. These include: Bubble diagrams: Display your projects on a two-dimensional grid as bubbles as in Figure 3 (the size of the bubbles denotes the spending on each project). The axes vary but the most popular chart is the risk-reward bubble diagram, where NPV is plotted versus probability of technical success. Then seek an appropriate balance in numbers of projects (and spending) across the four quadrants. Pie charts: Here show your spending breakdowns as slices of pies in a pie chart. Popular pie charts include a breakdown by project types, by market or segment, and by product line or product category. Both bubble diagrams and pie charts, unlike the maximization tools outlined above, are not decision-models, but rather information display: they depict the current portfolio and where the resources are going the what is. These charts provide a useful beginning for the discussion of what should be how should your resources be allocated. Goal #3. Your Portfolio Must Be Strategically Aligned: This means that all your projects are on strategy ; and that your breakdown of spending across projects, areas, markets, etc., must mirror your strategic priorities (your areas of focus and their respective priorities). Several portfolio methods are designed to achieve strategic alignment: Top-down, strategic buckets: Begin at the top with your business s strategy and from that, the product innovation strategy for your business its goals, and where and how to focus your new product efforts. Next, make splits in resources: given your strategy, where should you spend your money?. These splits can be by project types, product lines, markets or industry sectors, and so on. Thus, you establish strategic buckets or envelopes of resources. 4
5 Then, within each bucket or envelope, list all the projects active, on-hold and new and rank these until you run out of resources in that bucket. The result is multiple portfolios, one portfolio per bucket. Another result is that your spending at year-end will truly reflect the strategic priorities of your business. Top-down, product roadmap: Once again, begin at the top, namely with your business and product innovation strategy But here the question is: given that you have selected several areas of strategic focus markets, technologies or product types what major initiatives must you undertake in order to be successful here?. It s analogous to the military general asking: given that I wish to succeed in this strategic arena, what major initiatives and assaults must I undertake in order to win here? The end result is a mapping of these major initiatives along a timeline the product roadmap (Figure 4). The selected projects are 100% strategically driven. Bottom-up: Make good decisions on individual projects, and the portfolio will take care of itself is a commonly accepted philosophy. That is, make sure that your project gating system is working well that gates are accepting good projects, and killing the poor ones and the resulting portfolio will be a solid one. Even better, to ensure strategic alignment, use a scoring model at your project reviews and gates (Figure 2), and include a number of strategic questions in this model. Strategic alignment is all but assured: your portfolio will indeed consist of all on strategy projects (although spending splits may not coincide with strategic priorities). Note that regardless of the strategic approach here, all of these methods presuppose that your business does indeed have a product innovation strategy, something that many businesses lack according to our benchmarking study 5. Goal #4. Pick the Right Number of Projects: Most companies have too many projects underway for the limited resources available 6. The result is pipeline gridlock: projects end up in a queue; they take too long to reach the market; and key activities for example, doing the upfront homework are omitted because of a lack people and time. Thus an over-riding goal is to ensure a balance between resources required for the active projects and resources available. Here are the ways: Resource limits: The value maximization methods (Goal #1) build in a resource limitation rank your projects until out of resources. The same is true of bubble diagrams (Goal #2): the sum of the areas of the bubbles the resources devoted to each project should be a constant, and adding one more project to the diagram requires that another be deleted. Resource capacity analysis: Determine your resource demand: prioritize your projects (best to worst) and add up the resources required by department for all active projects (usually expressed in person-days per month) 7. Project management software, such as MS-Project, enables this roll-up of resource requirements. Then determine the available resources (the supply) per department how much time people have to work on these projects. A department-bydepartment and month-by-month assessment usually reveals that there are too many projects; it suggests a project limit (the point beyond which projects in the prioritized list should be put On Hold); and it identifies which departments are the bottlenecks. Your New Product Process Must Work Before you charge ahead with portfolio management, put first things first: make sure that your new product process or gating system is working well. A majority of product developers have implemented Stage-Gate systems, according to a PDMA study 8, but experience suggests that many are due for an overhaul. An effective new product process is central to portfolio management for two reasons: 1. First, regardless of the sophistication of the portfolio models used, your input data must be sound. And look to your new product process to deliver data integrity. Usually this is not the case. For example, our best practices survey revealed that, in spite of their theoretical rigor, financial models (NPV and ECV) yield the worst portfolios of projects, not because the models are wrong, but because the input data were so much in error. 5
6 2. Second, your gating process should at minimum kill or cull out the bad projects, and in so doing, yield a better portfolio. Again often this does not happen: management confessed to an inability to kill projects, the lack of effective gate criteria, and many projects simply getting a life of their own. Data integrity means that the up-front homework in projects must be done. Many companies have improved the quality of execution and at the same time provided far better data for project selection by implementing a systematic Stage- Gate new product process. Build into your process two stages of homework prior to the beginning of Development (Figure 5): the Scoping Stage, which entails a preliminary market, technical and business assessment Building the Business Case, which involves much more detailed market research (a user needs-and-wants study, competitive analysis, concept tests) along with technical and manufacturing assessments. Incorporating in these two key stages as part of your new product process not only results in better and sharper product definition, a critical success driver, but also much better data as inputs to the various portfolio models above. Conclusion Portfolio management is fundamental to new product success. But it s not as easy as it first seems. Not only must you seek to maximize the value of your portfolio, but the development projects in your portfolio must be appropriately balanced, there must be the right numbers of projects, and finally, the portfolio must be strategically aligned. No one portfolio model can deliver on all four goals, and so best-practice businesses tend to use multiple methods to select their projects. Finally, our studies reveal that any portfolio method outlined above is better than none at all, so our advice is: just do it! - End- An effective new product process also means effective gates. In best-practice businesses, this translates into a menu of specified deliverables for each gate, visible Go/Kill and prioritization criteria at the gates (many companies use scorecards to rate projects at gate meetings), defined gatekeepers per gate, clear gate outputs, and even rules of engagement for the gatekeeping or leadership team of the business. If your gates are weak if they fail to weed out mediocre projects then check yourself against gating bestpractices above. Perhaps it s time to rethink your new product process! 6
7 Additional Reading: 1 This essay is based on a number of books and articles by the authors: R.G. Cooper, S. J. Edgett & E.J. Kleinschmidt, Portfolio Management for New Products. 2 nd Edition, Cambridge, Mass: Perseus Books, 2001; Cooper, R.G., Winning at New Products: Accelerating the Process from Idea to Launch, 3 rd edition. Cambridge, Mass: Perseus Books, 2001; Cooper, R.G., Edgett, S.J. & Kleinschmidt, E.J., Portfolio management in new product development: lessons from the leaders Part I, Research-Technology Management, Sept-Oct 1997, 16-28; Part II, Nov-Dec 1997, Also see: 2 Portfolio management best practice studies: R.G. Cooper, Edgett, S.J. & Kleinschmidt E.J, Best practices for managing R&D portfolios, Research-Technology Management, 41, 4, July-Aug. 1998, 20-33; and: Cooper, R.G., Edgett, S.J. & Kleinschmidt, E.J., New product portfolio management: practices and performance, Journal of Product Innovation Management, 16,4, July 1999, pp For more information on all portfolio methods, see: Portfolio Management for New Products, reference note 1 above. 4 For a discussion of real options theory, see: T. Faulkner, "Applying 'Options Thinking' to R&D Valuation." Research-Technology Management, May-June 1996, pp New product benchmarking studies: Cooper, R.G., "New product leadership: building in the success factors," New Product Development & Innovation Management, 1,2, 1999, ; Cooper, R.G., Product Innovation and Technology Strategy in the Succeeding in Technological Innovation series, Research-Technology Management, 43,1, Jan-Feb. 2000, 28-44; and: Cooper, R.G. & Kleinschmidt, E.J., Winning businesses in product development: critical success factors, Research-Technology Management, 39, 4, July-Aug 1996, See articles in reference note 2; also: Cooper, R.G., Edgett, S.J. & Kleinschmidt, E.J., New problems, new solutions: making portfolio management more effective, Research-Technology Management, 2000, 43, 2, For more on resource capacity analysis, see: Cooper, R.G., The invisible success factors in product innovation, Journal of Product Innovation Management, 16, 2, April 1999, Stage-Gate processes are widely used by the top performing companies. See: A. Griffin, Drivers of NPD Success: The 1997 PDMA Report ( Product Development & Management Association) For more information on Stage- Gate processes, see Winning at New Products, reference note 1; and 7
8 Stage-Gate International is the world's leading full-service provider of solutions which enable organizations to improve their Product Innovation and Portfolio Management capabilities and performance. Our clients include organizations of all sizes across all industries Visit our website and subscribe to receive the latest research, information and complimentary articles to keep you current in product innovation!
Product Innovation Best Practices Series Portfolio Management for New Products: Picking The Winners Reference Paper # 11 By Dr. Robert G. Cooper and Dr. Scott J. Edgett Compliments of: Stage-Gate International
Portfolio Management Software Test Management Sindhu Mylswamy Wipro Technologies Ltd Chennai, India ABSTRACT In more recent times, the Portfolio Management concept has become popular as a way to manage
Got Metrics? So What. L. Michelle Jones Stage-Gate Inc. Product Metrics: The True Measure of Success What product metrics do you track? Do you ask yourself so what? Are you winning? Cooper and Edgett Benchmarking
Benchmarking Best Practices Performance Results and the Role of Senior Management* Introduction: The Quest for Best Practices in Product Innovation Product innovation the development of new and improved
Product Innovation Best Practices Series New Problems, New Solutions: Making Portfolio Management More Effective Reference Paper #9 Dr. Robert G. Cooper Dr. Scott J. Edgett Dr. Elko J. Kleinschmidt Compliments
Product Innovation Best Practices Series Portfolio Management for New Product Development: Results of an Industry Practices Study Reference Paper #13 By Dr. Robert G. Cooper, Dr. Scott J. Edgett and Dr.
Portfolio Management KPIs Master Thesis I.M.J. Schaminée 0724159 15-05-2013 Management summary Without an effective portfolio management process in place, the business suffers many evils: poorquality projects,
New Problems, New Solutions: Making Portfolio Management More Effective Those businesses that implement a systematic process for managing their project portfolios clearly outperform the rest, ongoing research
Product Innovation Best Practices Series DEVELOPING A PRODUCT INNOVATION AND TECHNOLOGY STRATEGY FOR YOUR BUSINESS Reference Paper #39 By Dr. Robert G. Cooper and Dr. Scott J. Edgett Compliments of: Stage-Gate
N e w P r o d u c t I n n o v a t i o n N o. 2 i n a S e r i e s o f P a p e r s Global NP Solutions, LLC Reference Paper Teresa Jurgens-Kowal PhD, PE, NPDP Global NP Solutions, LLC 2323 Clear Lake City
Doing it Right Winning with New Products By: Dr. Robert G. Cooper Product Portfolio Management Solutions Distribution has been made possible by: The GenSight Group with permission through the Stage-Gate
WHITE PAPER June 2011 Project and Portfolio Management for the Innovative Enterprise Accelerating the Rate of Return from Innovation James Ramsay Principal Consultant, CA Technologies Project and Portfolio
DRM ASSOCIATES PORTFOLIO MANAGEMENT CONSULTING Kenneth Crow DRM Associates 2007 DRM Associates. All rights reserved. Unauthorized reproduction or use prohibited. KENNETH CROW 30+ years consulting in product
PRODUCT PORTFOLIO MANAGEMENT Kenneth Crow DRM Associates PD-Trak Solutions 2004 DRM Associates. All rights reserved. Unauthorized reproduction or use prohibited. ABOUT THE WORKSHOP LEADER Kenneth A. Crow
PORTFOLIO DECISION MAKING: A FRAMEWORK & OVERVIEW Copyright Management Roundtable, Inc. 2005-2006. PORTFOLIO DECISION MAKING: A FRAMEWORK & OVERVIEW Definition, Benefits and Enabling Tools In a presentation
Integrating Design for Assembly and Manufacturing Into ITT Industries New Product Development Process Timothy L. Reed ITT Industries May 2004 Key Terms: New Product Revenue, Total Product Cost, Product
Innovation Management Part II Practical Applications PIMA Conference, June 28 th 2004 Iain King, NPDP firstname.lastname@example.org +1.617.290.8126 Agenda What are the challenges for managing innovation? A framework
Product Innovation Best Practices Series MAXIMIZING PRODUCTIVITY IN PRODUCT INNOVATION Reference Paper # 28 Dr. Robert G. Cooper and Dr. Scott J. Edgett Compliments of: Stage-Gate International and Product
New Product Portfolio Management: Practices and Performance Robert G. Cooper, Scott J. Edgett, and Elko J. Kleinschmidt Effective portfolio management is vital to successful product innovation. Portfolio
AEDS 2007 WORKSHOP 26 27 October 2007, Pilsen - Czech Republic EVALUATION OF THE NEW PRODUCT DEVELOPMENT AND R&D PROJECTS Jiří Vacek Keywords: new product development, R&D, stage-gate, probability tree,
THOUGHT LEADERSHIP WHITE PAPER In partnership with Developing a Product Innovation and Technology Strategy for Your Business A framework for developing a product innovation strategy includes defining innovation
Chapter 4 Project Selection and Project Initiation Objectives Understand how to select right projects and why selecting the right projects to work on is important and sometimes difficult for an organization
Corporate Risk Corporate Portfolio Management Capital allocation from a risk-return perspective Premise Aligning the right information with the right people to make effective corporate decisions is one
SEPTEMBER 18, 2013 GETTING BANG FOR BUCK FROM ENTERPRISE PROJECT MANAGEMENT Authored by: Eoghan Young TABLE OF CONTENTS 1 Is there bang for buck from EPM?... 2 2 Smart Spending... 2 3 Right People Right
WINNING BUSINESSES IN PRODUCT DEVELOPMENT: THE CRITICAL SUCCESS FACTORS A formal new product process isn t enough you need a high-quality process, a clear and visible strategy, enough people and money,
Provided by the author(s) and NUI Galway in accordance with publisher policies. Please cite the published version when available. Title Product portfolio management: An analysis of a large medical device
Five steps for creating a winning product portfolio Executive White Paper The strategic importance of portfolio management Business leaders say that one of the top three challenges to generating return
Strategic Marketing Performance Management: Mark Jeffery and Saurabh Mishra Center for Research on Technology and Innovation Kellogg School of Management Email: email@example.com Phone:
Issue in Focus: Product Portfolio Management in a PLM Strategy Closing the Loop on Product Planning Tech-Clarity, Inc. 2010 Table of Contents Table of Contents... 2 Introducing the Issue... 3 First Things
August 2007 Ten Steps to Comprehensive Project Portfolio Management Part 8 More Tips on Step 10 By R. Max Wideman This series of papers has been developed from our work in upgrading TenStep's PortfolioStep.
Aligning Business Strategies and Project Management 1 Table of Contents Introduction... 3 Project Management... 4 Business Strategy... 4 Aligning Business Strategy & Projects... 5 Role of Management...
Metrics Matter MKS Prescribes Five Essential IT Metrics for Success An MKS White Paper Metrics Matter MKS Prescribes Five Essential IT Metrics for Success Page 1 of 5 What s Measured Ongoing application
What is A Competitive Advantage? And Who Needs One? By Linda Henman, Ph.D. Every organization is headed somewhere. Too often, however, that direction is not the result of a conscious choice. Instead, leaders
Ma r k e t i n g RO I : playing to win On the profit scorecard, ROI is the measure that counts. By James D. Lenskold There is no better example of events measured by winners and losers than sports games.
IT'S TIME TO TAKE PRIVATE EQUITY TO by John Stiffler In a challenging economic environment, portfolio management has taken on greater importance. Private equity firms must look at every possible avenue
e C P M 1 5 : P o r t f o l i o M a n a g e m e n t f o r P r i m a v e r a P 6 W e b A c c e s s Capital Budgeting C o l l a b o r a t i v e P r o j e c t M a n a g e m e n t e C P M 1 5 C a p i t a l
A Framework for Developing a Product Innovation and Technology Strategy Conrad Bartels Daal, Group 1, firstname.lastname@example.org Dept. of Information and Computing Sciences, Utrecht University 1.
Valuation of Your Early Drug Candidate By Linda Pullan, Ph.D. www.sharevault.com Toll-free USA 800-380-7652 Worldwide 1-408-717-4955 ShareVault is a registered trademark of Pandesa Corporation dba ShareVault
A world-class enterprise solution for forecasting market demand Aspen Collaborative Demand Manager combines historical and real-time data to generate the most accurate forecasts and manage these forecasts
BizTalk Server 2006 Business Activity Monitoring Microsoft Corporation Published: April 2005 Abstract This paper provides a detailed description of two new Business Activity Monitoring (BAM) features in
Smarter Planet Leadership Series First Tennessee Bank: Analytics drives higher ROI from marketing programs Dan Marks, Chief Marketing Officer, First Tennessee Bank On the path to becoming the Chief Marketing
The optimization maturity model Know where you are so you can move forward Table of contents 1 Digital optimization 2 Optimization maturity model 2 Five levels of optimization maturity 5 Benefits of becoming
B-BPM(1) Transforming vision into value : A BPM System design Case Study Dong LI Professor, Guanghua School of Management, Peking University Abstruct Business Performance Management System is a new trend.
BETTER DATA, BETTER BUSINESS: THE TOP 5 RECRUITMENT KPIs Jointly written by: COPYRIGHT 2012, BULLHORN + INSIGHTSQUARED, ALL RIGHTS RESERVED. Companies today are increasingly competing in a data-centric
A Forrester Total Economic Impact Study Commissioned By SAS Project Director: Dean Davison February 2014 The Total Economic Impact Of SAS Customer Intelligence Solutions Intelligent Advertising For Publishers
Driving change and continuous process improvement Process improvement or PI involves applying tools and techniques to help a company achieve its goals Characteristics Aligned around what customers value
2012 Benchmark Study of Product Development and Management Practices 2012 Benchmark Study of Product Development and Management Practices Contents 1. Introduction 2 2. Participant Profile 3 3. Methodology
S e s s i o n 2 S t r a t e g i c M a n a g e m e n t 1 Session 2 1.4 Levels of Strategic Planning After you ve decided that strategic management is the right tool for your organization, clarifying what
August 2007 Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R. Max Wideman This series of papers has been developed from our work
INNOTAS EBOOK The Transformational CIO The Change Agent That Drives Business Strategy Table of Contents Introduction.... 3 Shifting the Focus to Strategic IT Projects.... 4 Adding Value Through IT Operations....
The Case for EMBA Sponsorship Part 2 - Building Your Case for Sponsorship: Investment & Return In the final part in the blog series discussing The Case for EMBA Sponsorship, Danny Szpiro, Dean of Executive
Digital Enterprise White Paper Multi-Channel Strategies that Deliver Results with the Right Marketing Model About the Authors Vishal Machewad Head Marketing Services Practice Vishal Machewad has over 13
International Journal of Scientific and Research Publications, Volume 4, Issue 10, October 2014 1 Application of Fuzzy Logic in Operation Management Research Preeti Kaushik Assistant Professor, Inderprastha
Stage Gate - Project Management Leadership vs. Management When Noah heard the weather forecast he ordered the building of the Ark that was Leadership What is the Difference between Leadership and Management?
INFORMATION MANAGED Project Management You Can Build On Primavera Solutions for Engineering and Construction Improve Project Performance, Profitability, and Your Bottom Line Demanding owners, ineffective
Teamcenter Portfolio Management project-based budgeting White Paper Deploying the single-solution Teamcenter software across project, finance and operations throughout an enterprise reduces the time and
Project Time Management an essential element to project success Abstract This paper discusses the reasons behind the necessity to apply sound Project Time Management principles and processes to projects
Business Process Services White Paper Social Media Influence: Looking Beyond Activities and Followers About the Author Vandita Bansal Vandita Bansal is a subject matter expert in Analytics and Insights
White Paper from Global Process Innovation by Jim Boots Fourteen Metrics for a BPM Program This white paper presents 14 metrics which may be useful for monitoring progress on a BPM program or initiative.
Outsourced CIO solutions NONPROFITS Empowering your team, investment program and mission I don't love this sky diving theme for this particular brochure - what about something like a crew team? Basically,
Strategic Deployment: A Step- by- Step Process for Planning, Implementing and Managing Change l P.O. Box 270771, Houston, Texas 77277 Phone: 713-882- 5225 Introduction Change. It's the hardest variable
INSURANCE RISK MANAGEMENT ADVISORY SOLUTIONS Transforming risk management into a competitive advantage kpmg.com 2 Transforming risk management into a competitive advantage Assessing risk. Building value.
How Companies are Reinventing their Idea to Launch Methodologies By Robert G. Cooper This article appeared in Research Technology Management March April 2009, Vol 52, No 2, pp 47-57 2009 Stage Gate International
Elements of Technology Strategy: Identification of Key Technologies and Developing Sourcing, Innovation and Balancing Strategies. Presentation to: Saudi Aramco Technical Exchange Meeting (TEM) 2003 Dhahran,
An Oracle White Paper May 2013 The Role of Project and Portfolio Management Systems in Driving Business and IT Strategy Execution Introduction The need to link strategy and project execution is not new.
Self-Assessment A Product Audit Are You Happy with Your Product Results When was the last time you really assessed your products and your organization s ability to create and deliver them to the marketplace?
Project Portfolio Management Montreal Approach Francine Belzile Société de Transport de Montréal Montréal,, Canada ABSTRACT This paper describes how Project Portfolio Management (PPM) is related to strategic
Value Assessment Journey to Realising the Value of an Organisation s Portfolio Fujitsu UK & Ireland - Business & Services By Chris Waite, Fujitsu Businesses today operate in highly competitive environments
Managing Technology Development Projects By Robert G. Cooper This article was published by IEEE Engineering Management Review, Vol. 5, No., First Quarter 007, pp 67-76 007 International is a registered
Innovation Management in Life Sciences Establishing innovation as a core competency to capitalize on the changing healthcare industry Given such rapid change, Life Science companies are considering new
www.pwc.se Unleashing your growth potential Product Innovation and Development Delivering growth and profitability through innovative products and services Knowledge Innovation Unleashing potential PwC
AVANTGARD BUSINESS CREDIT AND COLLECTION RISK ANALYSIS What is the best information and/or risk analysis methodology to use for your credit and collection evaluation needs? Table of contents 1 Introduction
The Business-Centric CIO Issue 2 1 The Business-Centric CIO 2 From the Gartner Files: Using IT Financial Management to Improve Business Outcomes 6 About VMware Today s successful CIOs are not only technology
The seven principles of the latest - method add up to a streamlined, new-product idea-to-launch process. BY ROBERT G. COOPER 18 MM March/April 006 Have you ever wondered why some companies make product
CA Clarity PPM for New Product Development Functional Overview Introduction CA Clarity PPM for New Product Development CA Clarity PPM for NPD enables organizations to meet complex, New Product Development
Customer Engagement What s Your Engagement Ratio? Copyright 2009 Gallup, Inc. All rights reserved. Gallup, CE 11, Q 12, Performance Optimization TM, The Gallup Path, Gallup Poll, Gallup University, Gallup
NONPROFIT PERFORMANCE MANAGEMENT WORKBOOK STRATEGY MAXIMIZE IMPACT PERFORMANCE MEASUREMENT STRATEGY OUR IMPACT STRATEGY IMPACT STRATEGY Our Current Approach Describe what is presently defined or agreed-upon
PENTEGRA RETIREMENT SERVICES QUALIFIED PLAN 401(k) PLA AN DESIGN Building successful outcomes begins with effective plan design BUILDING A SUCCESSFUL 401(k) GETTING IT RIGHT How do you measure the success
2014 Digital Marketing Optimization Survey results Top lessons learned from the leaders Table of contents 1: Introduction 2: Five lessons from the top 20% #1: They test to make decisions 3: #2: They put
Experience the commitment ISSUE PAPER A proven path for improving government debt collection This issue paper describes a proven path to maximizing revenue collection using modern tools and techniques,
Using PRINCE2 and MSP Together Andy Murray, Director, Outperform White Paper October 2010 2 Using PRINCE2 and MSP Together Contents 1 Purpose of this White Paper 3 2 Project and programme management context
GE-MCKINSEY MATRIX MS-Excel & MS-Word Templates User Guide The GE/McKinsey Matrix is a nine-cell (3 by 3) matrix used to perform business portfolio analysis as a step in the strategic planning process.
Market Diversification Program Forward-thinking business leaders regularly evaluate their products, capabilities, and customers. In today s rapidly changing economy, businesses must identify new markets
6 Steps To A Winning Wealth Management Plan We believe everyone should have a thoughtful and specific wealth management strategy. A sports analogy here is appropriate, as many of the same steps are required
5 Keys to Effective Innovation and New Product Development (NPD) Planning Next Copyright Sopheon plc. All rights reserved worldwide. This work is licensed under the Creative Commons Attribution Non-Commercial
August 2007 Ten Steps to Comprehensive Project Portfolio Management Part 1 An Introduction By R. Max Wideman This series of papers has been developed from our work in upgrading TenStep's PortfolioStep.
RG Perspective Aligning IT to the Strategic Plan Why it s permanently number one on your to-do list 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189 www.robbinsgioia.com 2013