By Eric Landree, Richard Silberglitt, Brian G. Chow, Lance Sherry, Michael S. Tseng
This description of the applying of the RAND Corporation1s PortMan portfolio research and administration approach and Delphi consensus-building technique for the nationwide defense organisation (NSA) details Sharing companies (ISS) department highlights how those equipment permit the data-driven research of undertaking portfolios and the allocation of study and improvement (R&D) and operations and upkeep (O&M) assets based on price, threat, and price.
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Extra info for A Delicate Balance: Portfolio Analysis and Management for Intelligence Information Dissemination Programs
More specifically, it allows users to customize parameters related to program funding, as well as project-related expenses such as increases in individual project costs due to inflation and other causes, in order to approximate the real-world conditions under which most organizations operate. 27 28 A Delicate Balance 4. The Delphi method, as part of the portfolio management process, provides not only a mechanism for generating consensus, but also a forum for senior management to address and discuss areas of disagreement.
3 shows a list of the projects and indicates whether each project was above or below the portfolio EV/cost line. Of the 17 projects in the portfolio, nine fell above the EV/cost line and eight below. Projects with a high EV did not necessarily have an EV-to-cost ratio that was better than the portfolio’s average EV-to-cost ratio. 3). However, the project’s cost was sufficiently high that it had a below average EV-to-cost ratio. Another example is project SUPP3, which was among the top six projects according to EV score.
1. However, there may be situations in which supporting a high-risk, high-value project is unavoidable, as is the case with many legacy systems. In addition, over time as projects are no longer supported, they will naturally move from right to left as the technologies and expertise to support them become increasingly difficult to secure. This is the opposite of what occurs with R&D projects, which tend to move from left to right as technologies mature. Therefore, O&M projects located in the upper left quadrant would indicate projects in need of risk mitigation, or possibly candidates for future R&D projects aimed at replacing legacy systems that have become difficult to support.
A Delicate Balance: Portfolio Analysis and Management for Intelligence Information Dissemination Programs by Eric Landree, Richard Silberglitt, Brian G. Chow, Lance Sherry, Michael S. Tseng