http://13.50.150.85/api.php?action=feedcontributions&feedformat=atom&user=ChiarazanonDTU ProjectLab - User contributions [en-gb]2026-07-14T17:40:04ZUser contributionsMediaWiki 1.43.3http://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=77196Portfolio Evaluation Tools2020-03-08T14:40:24Z<p>Chiarazanon: /* Risk Management Process (RMP) */</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first <ref name="Prioritize risks"> Prioritizing Risks http://apppm.man.dtu.dk/index.php/Risk_matrix#cite</ref>. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.<br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down <ref name="NA risk"> Non acceptable risk https://www.cgerisk.com/knowledgebase/Risk_matrices</ref>. <br />
[[File:riskmatrix.jpg|1300px|thumb|center|Risk Matrix|500px]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues <ref name="Ben"> Benefits and Limitations risk matrix https://riskmanagementguru.com/risk-matrices-pros-cons-and-alternatives.html/</ref>. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data <ref name="Ben"> Benefits and Limitations risk matrix https://riskmanagementguru.com/risk-matrices-pros-cons-and-alternatives.html/</ref>.<br />
<br />
=Risk Management Process (RMP)=<br />
Implementing a risk management process is crucial for an organization. It does not require large investment or high level of knowledge to be effective. The RMP can be implemented follow five steps that are briefly explained <ref name="rmp"> RMP steps https://www.clearrisk.com/risk-management-blog/bid/47395/the-risk-management-process-in-5-steps</ref>. <br />
#Identify potential risks <br />In this first process, potential risks and their characteristics are identified. They can be hazard risks, operational risks, financial risks or strategic risks and thus, this phase can involve internal expertise but also external consultants or researcher. Furthermore, it is important to keep this process update because the risk environment is always changing.<br />
#Measure frequency and severity <br /> This step analyses the likelihood of a risk occurring and the impact of it, if it occurs. That process is used to prioritize the risk and therefore, to choose where to spend money and time on. The risk assessment can be done for instance using a risk matrix and it must be kept updated.<br />
#Examine alternative solutions <br /> Once an organization has all the potential risk, some solutions need to be evaluated. Usually there are this options: <br />
#*Accept the risk: the risk is simply accepted because the probability that it happens as well as its severity are low. Accepting the risk does not require any further action. <br />
#*Avoid the risk: the activity that cause this risk must be stopped because it is too dangerous and perhaps an alternative can be found. <br />
#*Risk control: in this case a prevention of that risk is involved to reduce its impact if it occurs. <br />
#*Risk transfer: the risk is transferred to a third part. For instance, a particular activity can be outsourced, or insurance can be purchased.<br />
#Decide which solution to use and implement it <br /> Once all the solutions are listed, the organization will choose one of them and will set up a plan to implement it. <br />
#Monitor result <br /> It is important to track and monitor risks because risk management is a process and not a project and thus, it needs to be constantly revisited on an ongoing base.<br />
<br />
[[File:rmp.jpg|500px|thumb|center|Risk Management Process steps]]<br />
<br />
=Strategic Benchmarking=<br />
<br />
Compares strategies, business approaches and business models in order to strengthen your own strategic planning and determine your strategic priorities. The idea is to understand what strategies underpin successful companies (or teams or business units) and then compare these strategies with your own to identify ways you can be more competitive. <br />
<br />
Use Strategic Benchmarking to:<br /> <br />
<br />
*set aggressive but realistic performance goals for the organization or business process,<br /><br />
*identify ways to improve the organization or business process, <br /><br />
*support a continuous improvement philosophy within the organization, <br /><br />
*predict future trends in the industry, <br /><br />
*identify the organization's competitive position in the marketplace. <br /><br />
<br />
<br />
https://www.bernardmarr.com/default.asp?contentID=1753 <br /><br />
https://it.toolbox.com/blogs/craigborysowich/strategic-benchmarking-overview-120606<br />
<br />
=Project Evaluation and Selection for the Formation of the Optimal Portfolio=<br />
<br />
According to the PMI, the portfolio management process is a series of interrelated processes. This article focuses mainly on the Evaluation, Selection, Prioritization and Portfolio Balancing phases. The processes and tasks described in this section have been recognized as good practices in the discipline of portfolio management. <br /><br />
<br />
http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio <br />
<br />
<br />
=Managing a portfolio of growth options: The strategic tradeoffs between growth and risk=<br />
<br />
How to strategically manage the tradeoffs between growth and risk in a portfolio of growth options is the focus of this article. In the article, we develop a framework to assist leadership teams in determining the relative merits of alternative growth options and identifying those options with the strongest probability of success. The framework critically assesses each option with respect to: <br /><br />
<br />
*The market, revenue and profit growth potential <br /><br />
<br />
*The potential strategic risk <br /><br />
<br />
*The preferred trade-off between growth and risk <br /><br />
<br />
The framework has been developed with the small and medium-sized firm in mind. It can be applied by a firm’s senior management team in a limited period of time, assuming prior research has been undertaken in developing growth options and the right people are at the table. The framework is purposefully flexible; dimensions can be added or deleted, in line with current market dynamics. <br /><br />
<br />
<br />
https://iveybusinessjournal.com/publication/managing-a-portfolio-of-growth-options-the-strategic-tradeoffs-between-growth-and-risk/<br />
<br />
=Benefits Realization Plan=<br />
'''Benefits Realization Plan (BRP)''' is a document that delineates the necessary activities that an organization has to accomplish in order to create, achieve, maximize and sustain the planned benefits. In order to ensure that benefits are realized BRP outlines a timeline and all the resources and tools that are necessary throughout the time period of the project or program <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> It serves as a tool in the [[#Self-link to a section|Benefits Realization Management]] to locate, monitor, and manage all the benefits associated with a program or project <ref name="Department of Finance-Ireland"> UK Department of Finance. An Roinn Airgeadais. Planning for programme and project benefits realisation. Guidance literature, Published 16 January 2007 [Internet]. Available from https://www.finance-ni.gov.uk/articles/planning-programme-and-project-benefits-realisation</ref>. BRP, as defined by the various reports of PMI, is closely related to the Benefits Life Cycle and most of the steps in the two processes present a lot of similarities.<br />
It includes the following main key elements <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref>:<br />
#'''Identification of benefits''': Benefits and associated assumptions, and how each benefit will be achieved. <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <br />
#'''Benefits Analysis''': Metrics, KPIs, and procedures to measure progress against benefits. Financial measures include the Net Present Value (NPV), Return of Investment (ROI), Internal Rate of Return (IRR), Payback Period (PBP) and Benefit-Cost Ratio (BCR). <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> For intangible benefits, the quantification or monetarization requires strong analytical skills and tools such as a comparative or scenario analysis, and cost-benefit and value analysis. <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> <ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref><br />
#'''Benefits realization roles and responsibilities''': Roles and responsibilities required to manage benefits. The roles and the responsible for each project can be assigned when the organization understands all the anticipated benefits throughout the lifetime of the project.<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> According to the PMIs Pulse report 2016 ‘Delivering Value, Focus on benefits during project execution’ even though the responsibility of tracking, analyzing and reporting whether project’s or program’s benefits are achieved is not attributed solely on project managers, they should be the first to report when the outcome is not the intended. Particular roles as defined by PMI can be found [[#Self-link to a section|here]]. <br />
#'''Transition of benefits''': In what way the resulting benefits and capabilities will be transitioned into an operational state to achieve benefits. In addition, it should be also outlined how the results are transitioned to the main stakeholders, individuals, groups, or organizations that are responsible for sustaining the benefits.<br />
#''''Determination and evaluation of benefit achievement''': Processes for determining the extent to which each project or program benefit is achieved prior to formal closure. <br />
#'''Risks''' for realization of benefits. <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref><br />
<br />
<br />
[[#here|Benefits Realization Management (BRM)]] provides organizations with a way to measure how projects and programs add true value to the enterprise <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> and incorporates the activities of managing benefits throughout the life of the project.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> BRM is built on three main axes: Identify, Execute and Sustain benefits. It is an important process in program, project or portfolio management as it gives insights to whether an organization should go through or interrupt the project. According to the PMI Pulse of Profession 2016 organizations with mature BRM practices waste US$112 million less for every US$1 billion invested in projects and programs.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
<br />
<br />
[[#here|Roles and Responsibles]] according to Pulse of the Profession 2016 (2016).<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><br />
*'''Executive sponsor''': Ensures the project or program produces maximum value for the organization.<br />
*'''Benefits or business owner''': Takes overall responsibility for monitoring <br />
*'''Project Manager''': Leads the team responsible for achieving the project objectives.<br />
*'''Program Manager''': Maintains responsibility for the leadership, conduct, and performance of a program.<br />
*'''Portfolio Manager''': Establishes, balances, monitors, and controls portfolio components in order to achieve strategic business objectives.<br />
<br />
= Benefits Sustainment Plan =<br />
<br />
'''Benefits Sustainment Plan (BSP)''' is a tool that is developed so that after the end of a project or a program the achieved benefits will continue to add value to the organization. PMI defines the Benefits Sustainment Plan as ‘’a tool to identify risks, processes, measures, metrics, and tools necessary to ensure the continued realization of the benefits.’’ <ref name="Guiding the PMI"> PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet] Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> It is very important for an organization to work for the sustainment of benefits after the closure of a project or program because this way it maximizes the value that has gained from its implementation. <br />
<br />
Some of the main activities, but not the only ones, of a Benefit Sustainment Plan are the following:<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession® 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
*Conduct a post-project evaluation.<br />
*Communicate recommendations and outcomes of the project or program throughout the organization. <br />
*Manage risks associated with the project’s outcome.<br />
*Compare the actual outcome with what was planned.<br />
*Plan changes to continue monitor performance<br />
<br />
The benefits Sustainment Plan takes place after the closure if the project or program and in many cases it is not performed from the people who planned it. Therefore, it is very important to reassure that a BSP is well structured and executed correctly.<br />
<br />
= Annotated Figures =<br />
<br />
= References =<br />
<references/></div>Chiarazanonhttp://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=77195Portfolio Evaluation Tools2020-03-08T14:39:30Z<p>Chiarazanon: /* Risk Matrix */</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first <ref name="Prioritize risks"> Prioritizing Risks http://apppm.man.dtu.dk/index.php/Risk_matrix#cite</ref>. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.<br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down <ref name="NA risk"> Non acceptable risk https://www.cgerisk.com/knowledgebase/Risk_matrices</ref>. <br />
[[File:riskmatrix.jpg|1300px|thumb|center|Risk Matrix|500px]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues <ref name="Ben"> Benefits and Limitations risk matrix https://riskmanagementguru.com/risk-matrices-pros-cons-and-alternatives.html/</ref>. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data <ref name="Ben"> Benefits and Limitations risk matrix https://riskmanagementguru.com/risk-matrices-pros-cons-and-alternatives.html/</ref>.<br />
<br />
=Risk Management Process (RMP)=<br />
Implementing a risk management process is crucial for an organization. It does not require large investment or high level of knowledge to be effective. The RMP can be implemented follow five steps that are briefly explained <ref name="rmp"> RMP steps https://www.clearrisk.com/risk-management-blog/bid/47395/the-risk-management-process-in-5-steps</ref>. <br />
#Identify potential risks <br />In this first process, potential risks and their characteristics are identified. They can be hazard risks, operational risks, financial risks or strategic risks and thus, this phase can involve internal expertise but also external consultants or researcher. Furthermore, it is important to keep this process update because the risk environment is always changing.<br />
#Measure frequency and severity <br /> This step analyses the likelihood of a risk occurring and the impact of it, if it occurs. That process is used to prioritize the risk and therefore, to choose where to spend money and time on. The risk assessment can be done for instance using a risk matrix and it must be kept updated.<br />
#Examine alternative solutions <br /> Once an organization has all the potential risk, some solutions need to be evaluated. Usually there are this options: <br />
#*Accept the risk: the risk is simply accepted because the probability that it happens as well as its severity are low. Accepting the risk does not require any further action. <br />
#*Avoid the risk: the activity that cause this risk must be stopped because it is too dangerous and perhaps an alternative can be found. <br />
#*Risk control: in this case a prevention of that risk is involved to reduce its impact if it occurs. <br />
#*Risk transfer: the risk is transferred to a third part. For instance, a particular activity can be outsourced, or insurance can be purchased.<br />
#Decide which solution to use and implement it <br /> Once all the solutions are listed, the organization will choose one of them and will set up a plan to implement it. <br />
#Monitor result <br /> It is important to track and monitor risks because risk management is a process and not a project and thus, it needs to be constantly revisited on an ongoing base.<br />
[[File:rmp.jpg|RMP|]]<br />
<br />
=Strategic Benchmarking=<br />
<br />
Compares strategies, business approaches and business models in order to strengthen your own strategic planning and determine your strategic priorities. The idea is to understand what strategies underpin successful companies (or teams or business units) and then compare these strategies with your own to identify ways you can be more competitive. <br />
<br />
Use Strategic Benchmarking to:<br /> <br />
<br />
*set aggressive but realistic performance goals for the organization or business process,<br /><br />
*identify ways to improve the organization or business process, <br /><br />
*support a continuous improvement philosophy within the organization, <br /><br />
*predict future trends in the industry, <br /><br />
*identify the organization's competitive position in the marketplace. <br /><br />
<br />
<br />
https://www.bernardmarr.com/default.asp?contentID=1753 <br /><br />
https://it.toolbox.com/blogs/craigborysowich/strategic-benchmarking-overview-120606<br />
<br />
=Project Evaluation and Selection for the Formation of the Optimal Portfolio=<br />
<br />
According to the PMI, the portfolio management process is a series of interrelated processes. This article focuses mainly on the Evaluation, Selection, Prioritization and Portfolio Balancing phases. The processes and tasks described in this section have been recognized as good practices in the discipline of portfolio management. <br /><br />
<br />
http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio <br />
<br />
<br />
=Managing a portfolio of growth options: The strategic tradeoffs between growth and risk=<br />
<br />
How to strategically manage the tradeoffs between growth and risk in a portfolio of growth options is the focus of this article. In the article, we develop a framework to assist leadership teams in determining the relative merits of alternative growth options and identifying those options with the strongest probability of success. The framework critically assesses each option with respect to: <br /><br />
<br />
*The market, revenue and profit growth potential <br /><br />
<br />
*The potential strategic risk <br /><br />
<br />
*The preferred trade-off between growth and risk <br /><br />
<br />
The framework has been developed with the small and medium-sized firm in mind. It can be applied by a firm’s senior management team in a limited period of time, assuming prior research has been undertaken in developing growth options and the right people are at the table. The framework is purposefully flexible; dimensions can be added or deleted, in line with current market dynamics. <br /><br />
<br />
<br />
https://iveybusinessjournal.com/publication/managing-a-portfolio-of-growth-options-the-strategic-tradeoffs-between-growth-and-risk/<br />
<br />
=Benefits Realization Plan=<br />
'''Benefits Realization Plan (BRP)''' is a document that delineates the necessary activities that an organization has to accomplish in order to create, achieve, maximize and sustain the planned benefits. In order to ensure that benefits are realized BRP outlines a timeline and all the resources and tools that are necessary throughout the time period of the project or program <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> It serves as a tool in the [[#Self-link to a section|Benefits Realization Management]] to locate, monitor, and manage all the benefits associated with a program or project <ref name="Department of Finance-Ireland"> UK Department of Finance. An Roinn Airgeadais. Planning for programme and project benefits realisation. Guidance literature, Published 16 January 2007 [Internet]. Available from https://www.finance-ni.gov.uk/articles/planning-programme-and-project-benefits-realisation</ref>. BRP, as defined by the various reports of PMI, is closely related to the Benefits Life Cycle and most of the steps in the two processes present a lot of similarities.<br />
It includes the following main key elements <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref>:<br />
#'''Identification of benefits''': Benefits and associated assumptions, and how each benefit will be achieved. <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <br />
#'''Benefits Analysis''': Metrics, KPIs, and procedures to measure progress against benefits. Financial measures include the Net Present Value (NPV), Return of Investment (ROI), Internal Rate of Return (IRR), Payback Period (PBP) and Benefit-Cost Ratio (BCR). <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> For intangible benefits, the quantification or monetarization requires strong analytical skills and tools such as a comparative or scenario analysis, and cost-benefit and value analysis. <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> <ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref><br />
#'''Benefits realization roles and responsibilities''': Roles and responsibilities required to manage benefits. The roles and the responsible for each project can be assigned when the organization understands all the anticipated benefits throughout the lifetime of the project.<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> According to the PMIs Pulse report 2016 ‘Delivering Value, Focus on benefits during project execution’ even though the responsibility of tracking, analyzing and reporting whether project’s or program’s benefits are achieved is not attributed solely on project managers, they should be the first to report when the outcome is not the intended. Particular roles as defined by PMI can be found [[#Self-link to a section|here]]. <br />
#'''Transition of benefits''': In what way the resulting benefits and capabilities will be transitioned into an operational state to achieve benefits. In addition, it should be also outlined how the results are transitioned to the main stakeholders, individuals, groups, or organizations that are responsible for sustaining the benefits.<br />
#''''Determination and evaluation of benefit achievement''': Processes for determining the extent to which each project or program benefit is achieved prior to formal closure. <br />
#'''Risks''' for realization of benefits. <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref><br />
<br />
<br />
[[#here|Benefits Realization Management (BRM)]] provides organizations with a way to measure how projects and programs add true value to the enterprise <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> and incorporates the activities of managing benefits throughout the life of the project.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> BRM is built on three main axes: Identify, Execute and Sustain benefits. It is an important process in program, project or portfolio management as it gives insights to whether an organization should go through or interrupt the project. According to the PMI Pulse of Profession 2016 organizations with mature BRM practices waste US$112 million less for every US$1 billion invested in projects and programs.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
<br />
<br />
[[#here|Roles and Responsibles]] according to Pulse of the Profession 2016 (2016).<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><br />
*'''Executive sponsor''': Ensures the project or program produces maximum value for the organization.<br />
*'''Benefits or business owner''': Takes overall responsibility for monitoring <br />
*'''Project Manager''': Leads the team responsible for achieving the project objectives.<br />
*'''Program Manager''': Maintains responsibility for the leadership, conduct, and performance of a program.<br />
*'''Portfolio Manager''': Establishes, balances, monitors, and controls portfolio components in order to achieve strategic business objectives.<br />
<br />
= Benefits Sustainment Plan =<br />
<br />
'''Benefits Sustainment Plan (BSP)''' is a tool that is developed so that after the end of a project or a program the achieved benefits will continue to add value to the organization. PMI defines the Benefits Sustainment Plan as ‘’a tool to identify risks, processes, measures, metrics, and tools necessary to ensure the continued realization of the benefits.’’ <ref name="Guiding the PMI"> PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet] Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> It is very important for an organization to work for the sustainment of benefits after the closure of a project or program because this way it maximizes the value that has gained from its implementation. <br />
<br />
Some of the main activities, but not the only ones, of a Benefit Sustainment Plan are the following:<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession® 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
*Conduct a post-project evaluation.<br />
*Communicate recommendations and outcomes of the project or program throughout the organization. <br />
*Manage risks associated with the project’s outcome.<br />
*Compare the actual outcome with what was planned.<br />
*Plan changes to continue monitor performance<br />
<br />
The benefits Sustainment Plan takes place after the closure if the project or program and in many cases it is not performed from the people who planned it. Therefore, it is very important to reassure that a BSP is well structured and executed correctly.<br />
<br />
= Annotated Figures =<br />
<br />
= References =<br />
<references/></div>Chiarazanonhttp://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=77194Portfolio Evaluation Tools2020-03-08T14:39:08Z<p>Chiarazanon: /* Risk Matrix */</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first <ref name="Prioritize risks"> Prioritizing Risks http://apppm.man.dtu.dk/index.php/Risk_matrix#cite</ref>. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.<br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down <ref name="NA risk"> Non acceptable risk https://www.cgerisk.com/knowledgebase/Risk_matrices</ref>. <br />
[[File:riskmatrix.jpg|1300px|thumb|center|Risk Matrix]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues <ref name="Ben"> Benefits and Limitations risk matrix https://riskmanagementguru.com/risk-matrices-pros-cons-and-alternatives.html/</ref>. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data <ref name="Ben"> Benefits and Limitations risk matrix https://riskmanagementguru.com/risk-matrices-pros-cons-and-alternatives.html/</ref>.<br />
<br />
=Risk Management Process (RMP)=<br />
Implementing a risk management process is crucial for an organization. It does not require large investment or high level of knowledge to be effective. The RMP can be implemented follow five steps that are briefly explained <ref name="rmp"> RMP steps https://www.clearrisk.com/risk-management-blog/bid/47395/the-risk-management-process-in-5-steps</ref>. <br />
#Identify potential risks <br />In this first process, potential risks and their characteristics are identified. They can be hazard risks, operational risks, financial risks or strategic risks and thus, this phase can involve internal expertise but also external consultants or researcher. Furthermore, it is important to keep this process update because the risk environment is always changing.<br />
#Measure frequency and severity <br /> This step analyses the likelihood of a risk occurring and the impact of it, if it occurs. That process is used to prioritize the risk and therefore, to choose where to spend money and time on. The risk assessment can be done for instance using a risk matrix and it must be kept updated.<br />
#Examine alternative solutions <br /> Once an organization has all the potential risk, some solutions need to be evaluated. Usually there are this options: <br />
#*Accept the risk: the risk is simply accepted because the probability that it happens as well as its severity are low. Accepting the risk does not require any further action. <br />
#*Avoid the risk: the activity that cause this risk must be stopped because it is too dangerous and perhaps an alternative can be found. <br />
#*Risk control: in this case a prevention of that risk is involved to reduce its impact if it occurs. <br />
#*Risk transfer: the risk is transferred to a third part. For instance, a particular activity can be outsourced, or insurance can be purchased.<br />
#Decide which solution to use and implement it <br /> Once all the solutions are listed, the organization will choose one of them and will set up a plan to implement it. <br />
#Monitor result <br /> It is important to track and monitor risks because risk management is a process and not a project and thus, it needs to be constantly revisited on an ongoing base.<br />
[[File:rmp.jpg|RMP|]]<br />
<br />
=Strategic Benchmarking=<br />
<br />
Compares strategies, business approaches and business models in order to strengthen your own strategic planning and determine your strategic priorities. The idea is to understand what strategies underpin successful companies (or teams or business units) and then compare these strategies with your own to identify ways you can be more competitive. <br />
<br />
Use Strategic Benchmarking to:<br /> <br />
<br />
*set aggressive but realistic performance goals for the organization or business process,<br /><br />
*identify ways to improve the organization or business process, <br /><br />
*support a continuous improvement philosophy within the organization, <br /><br />
*predict future trends in the industry, <br /><br />
*identify the organization's competitive position in the marketplace. <br /><br />
<br />
<br />
https://www.bernardmarr.com/default.asp?contentID=1753 <br /><br />
https://it.toolbox.com/blogs/craigborysowich/strategic-benchmarking-overview-120606<br />
<br />
=Project Evaluation and Selection for the Formation of the Optimal Portfolio=<br />
<br />
According to the PMI, the portfolio management process is a series of interrelated processes. This article focuses mainly on the Evaluation, Selection, Prioritization and Portfolio Balancing phases. The processes and tasks described in this section have been recognized as good practices in the discipline of portfolio management. <br /><br />
<br />
http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio <br />
<br />
<br />
=Managing a portfolio of growth options: The strategic tradeoffs between growth and risk=<br />
<br />
How to strategically manage the tradeoffs between growth and risk in a portfolio of growth options is the focus of this article. In the article, we develop a framework to assist leadership teams in determining the relative merits of alternative growth options and identifying those options with the strongest probability of success. The framework critically assesses each option with respect to: <br /><br />
<br />
*The market, revenue and profit growth potential <br /><br />
<br />
*The potential strategic risk <br /><br />
<br />
*The preferred trade-off between growth and risk <br /><br />
<br />
The framework has been developed with the small and medium-sized firm in mind. It can be applied by a firm’s senior management team in a limited period of time, assuming prior research has been undertaken in developing growth options and the right people are at the table. The framework is purposefully flexible; dimensions can be added or deleted, in line with current market dynamics. <br /><br />
<br />
<br />
https://iveybusinessjournal.com/publication/managing-a-portfolio-of-growth-options-the-strategic-tradeoffs-between-growth-and-risk/<br />
<br />
=Benefits Realization Plan=<br />
'''Benefits Realization Plan (BRP)''' is a document that delineates the necessary activities that an organization has to accomplish in order to create, achieve, maximize and sustain the planned benefits. In order to ensure that benefits are realized BRP outlines a timeline and all the resources and tools that are necessary throughout the time period of the project or program <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> It serves as a tool in the [[#Self-link to a section|Benefits Realization Management]] to locate, monitor, and manage all the benefits associated with a program or project <ref name="Department of Finance-Ireland"> UK Department of Finance. An Roinn Airgeadais. Planning for programme and project benefits realisation. Guidance literature, Published 16 January 2007 [Internet]. Available from https://www.finance-ni.gov.uk/articles/planning-programme-and-project-benefits-realisation</ref>. BRP, as defined by the various reports of PMI, is closely related to the Benefits Life Cycle and most of the steps in the two processes present a lot of similarities.<br />
It includes the following main key elements <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref>:<br />
#'''Identification of benefits''': Benefits and associated assumptions, and how each benefit will be achieved. <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <br />
#'''Benefits Analysis''': Metrics, KPIs, and procedures to measure progress against benefits. Financial measures include the Net Present Value (NPV), Return of Investment (ROI), Internal Rate of Return (IRR), Payback Period (PBP) and Benefit-Cost Ratio (BCR). <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> For intangible benefits, the quantification or monetarization requires strong analytical skills and tools such as a comparative or scenario analysis, and cost-benefit and value analysis. <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> <ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref><br />
#'''Benefits realization roles and responsibilities''': Roles and responsibilities required to manage benefits. The roles and the responsible for each project can be assigned when the organization understands all the anticipated benefits throughout the lifetime of the project.<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> According to the PMIs Pulse report 2016 ‘Delivering Value, Focus on benefits during project execution’ even though the responsibility of tracking, analyzing and reporting whether project’s or program’s benefits are achieved is not attributed solely on project managers, they should be the first to report when the outcome is not the intended. Particular roles as defined by PMI can be found [[#Self-link to a section|here]]. <br />
#'''Transition of benefits''': In what way the resulting benefits and capabilities will be transitioned into an operational state to achieve benefits. In addition, it should be also outlined how the results are transitioned to the main stakeholders, individuals, groups, or organizations that are responsible for sustaining the benefits.<br />
#''''Determination and evaluation of benefit achievement''': Processes for determining the extent to which each project or program benefit is achieved prior to formal closure. <br />
#'''Risks''' for realization of benefits. <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref><br />
<br />
<br />
[[#here|Benefits Realization Management (BRM)]] provides organizations with a way to measure how projects and programs add true value to the enterprise <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> and incorporates the activities of managing benefits throughout the life of the project.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> BRM is built on three main axes: Identify, Execute and Sustain benefits. It is an important process in program, project or portfolio management as it gives insights to whether an organization should go through or interrupt the project. According to the PMI Pulse of Profession 2016 organizations with mature BRM practices waste US$112 million less for every US$1 billion invested in projects and programs.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
<br />
<br />
[[#here|Roles and Responsibles]] according to Pulse of the Profession 2016 (2016).<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><br />
*'''Executive sponsor''': Ensures the project or program produces maximum value for the organization.<br />
*'''Benefits or business owner''': Takes overall responsibility for monitoring <br />
*'''Project Manager''': Leads the team responsible for achieving the project objectives.<br />
*'''Program Manager''': Maintains responsibility for the leadership, conduct, and performance of a program.<br />
*'''Portfolio Manager''': Establishes, balances, monitors, and controls portfolio components in order to achieve strategic business objectives.<br />
<br />
= Benefits Sustainment Plan =<br />
<br />
'''Benefits Sustainment Plan (BSP)''' is a tool that is developed so that after the end of a project or a program the achieved benefits will continue to add value to the organization. PMI defines the Benefits Sustainment Plan as ‘’a tool to identify risks, processes, measures, metrics, and tools necessary to ensure the continued realization of the benefits.’’ <ref name="Guiding the PMI"> PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet] Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> It is very important for an organization to work for the sustainment of benefits after the closure of a project or program because this way it maximizes the value that has gained from its implementation. <br />
<br />
Some of the main activities, but not the only ones, of a Benefit Sustainment Plan are the following:<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession® 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
*Conduct a post-project evaluation.<br />
*Communicate recommendations and outcomes of the project or program throughout the organization. <br />
*Manage risks associated with the project’s outcome.<br />
*Compare the actual outcome with what was planned.<br />
*Plan changes to continue monitor performance<br />
<br />
The benefits Sustainment Plan takes place after the closure if the project or program and in many cases it is not performed from the people who planned it. Therefore, it is very important to reassure that a BSP is well structured and executed correctly.<br />
<br />
= Annotated Figures =<br />
<br />
= References =<br />
<references/></div>Chiarazanonhttp://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=77165Portfolio Evaluation Tools2020-03-08T13:43:12Z<p>Chiarazanon: /* Risk Management Process (RMP) */</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first <ref name="Prioritize risks"> Prioritizing Risks http://apppm.man.dtu.dk/index.php/Risk_matrix#cite</ref>. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.<br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down <ref name="NA risk"> Non acceptable risk https://www.cgerisk.com/knowledgebase/Risk_matrices</ref>. <br />
[[File:riskmatrix.jpg|Risk Matrix|500px]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues <ref name="Ben"> Benefits and Limitations risk matrix https://riskmanagementguru.com/risk-matrices-pros-cons-and-alternatives.html/</ref>. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data <ref name="Ben"> Benefits and Limitations risk matrix https://riskmanagementguru.com/risk-matrices-pros-cons-and-alternatives.html/</ref>.<br />
<br />
=Risk Management Process (RMP)=<br />
Implementing a risk management process is crucial for an organization. It does not require large investment or high level of knowledge to be effective. The RMP can be implemented follow five steps that are briefly explained <ref name="rmp"> RMP steps https://www.clearrisk.com/risk-management-blog/bid/47395/the-risk-management-process-in-5-steps</ref>. <br />
#Identify potential risks <br />In this first process, potential risks and their characteristics are identified. They can be hazard risks, operational risks, financial risks or strategic risks and thus, this phase can involve internal expertise but also external consultants or researcher. Furthermore, it is important to keep this process update because the risk environment is always changing.<br />
#Measure frequency and severity <br /> This step analyses the likelihood of a risk occurring and the impact of it, if it occurs. That process is used to prioritize the risk and therefore, to choose where to spend money and time on. The risk assessment can be done for instance using a risk matrix and it must be kept updated.<br />
#Examine alternative solutions <br /> Once an organization has all the potential risk, some solutions need to be evaluated. Usually there are this options: <br />
#*Accept the risk: the risk is simply accepted because the probability that it happens as well as its severity are low. Accepting the risk does not require any further action. <br />
#*Avoid the risk: the activity that cause this risk must be stopped because it is too dangerous and perhaps an alternative can be found. <br />
#*Risk control: in this case a prevention of that risk is involved to reduce its impact if it occurs. <br />
#*Risk transfer: the risk is transferred to a third part. For instance, a particular activity can be outsourced, or insurance can be purchased.<br />
#Decide which solution to use and implement it <br /> Once all the solutions are listed, the organization will choose one of them and will set up a plan to implement it. <br />
#Monitor result <br /> It is important to track and monitor risks because risk management is a process and not a project and thus, it needs to be constantly revisited on an ongoing base.<br />
[[File:rmp.jpg|RMP|]]<br />
<br />
=Strategic Benchmarking=<br />
<br />
Compares strategies, business approaches and business models in order to strengthen your own strategic planning and determine your strategic priorities. The idea is to understand what strategies underpin successful companies (or teams or business units) and then compare these strategies with your own to identify ways you can be more competitive. <br />
<br />
Use Strategic Benchmarking to:<br /> <br />
<br />
*set aggressive but realistic performance goals for the organization or business process,<br /><br />
*identify ways to improve the organization or business process, <br /><br />
*support a continuous improvement philosophy within the organization, <br /><br />
*predict future trends in the industry, <br /><br />
*identify the organization's competitive position in the marketplace. <br /><br />
<br />
<br />
https://www.bernardmarr.com/default.asp?contentID=1753 <br /><br />
https://it.toolbox.com/blogs/craigborysowich/strategic-benchmarking-overview-120606<br />
<br />
=Project Evaluation and Selection for the Formation of the Optimal Portfolio=<br />
<br />
According to the PMI, the portfolio management process is a series of interrelated processes. This article focuses mainly on the Evaluation, Selection, Prioritization and Portfolio Balancing phases. The processes and tasks described in this section have been recognized as good practices in the discipline of portfolio management. <br /><br />
<br />
http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio <br />
<br />
<br />
=Managing a portfolio of growth options: The strategic tradeoffs between growth and risk=<br />
<br />
How to strategically manage the tradeoffs between growth and risk in a portfolio of growth options is the focus of this article. In the article, we develop a framework to assist leadership teams in determining the relative merits of alternative growth options and identifying those options with the strongest probability of success. The framework critically assesses each option with respect to: <br /><br />
<br />
*The market, revenue and profit growth potential <br /><br />
<br />
*The potential strategic risk <br /><br />
<br />
*The preferred trade-off between growth and risk <br /><br />
<br />
The framework has been developed with the small and medium-sized firm in mind. It can be applied by a firm’s senior management team in a limited period of time, assuming prior research has been undertaken in developing growth options and the right people are at the table. The framework is purposefully flexible; dimensions can be added or deleted, in line with current market dynamics. <br /><br />
<br />
<br />
https://iveybusinessjournal.com/publication/managing-a-portfolio-of-growth-options-the-strategic-tradeoffs-between-growth-and-risk/<br />
<br />
=Benefits Realization Plan=<br />
'''Benefits Realization Plan (BRP)''' is a document that delineates the necessary activities that an organization has to accomplish in order to create, achieve, maximize and sustain the planned benefits. In order to ensure that benefits are realized BRP outlines a timeline and all the resources and tools that are necessary throughout the time period of the project or program <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> It serves as a tool in the [[#Self-link to a section|Benefits Realization Management]] to locate, monitor, and manage all the benefits associated with a program or project <ref name="Department of Finance-Ireland"> UK Department of Finance. An Roinn Airgeadais. Planning for programme and project benefits realisation. Guidance literature, Published 16 January 2007 [Internet]. Available from https://www.finance-ni.gov.uk/articles/planning-programme-and-project-benefits-realisation</ref>. BRP, as defined by the various reports of PMI, is closely related to the Benefits Life Cycle and most of the steps in the two processes present a lot of similarities.<br />
It includes the following main key elements <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref>:<br />
#'''Identification of benefits''': Benefits and associated assumptions, and how each benefit will be achieved. <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <br />
#'''Benefits Analysis''': Metrics, KPIs, and procedures to measure progress against benefits. Financial measures include the Net Present Value (NPV), Return of Investment (ROI), Internal Rate of Return (IRR), Payback Period (PBP) and Benefit-Cost Ratio (BCR). <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> For intangible benefits, the quantification or monetarization requires strong analytical skills and tools such as a comparative or scenario analysis, and cost-benefit and value analysis. <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> <ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref><br />
#'''Benefits realization roles and responsibilities''': Roles and responsibilities required to manage benefits. The roles and the responsible for each project can be assigned when the organization understands all the anticipated benefits throughout the lifetime of the project.<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> According to the PMIs Pulse report 2016 ‘Delivering Value, Focus on benefits during project execution’ even though the responsibility of tracking, analyzing and reporting whether project’s or program’s benefits are achieved is not attributed solely on project managers, they should be the first to report when the outcome is not the intended. Particular roles as defined by PMI can be found [[#Self-link to a section|here]]. <br />
#'''Transition of benefits''': In what way the resulting benefits and capabilities will be transitioned into an operational state to achieve benefits. In addition, it should be also outlined how the results are transitioned to the main stakeholders, individuals, groups, or organizations that are responsible for sustaining the benefits.<br />
#''''Determination and evaluation of benefit achievement''': Processes for determining the extent to which each project or program benefit is achieved prior to formal closure. <br />
#'''Risks''' for realization of benefits. <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref><br />
<br />
<br />
[[#here|Benefits Realization Management (BRM)]] provides organizations with a way to measure how projects and programs add true value to the enterprise <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> and incorporates the activities of managing benefits throughout the life of the project.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> BRM is built on three main axes: Identify, Execute and Sustain benefits. It is an important process in program, project or portfolio management as it gives insights to whether an organization should go through or interrupt the project. According to the PMI Pulse of Profession 2016 organizations with mature BRM practices waste US$112 million less for every US$1 billion invested in projects and programs.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
<br />
<br />
[[#here|Roles and Responsibles]] according to Pulse of the Profession 2016 (2016).<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><br />
*'''Executive sponsor''': Ensures the project or program produces maximum value for the organization.<br />
*'''Benefits or business owner''': Takes overall responsibility for monitoring <br />
*'''Project Manager''': Leads the team responsible for achieving the project objectives.<br />
*'''Program Manager''': Maintains responsibility for the leadership, conduct, and performance of a program.<br />
*'''Portfolio Manager''': Establishes, balances, monitors, and controls portfolio components in order to achieve strategic business objectives.<br />
<br />
= Benefits Sustainment Plan =<br />
<br />
'''Benefits Sustainment Plan (BSP)''' is a tool that is developed so that after the end of a project or a program the achieved benefits will continue to add value to the organization. PMI defines the Benefits Sustainment Plan as ‘’a tool to identify risks, processes, measures, metrics, and tools necessary to ensure the continued realization of the benefits.’’ <ref name="Guiding the PMI"> PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet] Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> It is very important for an organization to work for the sustainment of benefits after the closure of a project or program because this way it maximizes the value that has gained from its implementation. <br />
<br />
Some of the main activities, but not the only ones, of a Benefit Sustainment Plan are the following:<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession® 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
*Conduct a post-project evaluation.<br />
*Communicate recommendations and outcomes of the project or program throughout the organization. <br />
*Manage risks associated with the project’s outcome.<br />
*Compare the actual outcome with what was planned.<br />
*Plan changes to continue monitor performance<br />
<br />
The benefits Sustainment Plan takes place after the closure if the project or program and in many cases it is not performed from the people who planned it. Therefore, it is very important to reassure that a BSP is well structured and executed correctly.<br />
<br />
= Annotated Figures =<br />
<br />
= References =<br />
<references/></div>Chiarazanonhttp://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=77163Portfolio Evaluation Tools2020-03-08T13:40:50Z<p>Chiarazanon: /* Risk Matrix */</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first <ref name="Prioritize risks"> Prioritizing Risks http://apppm.man.dtu.dk/index.php/Risk_matrix#cite</ref>. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.<br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down <ref name="NA risk"> Non acceptable risk https://www.cgerisk.com/knowledgebase/Risk_matrices</ref>. <br />
[[File:riskmatrix.jpg|Risk Matrix|500px]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues <ref name="Ben"> Benefits and Limitations risk matrix https://riskmanagementguru.com/risk-matrices-pros-cons-and-alternatives.html/</ref>. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data <ref name="Ben"> Benefits and Limitations risk matrix https://riskmanagementguru.com/risk-matrices-pros-cons-and-alternatives.html/</ref>.<br />
<br />
=Risk Management Process (RMP)=<br />
Implementing a risk management process is crucial for an organization. It does not require large investment or high level of knowledge to be effective. The RMP can be implemented follow five steps that are briefly explained. <br />
#Identify potential risks <br />In this first process, potential risks and their characteristics are identified. They can be hazard risks, operational risks, financial risks or strategic risks and thus, this phase can involve internal expertise but also external consultants or researcher. Furthermore, it is important to keep this process update because the risk environment is always changing.<br />
#Measure frequency and severity <br /> This step analyses the likelihood of a risk occurring and the impact of it, if it occurs. That process is used to prioritize the risk and therefore, to choose where to spend money and time on. The risk assessment can be done for instance using a risk matrix and it must be kept updated.<br />
#Examine alternative solutions <br /> Once an organization has all the potential risk, some solutions need to be evaluated. Usually there are this options: <br />
#*Accept the risk: the risk is simply accepted because the probability that it happens as well as its severity are low. Accepting the risk does not require any further action. <br />
#*Avoid the risk: the activity that cause this risk must be stopped because it is too dangerous and perhaps an alternative can be found. <br />
#*Risk control: in this case a prevention of that risk is involved to reduce its impact if it occurs. <br />
#*Risk transfer: the risk is transferred to a third part. For instance, a particular activity can be outsourced, or insurance can be purchased.<br />
#Decide which solution to use and implement it <br /> Once all the solutions are listed, the organization will choose one of them and will set up a plan to implement it. <br />
#Monitor result <br /> It is important to track and monitor risks because risk management is a process and not a project and thus, it needs to be constantly revisited on an ongoing base.<br />
[[File:rmp.jpg|RMP|]]<br />
<br />
<br />
=Strategic Benchmarking=<br />
<br />
Compares strategies, business approaches and business models in order to strengthen your own strategic planning and determine your strategic priorities. The idea is to understand what strategies underpin successful companies (or teams or business units) and then compare these strategies with your own to identify ways you can be more competitive. <br />
<br />
Use Strategic Benchmarking to:<br /> <br />
<br />
*set aggressive but realistic performance goals for the organization or business process,<br /><br />
*identify ways to improve the organization or business process, <br /><br />
*support a continuous improvement philosophy within the organization, <br /><br />
*predict future trends in the industry, <br /><br />
*identify the organization's competitive position in the marketplace. <br /><br />
<br />
<br />
https://www.bernardmarr.com/default.asp?contentID=1753 <br /><br />
https://it.toolbox.com/blogs/craigborysowich/strategic-benchmarking-overview-120606<br />
<br />
=Project Evaluation and Selection for the Formation of the Optimal Portfolio=<br />
<br />
According to the PMI, the portfolio management process is a series of interrelated processes. This article focuses mainly on the Evaluation, Selection, Prioritization and Portfolio Balancing phases. The processes and tasks described in this section have been recognized as good practices in the discipline of portfolio management. <br /><br />
<br />
http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio <br />
<br />
<br />
=Managing a portfolio of growth options: The strategic tradeoffs between growth and risk=<br />
<br />
How to strategically manage the tradeoffs between growth and risk in a portfolio of growth options is the focus of this article. In the article, we develop a framework to assist leadership teams in determining the relative merits of alternative growth options and identifying those options with the strongest probability of success. The framework critically assesses each option with respect to: <br /><br />
<br />
*The market, revenue and profit growth potential <br /><br />
<br />
*The potential strategic risk <br /><br />
<br />
*The preferred trade-off between growth and risk <br /><br />
<br />
The framework has been developed with the small and medium-sized firm in mind. It can be applied by a firm’s senior management team in a limited period of time, assuming prior research has been undertaken in developing growth options and the right people are at the table. The framework is purposefully flexible; dimensions can be added or deleted, in line with current market dynamics. <br /><br />
<br />
<br />
https://iveybusinessjournal.com/publication/managing-a-portfolio-of-growth-options-the-strategic-tradeoffs-between-growth-and-risk/<br />
<br />
=Benefits Realization Plan=<br />
'''Benefits Realization Plan (BRP)''' is a document that delineates the necessary activities that an organization has to accomplish in order to create, achieve, maximize and sustain the planned benefits. In order to ensure that benefits are realized BRP outlines a timeline and all the resources and tools that are necessary throughout the time period of the project or program <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> It serves as a tool in the [[#Self-link to a section|Benefits Realization Management]] to locate, monitor, and manage all the benefits associated with a program or project <ref name="Department of Finance-Ireland"> UK Department of Finance. An Roinn Airgeadais. Planning for programme and project benefits realisation. Guidance literature, Published 16 January 2007 [Internet]. Available from https://www.finance-ni.gov.uk/articles/planning-programme-and-project-benefits-realisation</ref>. BRP, as defined by the various reports of PMI, is closely related to the Benefits Life Cycle and most of the steps in the two processes present a lot of similarities.<br />
It includes the following main key elements <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref>:<br />
#'''Identification of benefits''': Benefits and associated assumptions, and how each benefit will be achieved. <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <br />
#'''Benefits Analysis''': Metrics, KPIs, and procedures to measure progress against benefits. Financial measures include the Net Present Value (NPV), Return of Investment (ROI), Internal Rate of Return (IRR), Payback Period (PBP) and Benefit-Cost Ratio (BCR). <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> For intangible benefits, the quantification or monetarization requires strong analytical skills and tools such as a comparative or scenario analysis, and cost-benefit and value analysis. <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> <ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref><br />
#'''Benefits realization roles and responsibilities''': Roles and responsibilities required to manage benefits. The roles and the responsible for each project can be assigned when the organization understands all the anticipated benefits throughout the lifetime of the project.<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> According to the PMIs Pulse report 2016 ‘Delivering Value, Focus on benefits during project execution’ even though the responsibility of tracking, analyzing and reporting whether project’s or program’s benefits are achieved is not attributed solely on project managers, they should be the first to report when the outcome is not the intended. Particular roles as defined by PMI can be found [[#Self-link to a section|here]]. <br />
#'''Transition of benefits''': In what way the resulting benefits and capabilities will be transitioned into an operational state to achieve benefits. In addition, it should be also outlined how the results are transitioned to the main stakeholders, individuals, groups, or organizations that are responsible for sustaining the benefits.<br />
#''''Determination and evaluation of benefit achievement''': Processes for determining the extent to which each project or program benefit is achieved prior to formal closure. <br />
#'''Risks''' for realization of benefits. <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref><br />
<br />
<br />
[[#here|Benefits Realization Management (BRM)]] provides organizations with a way to measure how projects and programs add true value to the enterprise <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> and incorporates the activities of managing benefits throughout the life of the project.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> BRM is built on three main axes: Identify, Execute and Sustain benefits. It is an important process in program, project or portfolio management as it gives insights to whether an organization should go through or interrupt the project. According to the PMI Pulse of Profession 2016 organizations with mature BRM practices waste US$112 million less for every US$1 billion invested in projects and programs.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
<br />
<br />
[[#here|Roles and Responsibles]] according to Pulse of the Profession 2016 (2016).<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><br />
*'''Executive sponsor''': Ensures the project or program produces maximum value for the organization.<br />
*'''Benefits or business owner''': Takes overall responsibility for monitoring <br />
*'''Project Manager''': Leads the team responsible for achieving the project objectives.<br />
*'''Program Manager''': Maintains responsibility for the leadership, conduct, and performance of a program.<br />
*'''Portfolio Manager''': Establishes, balances, monitors, and controls portfolio components in order to achieve strategic business objectives.<br />
<br />
= Benefits Sustainment Plan =<br />
<br />
'''Benefits Sustainment Plan (BSP)''' is a tool that is developed so that after the end of a project or a program the achieved benefits will continue to add value to the organization. PMI defines the Benefits Sustainment Plan as ‘’a tool to identify risks, processes, measures, metrics, and tools necessary to ensure the continued realization of the benefits.’’ <ref name="Guiding the PMI"> PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet] Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> It is very important for an organization to work for the sustainment of benefits after the closure of a project or program because this way it maximizes the value that has gained from its implementation. <br />
<br />
Some of the main activities, but not the only ones, of a Benefit Sustainment Plan are the following:<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession® 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
*Conduct a post-project evaluation.<br />
*Communicate recommendations and outcomes of the project or program throughout the organization. <br />
*Manage risks associated with the project’s outcome.<br />
*Compare the actual outcome with what was planned.<br />
*Plan changes to continue monitor performance<br />
<br />
The benefits Sustainment Plan takes place after the closure if the project or program and in many cases it is not performed from the people who planned it. Therefore, it is very important to reassure that a BSP is well structured and executed correctly.<br />
<br />
= Annotated Figures =<br />
<br />
= References =<br />
<references/></div>Chiarazanonhttp://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=77162Portfolio Evaluation Tools2020-03-08T13:40:14Z<p>Chiarazanon: /* Risk Matrix */</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first <ref name="Prioritize risks"> Prioritizing Risks http://apppm.man.dtu.dk/index.php/Risk_matrix#cite</ref>. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.k <br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down <ref name="NA risk"> Non acceptable risk https://www.cgerisk.com/knowledgebase/Risk_matrices</ref>. <br />
[[File:riskmatrix.jpg|Risk Matrix|500px]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues <ref name="Ben"> Benefits and Limitations risk matrix https://riskmanagementguru.com/risk-matrices-pros-cons-and-alternatives.html/</ref>. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data <ref name=''Ben'' />.<br />
<br />
=Risk Management Process (RMP)=<br />
Implementing a risk management process is crucial for an organization. It does not require large investment or high level of knowledge to be effective. The RMP can be implemented follow five steps that are briefly explained. <br />
#Identify potential risks <br />In this first process, potential risks and their characteristics are identified. They can be hazard risks, operational risks, financial risks or strategic risks and thus, this phase can involve internal expertise but also external consultants or researcher. Furthermore, it is important to keep this process update because the risk environment is always changing.<br />
#Measure frequency and severity <br /> This step analyses the likelihood of a risk occurring and the impact of it, if it occurs. That process is used to prioritize the risk and therefore, to choose where to spend money and time on. The risk assessment can be done for instance using a risk matrix and it must be kept updated.<br />
#Examine alternative solutions <br /> Once an organization has all the potential risk, some solutions need to be evaluated. Usually there are this options: <br />
#*Accept the risk: the risk is simply accepted because the probability that it happens as well as its severity are low. Accepting the risk does not require any further action. <br />
#*Avoid the risk: the activity that cause this risk must be stopped because it is too dangerous and perhaps an alternative can be found. <br />
#*Risk control: in this case a prevention of that risk is involved to reduce its impact if it occurs. <br />
#*Risk transfer: the risk is transferred to a third part. For instance, a particular activity can be outsourced, or insurance can be purchased.<br />
#Decide which solution to use and implement it <br /> Once all the solutions are listed, the organization will choose one of them and will set up a plan to implement it. <br />
#Monitor result <br /> It is important to track and monitor risks because risk management is a process and not a project and thus, it needs to be constantly revisited on an ongoing base.<br />
[[File:rmp.jpg|RMP|]]<br />
<br />
<br />
=Strategic Benchmarking=<br />
<br />
Compares strategies, business approaches and business models in order to strengthen your own strategic planning and determine your strategic priorities. The idea is to understand what strategies underpin successful companies (or teams or business units) and then compare these strategies with your own to identify ways you can be more competitive. <br />
<br />
Use Strategic Benchmarking to:<br /> <br />
<br />
*set aggressive but realistic performance goals for the organization or business process,<br /><br />
*identify ways to improve the organization or business process, <br /><br />
*support a continuous improvement philosophy within the organization, <br /><br />
*predict future trends in the industry, <br /><br />
*identify the organization's competitive position in the marketplace. <br /><br />
<br />
<br />
https://www.bernardmarr.com/default.asp?contentID=1753 <br /><br />
https://it.toolbox.com/blogs/craigborysowich/strategic-benchmarking-overview-120606<br />
<br />
=Project Evaluation and Selection for the Formation of the Optimal Portfolio=<br />
<br />
According to the PMI, the portfolio management process is a series of interrelated processes. This article focuses mainly on the Evaluation, Selection, Prioritization and Portfolio Balancing phases. The processes and tasks described in this section have been recognized as good practices in the discipline of portfolio management. <br /><br />
<br />
http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio <br />
<br />
<br />
=Managing a portfolio of growth options: The strategic tradeoffs between growth and risk=<br />
<br />
How to strategically manage the tradeoffs between growth and risk in a portfolio of growth options is the focus of this article. In the article, we develop a framework to assist leadership teams in determining the relative merits of alternative growth options and identifying those options with the strongest probability of success. The framework critically assesses each option with respect to: <br /><br />
<br />
*The market, revenue and profit growth potential <br /><br />
<br />
*The potential strategic risk <br /><br />
<br />
*The preferred trade-off between growth and risk <br /><br />
<br />
The framework has been developed with the small and medium-sized firm in mind. It can be applied by a firm’s senior management team in a limited period of time, assuming prior research has been undertaken in developing growth options and the right people are at the table. The framework is purposefully flexible; dimensions can be added or deleted, in line with current market dynamics. <br /><br />
<br />
<br />
https://iveybusinessjournal.com/publication/managing-a-portfolio-of-growth-options-the-strategic-tradeoffs-between-growth-and-risk/<br />
<br />
=Benefits Realization Plan=<br />
'''Benefits Realization Plan (BRP)''' is a document that delineates the necessary activities that an organization has to accomplish in order to create, achieve, maximize and sustain the planned benefits. In order to ensure that benefits are realized BRP outlines a timeline and all the resources and tools that are necessary throughout the time period of the project or program <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> It serves as a tool in the [[#Self-link to a section|Benefits Realization Management]] to locate, monitor, and manage all the benefits associated with a program or project <ref name="Department of Finance-Ireland"> UK Department of Finance. An Roinn Airgeadais. Planning for programme and project benefits realisation. Guidance literature, Published 16 January 2007 [Internet]. Available from https://www.finance-ni.gov.uk/articles/planning-programme-and-project-benefits-realisation</ref>. BRP, as defined by the various reports of PMI, is closely related to the Benefits Life Cycle and most of the steps in the two processes present a lot of similarities.<br />
It includes the following main key elements <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref>:<br />
#'''Identification of benefits''': Benefits and associated assumptions, and how each benefit will be achieved. <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <br />
#'''Benefits Analysis''': Metrics, KPIs, and procedures to measure progress against benefits. Financial measures include the Net Present Value (NPV), Return of Investment (ROI), Internal Rate of Return (IRR), Payback Period (PBP) and Benefit-Cost Ratio (BCR). <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> For intangible benefits, the quantification or monetarization requires strong analytical skills and tools such as a comparative or scenario analysis, and cost-benefit and value analysis. <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> <ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref><br />
#'''Benefits realization roles and responsibilities''': Roles and responsibilities required to manage benefits. The roles and the responsible for each project can be assigned when the organization understands all the anticipated benefits throughout the lifetime of the project.<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> According to the PMIs Pulse report 2016 ‘Delivering Value, Focus on benefits during project execution’ even though the responsibility of tracking, analyzing and reporting whether project’s or program’s benefits are achieved is not attributed solely on project managers, they should be the first to report when the outcome is not the intended. Particular roles as defined by PMI can be found [[#Self-link to a section|here]]. <br />
#'''Transition of benefits''': In what way the resulting benefits and capabilities will be transitioned into an operational state to achieve benefits. In addition, it should be also outlined how the results are transitioned to the main stakeholders, individuals, groups, or organizations that are responsible for sustaining the benefits.<br />
#''''Determination and evaluation of benefit achievement''': Processes for determining the extent to which each project or program benefit is achieved prior to formal closure. <br />
#'''Risks''' for realization of benefits. <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref><br />
<br />
<br />
[[#here|Benefits Realization Management (BRM)]] provides organizations with a way to measure how projects and programs add true value to the enterprise <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> and incorporates the activities of managing benefits throughout the life of the project.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> BRM is built on three main axes: Identify, Execute and Sustain benefits. It is an important process in program, project or portfolio management as it gives insights to whether an organization should go through or interrupt the project. According to the PMI Pulse of Profession 2016 organizations with mature BRM practices waste US$112 million less for every US$1 billion invested in projects and programs.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
<br />
<br />
[[#here|Roles and Responsibles]] according to Pulse of the Profession 2016 (2016).<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><br />
*'''Executive sponsor''': Ensures the project or program produces maximum value for the organization.<br />
*'''Benefits or business owner''': Takes overall responsibility for monitoring <br />
*'''Project Manager''': Leads the team responsible for achieving the project objectives.<br />
*'''Program Manager''': Maintains responsibility for the leadership, conduct, and performance of a program.<br />
*'''Portfolio Manager''': Establishes, balances, monitors, and controls portfolio components in order to achieve strategic business objectives.<br />
<br />
= Benefits Sustainment Plan =<br />
<br />
'''Benefits Sustainment Plan (BSP)''' is a tool that is developed so that after the end of a project or a program the achieved benefits will continue to add value to the organization. PMI defines the Benefits Sustainment Plan as ‘’a tool to identify risks, processes, measures, metrics, and tools necessary to ensure the continued realization of the benefits.’’ <ref name="Guiding the PMI"> PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet] Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> It is very important for an organization to work for the sustainment of benefits after the closure of a project or program because this way it maximizes the value that has gained from its implementation. <br />
<br />
Some of the main activities, but not the only ones, of a Benefit Sustainment Plan are the following:<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession® 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
*Conduct a post-project evaluation.<br />
*Communicate recommendations and outcomes of the project or program throughout the organization. <br />
*Manage risks associated with the project’s outcome.<br />
*Compare the actual outcome with what was planned.<br />
*Plan changes to continue monitor performance<br />
<br />
The benefits Sustainment Plan takes place after the closure if the project or program and in many cases it is not performed from the people who planned it. Therefore, it is very important to reassure that a BSP is well structured and executed correctly.<br />
<br />
= Annotated Figures =<br />
<br />
= References =<br />
<references/></div>Chiarazanonhttp://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=77158Portfolio Evaluation Tools2020-03-08T13:37:21Z<p>Chiarazanon: /* Risk Matrix */</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first <ref name="Prioritize risks"> Prioritizing Risks http://apppm.man.dtu.dk/index.php/Risk_matrix#cite</ref>. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.k <br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down. <br />
[[File:riskmatrix.jpg|Risk Matrix|500px]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data.<br />
<br />
=Risk Management Process (RMP)=<br />
Implementing a risk management process is crucial for an organization. It does not require large investment or high level of knowledge to be effective. The RMP can be implemented follow five steps that are briefly explained. <br />
#Identify potential risks <br />In this first process, potential risks and their characteristics are identified. They can be hazard risks, operational risks, financial risks or strategic risks and thus, this phase can involve internal expertise but also external consultants or researcher. Furthermore, it is important to keep this process update because the risk environment is always changing.<br />
#Measure frequency and severity <br /> This step analyses the likelihood of a risk occurring and the impact of it, if it occurs. That process is used to prioritize the risk and therefore, to choose where to spend money and time on. The risk assessment can be done for instance using a risk matrix and it must be kept updated.<br />
#Examine alternative solutions <br /> Once an organization has all the potential risk, some solutions need to be evaluated. Usually there are this options: <br />
#*Accept the risk: the risk is simply accepted because the probability that it happens as well as its severity are low. Accepting the risk does not require any further action. <br />
#*Avoid the risk: the activity that cause this risk must be stopped because it is too dangerous and perhaps an alternative can be found. <br />
#*Risk control: in this case a prevention of that risk is involved to reduce its impact if it occurs. <br />
#*Risk transfer: the risk is transferred to a third part. For instance, a particular activity can be outsourced, or insurance can be purchased.<br />
#Decide which solution to use and implement it <br /> Once all the solutions are listed, the organization will choose one of them and will set up a plan to implement it. <br />
#Monitor result <br /> It is important to track and monitor risks because risk management is a process and not a project and thus, it needs to be constantly revisited on an ongoing base.<br />
[[File:rmp.jpg|RMP|]]<br />
<br />
<br />
=Strategic Benchmarking=<br />
<br />
Compares strategies, business approaches and business models in order to strengthen your own strategic planning and determine your strategic priorities. The idea is to understand what strategies underpin successful companies (or teams or business units) and then compare these strategies with your own to identify ways you can be more competitive. <br />
<br />
Use Strategic Benchmarking to:<br /> <br />
<br />
*set aggressive but realistic performance goals for the organization or business process,<br /><br />
*identify ways to improve the organization or business process, <br /><br />
*support a continuous improvement philosophy within the organization, <br /><br />
*predict future trends in the industry, <br /><br />
*identify the organization's competitive position in the marketplace. <br /><br />
<br />
<br />
https://www.bernardmarr.com/default.asp?contentID=1753 <br /><br />
https://it.toolbox.com/blogs/craigborysowich/strategic-benchmarking-overview-120606<br />
<br />
=Project Evaluation and Selection for the Formation of the Optimal Portfolio=<br />
<br />
According to the PMI, the portfolio management process is a series of interrelated processes. This article focuses mainly on the Evaluation, Selection, Prioritization and Portfolio Balancing phases. The processes and tasks described in this section have been recognized as good practices in the discipline of portfolio management. <br /><br />
<br />
http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio <br />
<br />
<br />
=Managing a portfolio of growth options: The strategic tradeoffs between growth and risk=<br />
<br />
How to strategically manage the tradeoffs between growth and risk in a portfolio of growth options is the focus of this article. In the article, we develop a framework to assist leadership teams in determining the relative merits of alternative growth options and identifying those options with the strongest probability of success. The framework critically assesses each option with respect to: <br /><br />
<br />
*The market, revenue and profit growth potential <br /><br />
<br />
*The potential strategic risk <br /><br />
<br />
*The preferred trade-off between growth and risk <br /><br />
<br />
The framework has been developed with the small and medium-sized firm in mind. It can be applied by a firm’s senior management team in a limited period of time, assuming prior research has been undertaken in developing growth options and the right people are at the table. The framework is purposefully flexible; dimensions can be added or deleted, in line with current market dynamics. <br /><br />
<br />
<br />
https://iveybusinessjournal.com/publication/managing-a-portfolio-of-growth-options-the-strategic-tradeoffs-between-growth-and-risk/<br />
<br />
=Benefits Realization Plan=<br />
'''Benefits Realization Plan (BRP)''' is a document that delineates the necessary activities that an organization has to accomplish in order to create, achieve, maximize and sustain the planned benefits. In order to ensure that benefits are realized BRP outlines a timeline and all the resources and tools that are necessary throughout the time period of the project or program <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> It serves as a tool in the [[#Self-link to a section|Benefits Realization Management]] to locate, monitor, and manage all the benefits associated with a program or project <ref name="Department of Finance-Ireland"> UK Department of Finance. An Roinn Airgeadais. Planning for programme and project benefits realisation. Guidance literature, Published 16 January 2007 [Internet]. Available from https://www.finance-ni.gov.uk/articles/planning-programme-and-project-benefits-realisation</ref>. BRP, as defined by the various reports of PMI, is closely related to the Benefits Life Cycle and most of the steps in the two processes present a lot of similarities.<br />
It includes the following main key elements <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref>:<br />
#'''Identification of benefits''': Benefits and associated assumptions, and how each benefit will be achieved. <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <br />
#'''Benefits Analysis''': Metrics, KPIs, and procedures to measure progress against benefits. Financial measures include the Net Present Value (NPV), Return of Investment (ROI), Internal Rate of Return (IRR), Payback Period (PBP) and Benefit-Cost Ratio (BCR). <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> For intangible benefits, the quantification or monetarization requires strong analytical skills and tools such as a comparative or scenario analysis, and cost-benefit and value analysis. <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> <ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref><br />
#'''Benefits realization roles and responsibilities''': Roles and responsibilities required to manage benefits. The roles and the responsible for each project can be assigned when the organization understands all the anticipated benefits throughout the lifetime of the project.<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> According to the PMIs Pulse report 2016 ‘Delivering Value, Focus on benefits during project execution’ even though the responsibility of tracking, analyzing and reporting whether project’s or program’s benefits are achieved is not attributed solely on project managers, they should be the first to report when the outcome is not the intended. Particular roles as defined by PMI can be found [[#Self-link to a section|here]]. <br />
#'''Transition of benefits''': In what way the resulting benefits and capabilities will be transitioned into an operational state to achieve benefits. In addition, it should be also outlined how the results are transitioned to the main stakeholders, individuals, groups, or organizations that are responsible for sustaining the benefits.<br />
#''''Determination and evaluation of benefit achievement''': Processes for determining the extent to which each project or program benefit is achieved prior to formal closure. <br />
#'''Risks''' for realization of benefits. <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref><br />
<br />
<br />
[[#here|Benefits Realization Management (BRM)]] provides organizations with a way to measure how projects and programs add true value to the enterprise <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> and incorporates the activities of managing benefits throughout the life of the project.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> BRM is built on three main axes: Identify, Execute and Sustain benefits. It is an important process in program, project or portfolio management as it gives insights to whether an organization should go through or interrupt the project. According to the PMI Pulse of Profession 2016 organizations with mature BRM practices waste US$112 million less for every US$1 billion invested in projects and programs.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
<br />
<br />
[[#here|Roles and Responsibles]] according to Pulse of the Profession 2016 (2016).<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><br />
*'''Executive sponsor''': Ensures the project or program produces maximum value for the organization.<br />
*'''Benefits or business owner''': Takes overall responsibility for monitoring <br />
*'''Project Manager''': Leads the team responsible for achieving the project objectives.<br />
*'''Program Manager''': Maintains responsibility for the leadership, conduct, and performance of a program.<br />
*'''Portfolio Manager''': Establishes, balances, monitors, and controls portfolio components in order to achieve strategic business objectives.<br />
<br />
= Benefits Sustainment Plan =<br />
<br />
'''Benefits Sustainment Plan (BSP)''' is a tool that is developed so that after the end of a project or a program the achieved benefits will continue to add value to the organization. PMI defines the Benefits Sustainment Plan as ‘’a tool to identify risks, processes, measures, metrics, and tools necessary to ensure the continued realization of the benefits.’’ <ref name="Guiding the PMI"> PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet] Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> It is very important for an organization to work for the sustainment of benefits after the closure of a project or program because this way it maximizes the value that has gained from its implementation. <br />
<br />
Some of the main activities, but not the only ones, of a Benefit Sustainment Plan are the following:<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession® 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
*Conduct a post-project evaluation.<br />
*Communicate recommendations and outcomes of the project or program throughout the organization. <br />
*Manage risks associated with the project’s outcome.<br />
*Compare the actual outcome with what was planned.<br />
*Plan changes to continue monitor performance<br />
<br />
The benefits Sustainment Plan takes place after the closure if the project or program and in many cases it is not performed from the people who planned it. Therefore, it is very important to reassure that a BSP is well structured and executed correctly.<br />
<br />
= Annotated Figures =<br />
<br />
= References =<br />
<references/></div>Chiarazanonhttp://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=77157Portfolio Evaluation Tools2020-03-08T13:36:47Z<p>Chiarazanon: /* Risk Matrix */</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first <ref name="Prioritize risks"> http://apppm.man.dtu.dk/index.php/Risk_matrix#cite</ref>. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.k <br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down. <br />
[[File:riskmatrix.jpg|Risk Matrix|500px]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data.<br />
<br />
=Risk Management Process (RMP)=<br />
Implementing a risk management process is crucial for an organization. It does not require large investment or high level of knowledge to be effective. The RMP can be implemented follow five steps that are briefly explained. <br />
#Identify potential risks <br />In this first process, potential risks and their characteristics are identified. They can be hazard risks, operational risks, financial risks or strategic risks and thus, this phase can involve internal expertise but also external consultants or researcher. Furthermore, it is important to keep this process update because the risk environment is always changing.<br />
#Measure frequency and severity <br /> This step analyses the likelihood of a risk occurring and the impact of it, if it occurs. That process is used to prioritize the risk and therefore, to choose where to spend money and time on. The risk assessment can be done for instance using a risk matrix and it must be kept updated.<br />
#Examine alternative solutions <br /> Once an organization has all the potential risk, some solutions need to be evaluated. Usually there are this options: <br />
#*Accept the risk: the risk is simply accepted because the probability that it happens as well as its severity are low. Accepting the risk does not require any further action. <br />
#*Avoid the risk: the activity that cause this risk must be stopped because it is too dangerous and perhaps an alternative can be found. <br />
#*Risk control: in this case a prevention of that risk is involved to reduce its impact if it occurs. <br />
#*Risk transfer: the risk is transferred to a third part. For instance, a particular activity can be outsourced, or insurance can be purchased.<br />
#Decide which solution to use and implement it <br /> Once all the solutions are listed, the organization will choose one of them and will set up a plan to implement it. <br />
#Monitor result <br /> It is important to track and monitor risks because risk management is a process and not a project and thus, it needs to be constantly revisited on an ongoing base.<br />
[[File:rmp.jpg|RMP|]]<br />
<br />
<br />
=Strategic Benchmarking=<br />
<br />
Compares strategies, business approaches and business models in order to strengthen your own strategic planning and determine your strategic priorities. The idea is to understand what strategies underpin successful companies (or teams or business units) and then compare these strategies with your own to identify ways you can be more competitive. <br />
<br />
Use Strategic Benchmarking to:<br /> <br />
<br />
*set aggressive but realistic performance goals for the organization or business process,<br /><br />
*identify ways to improve the organization or business process, <br /><br />
*support a continuous improvement philosophy within the organization, <br /><br />
*predict future trends in the industry, <br /><br />
*identify the organization's competitive position in the marketplace. <br /><br />
<br />
<br />
https://www.bernardmarr.com/default.asp?contentID=1753 <br /><br />
https://it.toolbox.com/blogs/craigborysowich/strategic-benchmarking-overview-120606<br />
<br />
=Project Evaluation and Selection for the Formation of the Optimal Portfolio=<br />
<br />
According to the PMI, the portfolio management process is a series of interrelated processes. This article focuses mainly on the Evaluation, Selection, Prioritization and Portfolio Balancing phases. The processes and tasks described in this section have been recognized as good practices in the discipline of portfolio management. <br /><br />
<br />
http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio <br />
<br />
<br />
=Managing a portfolio of growth options: The strategic tradeoffs between growth and risk=<br />
<br />
How to strategically manage the tradeoffs between growth and risk in a portfolio of growth options is the focus of this article. In the article, we develop a framework to assist leadership teams in determining the relative merits of alternative growth options and identifying those options with the strongest probability of success. The framework critically assesses each option with respect to: <br /><br />
<br />
*The market, revenue and profit growth potential <br /><br />
<br />
*The potential strategic risk <br /><br />
<br />
*The preferred trade-off between growth and risk <br /><br />
<br />
The framework has been developed with the small and medium-sized firm in mind. It can be applied by a firm’s senior management team in a limited period of time, assuming prior research has been undertaken in developing growth options and the right people are at the table. The framework is purposefully flexible; dimensions can be added or deleted, in line with current market dynamics. <br /><br />
<br />
<br />
https://iveybusinessjournal.com/publication/managing-a-portfolio-of-growth-options-the-strategic-tradeoffs-between-growth-and-risk/<br />
<br />
=Benefits Realization Plan=<br />
'''Benefits Realization Plan (BRP)''' is a document that delineates the necessary activities that an organization has to accomplish in order to create, achieve, maximize and sustain the planned benefits. In order to ensure that benefits are realized BRP outlines a timeline and all the resources and tools that are necessary throughout the time period of the project or program <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> It serves as a tool in the [[#Self-link to a section|Benefits Realization Management]] to locate, monitor, and manage all the benefits associated with a program or project <ref name="Department of Finance-Ireland"> UK Department of Finance. An Roinn Airgeadais. Planning for programme and project benefits realisation. Guidance literature, Published 16 January 2007 [Internet]. Available from https://www.finance-ni.gov.uk/articles/planning-programme-and-project-benefits-realisation</ref>. BRP, as defined by the various reports of PMI, is closely related to the Benefits Life Cycle and most of the steps in the two processes present a lot of similarities.<br />
It includes the following main key elements <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref> <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref>:<br />
#'''Identification of benefits''': Benefits and associated assumptions, and how each benefit will be achieved. <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> <br />
#'''Benefits Analysis''': Metrics, KPIs, and procedures to measure progress against benefits. Financial measures include the Net Present Value (NPV), Return of Investment (ROI), Internal Rate of Return (IRR), Payback Period (PBP) and Benefit-Cost Ratio (BCR). <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management </ref> For intangible benefits, the quantification or monetarization requires strong analytical skills and tools such as a comparative or scenario analysis, and cost-benefit and value analysis. <ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> <ref name="PMI Levin"> Levin, G. (2015). Benefits – a necessity to deliver business value and a culture change but how do we achieve them? Paper presented at PMI Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute [Internet]. Available from: https://www.pmi.org/learning/library/guidelines-successful-benefits-realization-9909</ref><br />
#'''Benefits realization roles and responsibilities''': Roles and responsibilities required to manage benefits. The roles and the responsible for each project can be assigned when the organization understands all the anticipated benefits throughout the lifetime of the project.<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref> According to the PMIs Pulse report 2016 ‘Delivering Value, Focus on benefits during project execution’ even though the responsibility of tracking, analyzing and reporting whether project’s or program’s benefits are achieved is not attributed solely on project managers, they should be the first to report when the outcome is not the intended. Particular roles as defined by PMI can be found [[#Self-link to a section|here]]. <br />
#'''Transition of benefits''': In what way the resulting benefits and capabilities will be transitioned into an operational state to achieve benefits. In addition, it should be also outlined how the results are transitioned to the main stakeholders, individuals, groups, or organizations that are responsible for sustaining the benefits.<br />
#''''Determination and evaluation of benefit achievement''': Processes for determining the extent to which each project or program benefit is achieved prior to formal closure. <br />
#'''Risks''' for realization of benefits. <ref name="Project Management Institute"> Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th Edition). Project Management Institute, Inc. (PMI). Available from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref><br />
<br />
<br />
[[#here|Benefits Realization Management (BRM)]] provides organizations with a way to measure how projects and programs add true value to the enterprise <ref name="Guiding the PMI">PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> and incorporates the activities of managing benefits throughout the life of the project.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref> BRM is built on three main axes: Identify, Execute and Sustain benefits. It is an important process in program, project or portfolio management as it gives insights to whether an organization should go through or interrupt the project. According to the PMI Pulse of Profession 2016 organizations with mature BRM practices waste US$112 million less for every US$1 billion invested in projects and programs.<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
<br />
<br />
[[#here|Roles and Responsibles]] according to Pulse of the Profession 2016 (2016).<ref name="PMI Pulse Delivering value">PMI’s Pulse of the Profession 2016. Delivering value, Focus on benefits during project execution [Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf</ref><br />
*'''Executive sponsor''': Ensures the project or program produces maximum value for the organization.<br />
*'''Benefits or business owner''': Takes overall responsibility for monitoring <br />
*'''Project Manager''': Leads the team responsible for achieving the project objectives.<br />
*'''Program Manager''': Maintains responsibility for the leadership, conduct, and performance of a program.<br />
*'''Portfolio Manager''': Establishes, balances, monitors, and controls portfolio components in order to achieve strategic business objectives.<br />
<br />
= Benefits Sustainment Plan =<br />
<br />
'''Benefits Sustainment Plan (BSP)''' is a tool that is developed so that after the end of a project or a program the achieved benefits will continue to add value to the organization. PMI defines the Benefits Sustainment Plan as ‘’a tool to identify risks, processes, measures, metrics, and tools necessary to ensure the continued realization of the benefits.’’ <ref name="Guiding the PMI"> PMI Through leadership series, Guiding the PMI, Benefits realization management framework [Internet] Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref> It is very important for an organization to work for the sustainment of benefits after the closure of a project or program because this way it maximizes the value that has gained from its implementation. <br />
<br />
Some of the main activities, but not the only ones, of a Benefit Sustainment Plan are the following:<ref name="PMI Pulse Beyond the project">PMI’s Pulse of the Profession® 2016. Beyond the project, Sustain benefits to optimize business value[Internet]. Available from: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/sustain-project-benefits-optimize-value.pdf?v=30dce373-17a5-4068-84fa-d15c150e856a</ref><br />
*Conduct a post-project evaluation.<br />
*Communicate recommendations and outcomes of the project or program throughout the organization. <br />
*Manage risks associated with the project’s outcome.<br />
*Compare the actual outcome with what was planned.<br />
*Plan changes to continue monitor performance<br />
<br />
The benefits Sustainment Plan takes place after the closure if the project or program and in many cases it is not performed from the people who planned it. Therefore, it is very important to reassure that a BSP is well structured and executed correctly.<br />
<br />
= Annotated Figures =<br />
<br />
= References =<br />
<references/></div>Chiarazanonhttp://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=76969Portfolio Evaluation Tools2020-03-07T14:19:34Z<p>Chiarazanon: /* Risk Management Process (RMP) */</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.k <br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down. <br />
[[File:riskmatrix.jpg|Risk Matrix|500px]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data.<br />
<br />
=Risk Management Process (RMP)=<br />
Implementing a risk management process is crucial for an organization. It does not require large investment or high level of knowledge to be effective. The RMP can be implemented follow five steps that are briefly explained. <br />
#Identify potential risks <br />In this first process, potential risks and their characteristics are identified. They can be hazard risks, operational risks, financial risks or strategic risks and thus, this phase can involve internal expertise but also external consultants or researcher. Furthermore, it is important to keep this process update because the risk environment is always changing.<br />
#Measure frequency and severity <br /> This step analyses the likelihood of a risk occurring and the impact of it, if it occurs. That process is used to prioritize the risk and therefore, to choose where to spend money and time on. The risk assessment can be done for instance using a risk matrix and it must be kept updated.<br />
#Examine alternative solutions <br /> Once an organization has all the potential risk, some solutions need to be evaluated. Usually there are this options: <br />
#*Accept the risk: the risk is simply accepted because the probability that it happens as well as its severity are low. Accepting the risk does not require any further action. <br />
#*Avoid the risk: the activity that cause this risk must be stopped because it is too dangerous and perhaps an alternative can be found. <br />
#*Risk control: in this case a prevention of that risk is involved to reduce its impact if it occurs. <br />
#*Risk transfer: the risk is transferred to a third part. For instance, a particular activity can be outsourced, or insurance can be purchased.<br />
#Decide which solution to use and implement it <br /> Once all the solutions are listed, the organization will choose one of them and will set up a plan to implement it. <br />
#Monitor result <br /> It is important to track and monitor risks because risk management is a process and not a project and thus, it needs to be constantly revisited on an ongoing base.<br />
[[File:rmp.jpg|RMP|]]</div>Chiarazanonhttp://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=76968Portfolio Evaluation Tools2020-03-07T14:09:08Z<p>Chiarazanon: /* Risk Matrix */</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.k <br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down. <br />
[[File:riskmatrix.jpg|Risk Matrix|500px]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data.<br />
<br />
=Risk Management Process (RMP)=<br />
Implementing a risk management process is crucial for an organization. It does not require large investment or high level of knowledge to be effective. The RMP can be implemented follow five steps that are briefly explained. <br />
#Identify potential risks <br />In this first process, potential risks and their characteristics are identified. They can be hazard risks, operational risks, financial risks or strategic risks and thus, this phase can involve internal expertise but also external consultants or researcher. Furthermore, it is important to keep this process update because the risk environment is always changing.<br />
#Measure frequency and severity <br /> This step analyses the likelihood of a risk occurring and the impact of it, if it occurs. That process is used to prioritize the risk and therefore, to choose where to spend money and time on. The risk assessment can be done for instance using a risk matrix and it must be kept updated.<br />
#Examine alternative solutions <br /> Once an organization has all the potential risk, some solutions need to be evaluated. Usually there are this options: <br />
##Accept the risk: the risk is simply accepted because the probability that it happens as well as its severity are low. Accepting the risk does not require any further action. <br />
##Avoid the risk: the activity that cause this risk must be stopped because it is too dangerous and perhaps an alternative can be found. <br />
## Risk control: in this case a prevention of that risk is involved to reduce its impact if it occurs. <br />
##Risk transfer: the risk is transferred to a third part. For instance, a particular activity can be outsourced, or insurance can be purchased.<br />
#Decide which solution to use and implement it <br /> Once all the solutions are listed, the organization will choose one of them and will set up a plan to implement it. <br />
#Monitor result <br /> It is important to track and monitor risks because risk management is a process and not a project and thus, it needs to be constantly revisited on an ongoing base.<br />
[[File:rmp.jpg|RMP|]]</div>Chiarazanonhttp://13.50.150.85/index.php?title=File:Rmp.jpg&diff=76967File:Rmp.jpg2020-03-07T14:08:52Z<p>Chiarazanon: </p>
<hr />
<div></div>Chiarazanonhttp://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=76966Portfolio Evaluation Tools2020-03-07T13:59:44Z<p>Chiarazanon: /* Risk Matrix */</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.k <br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down. <br />
[[File:riskmatrix.jpg|Risk Matrix|500px]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data.<br />
<references /></div>Chiarazanonhttp://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=76965Portfolio Evaluation Tools2020-03-07T13:59:26Z<p>Chiarazanon: /* Risk Matrix */</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first <ref name=''Priority''> ''link/title''<http://apppm.man.dtu.dk/index.php/Risk_matrix#cite/Priority>. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.k <br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down. <br />
[[File:riskmatrix.jpg|Risk Matrix|500px]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data.<br />
<references /></div>Chiarazanonhttp://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=76964Portfolio Evaluation Tools2020-03-07T13:58:03Z<p>Chiarazanon: /* Risk Matrix */</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first <ref name=''Priority''> ''link/title'' </http://apppm.man.dtu.dk/index.php/Risk_matrix#cite>. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.k <br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down. <br />
[[File:riskmatrix.jpg|Risk Matrix|500px]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data.<br />
<references /></div>Chiarazanonhttp://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=76963Portfolio Evaluation Tools2020-03-07T13:55:54Z<p>Chiarazanon: /* Risk Matrix */</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first <ref name=''Priority''> ''link/title'' </http://apppm.man.dtu.dk/index.php/Risk_matrix#cite>. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.k <br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down. <br />
[[File:riskmatrix.jpg|Risk Matrix|500px]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data.</div>Chiarazanonhttp://13.50.150.85/index.php?title=Portfolio_Evaluation_Tools&diff=76962Portfolio Evaluation Tools2020-03-07T13:52:42Z<p>Chiarazanon: Created page with "= Risk Matrix = A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, i..."</p>
<hr />
<div>= Risk Matrix = <br />
A risk matrix is an effective and broadly used risk assessment tool. It is quite quick to create, and it is an easy way to identify problems. In some cases, it is also used to rank the risks to understand which one needs to be addressed first. Therefore, this tool has mainly two application: <br />
* Decision making regarding the acceptance of risk<br />
* Prioritize which risk needs to be addressed first. <br />
The matrix has two dimensions, the severity that indicates the extent of damages of the risk and the probability that shows how likely is that risk to happen. A combination of them will allow to collocate a risk inside the matrix. <br />
As it can be seen in the figure, three different areas can be isolated:<br />
;Acceptable risk<br />
:It can be seen that there is a low probability and a low severity and that indicates that the risk of an event is not high enough, or it is controlled. Usually no actions are required in this area.<br />
;ALARP (As Low As Reasonably Practicable) risk<br />
:This area it’s often indicated in yellow. As long as the event is placed in that zone, the risk can be accepted.k <br />
;Non acceptable risk<br />
:This red zone is characterized by both high severity and probability. In this case, there is the need of much more control to bring severity or probability down. <br />
[[File:riskmatrix.jpg|Risk Matrix|500px]]<br />
==Benefit==<br />
The main benefits of this tool are that it is easy to apply and in most of the cases it does not require an extensive knowledge in risk management to use it. Furthermore, risk matrices can promote conversation in risk topics that sometimes can be avoided by managers because they may only focus in profits and revenues. <br />
==Limitations==<br />
The biggest constraint of risk matrices is that it is mainly based on qualitative discussions and thus, it lacks on quantitative and objective data.</div>Chiarazanonhttp://13.50.150.85/index.php?title=File:Riskmatrix.jpg&diff=76961File:Riskmatrix.jpg2020-03-07T13:46:24Z<p>Chiarazanon: </p>
<hr />
<div></div>Chiarazanonhttp://13.50.150.85/index.php?title=Articles_Spring_Term_2020&diff=76042Articles Spring Term 20202020-03-03T09:34:59Z<p>Chiarazanon: </p>
<hr />
<div>=Overview of 2020 Wiki Collections=<br />
<br />
{| class="wikitable sortable"<br />
|+Spring Term 2020 Wiki Collections<br />
|Group name<br />
|First name<br />
|Surname<br />
|Student number<br />
|[[Article name]]<br />
|-<br />
|-<br />
|TA<br />
|Mie<br />
|Anker<br />
|s143895<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|NovoSix<br />
|Eva<br />
|Wedekindt<br />
|s196299<br />
|[[PIMS Novo Nordisk 2020]]<br />
|-<br />
|-<br />
|Risky<br />
|Abdulilla <br />
|Barzanji<br />
|s160030<br />
|[[Rambøll2020]]<br />
|-<br />
|-<br />
|Risky<br />
|Mathias <br />
|Loose<br />
|s190700<br />
|[[Rambøll2020]]<br />
|-<br />
|-<br />
|Risky<br />
|Rikke<br />
|Bo Bagge<br />
|s151728<br />
|[[Rambøll2020]]<br />
|-<br />
|-<br />
|Risky<br />
|Natacha <br />
|Christensen<br />
|s153196<br />
|[[Rambøll2020]]<br />
|-<br />
|-<br />
|XX<br />
|Thorsten<br />
|Eberlin<br />
|s192921<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|Lecanaj<br />
|Atilla<br />
|Akpinar<br />
|s190053<br />
|[[Atkins APPPM]]<br />
|-<br />
|-<br />
|Avengineers<br />
|Thomas<br />
|Schosser<br />
|s192402<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|Lecanaj<br />
|Nikolaos <br />
|Anevlavis<br />
|s192330<br />
|[[Atkins APPPM]]<br />
|-<br />
|-<br />
|Alpha<br />
|Ioanna<br />
|Tsiligianni<br />
|s192708<br />
|[[Hempel Coating Management]]<br />
|-<br />
|-<br />
|Phekla<br />
|Eleni<br />
|Batsiou<br />
|s190018<br />
|[[APPPM S2020]]<br />
|-<br />
|-<br />
|Scandies<br />
|Sveinbjörg Sara<br />
|Baldursdottir<br />
|s192717<br />
|[[Implementing Target Value Design]]<br />
|-<br />
|-<br />
|Scandies<br />
|Henrik Jebsen<br />
|Milde<br />
|s191752<br />
|[[Implementing Target Value Design]]<br />
|-<br />
|-<br />
|Scandies<br />
|Hanna M. S.<br />
|Barosen<br />
|s192687<br />
|[[Implementing Target Value Design]]<br />
|-<br />
|Scandies<br />
|Marcus <br />
|Jensen<br />
|s153085<br />
|[[Implementing Target Value Design]]<br />
|-<br />
|-<br />
|Scandies<br />
|Dardan<br />
|Badivuku<br />
|s193550<br />
|[[Implementing Target Value Design]]<br />
|-<br />
|-<br />
|Scandies<br />
|Rebekka Rut<br />
|Petersen<br />
|s192300<br />
|[[Implementing Target Value Design]]<br />
|-<br />
|-<br />
|Team Femern<br />
|James<br />
|Osborn<br />
|s196647<br />
|[[Femern]]<br />
|-<br />
|-<br />
|TeamZymes<br />
|Erik Arvid<br />
|Hosszu<br />
|s200154<br />
|[[TeamSted]]<br />
|-<br />
|-<br />
|TeamZymes<br />
|Jacob<br />
|Clemmensen<br />
|s144069<br />
|[[TeamSted]]<br />
|-<br />
|TeamZymes<br />
|Björgvin<br />
|Hjartarson<br />
|s154659<br />
|[[TeamSted]]<br />
|-<br />
|-<br />
|TeamZymes<br />
|Breno<br />
|Strüssmann<br />
|s193580<br />
|[[TeamSted]]<br />
|-<br />
|-<br />
|TeamZymes<br />
|Tobias<br />
|Thyssen<br />
|s143786<br />
|[[TeamSted]]<br />
|-<br />
|-<br />
|TeamZymes<br />
|Hashim<br />
|Harmeed<br />
|s193272<br />
|[[TeamSted]]<br />
|-<br />
|-<br />
|XX<br />
|Alexandros<br />
|Apostolidis<br />
|s182323<br />
|[[Hempel Coating Management]]<br />
|-<br />
<br />
|FLC<br />
|Casper<br />
|Scheel<br />
|s193273<br />
|[[Portfolio Prioritization]]<br />
|-<br />
|Lecanaj<br />
|Line<br />
|Tellefsen<br />
|s200449<br />
|[[Atkins APPPM]]<br />
|-<br />
|XX<br />
|Simay <br />
|Arpaci<br />
|s153594<br />
|[[Example APPPM 2020]]<br />
|-<br />
|XX<br />
|Inés<br />
|Martinez Garcia<br />
|s192924<br />
|[[Example APPPM 2020]]<br />
|-<br />
|Under the Bridge<br />
|Casper<br />
|Andersen<br />
|s164279<br />
|[[Construction of the new Storstroem Bridge]]<br />
|-<br />
|Under the Bridge<br />
|Johan<br />
|Knudsen<br />
|s164316<br />
|[[Construction of the new Storstroem Bridge]]<br />
|-<br />
|Under the Bridge<br />
|Jonathan<br />
|Schouenborg<br />
|s162692<br />
|[[Construction of the new Storstroem Bridge]]<br />
|-<br />
|Under the Bridge<br />
|Sebastian<br />
|Lind<br />
|s164299<br />
|[[Construction of the new Storstroem Bridge]]<br />
|-<br />
|Under the Bridge<br />
|Kristoffer<br />
|Ipsen<br />
|s164293<br />
|[[Construction of the new Storstroem Bridge]]<br />
|-<br />
|Under the Bridge<br />
|Narwan<br />
|Noori<br />
|s164019<br />
|[[Construction of the new Storstroem Bridge]]<br />
|-<br />
|PPP North<br />
|Aldis Anna<br />
|Ingthorsdottir<br />
|s193152<br />
|[[BL tools]]<br />
|-<br />
|PPP North<br />
|Kristín Lív Svabo<br />
|Jónsdóttir<br />
|s193708<br />
|[[BL tools]]<br />
|-<br />
|PPP North<br />
|Ivalu Birna<br />
|Falck-Petersen<br />
|s192295<br />
|[[BL tools]]<br />
|-<br />
|PPP North<br />
|Kristín Júlía<br />
|Ásgeirsdóttir<br />
|s192303<br />
|[[BL tools]]<br />
|-<br />
|PPP north<br />
|Arna<br />
|Gudlaugsdottir<br />
|s193090<br />
|[[BL tools]]<br />
|-<br />
|PPP north<br />
|Ásta Björk<br />
|Gunnarsdóttir<br />
|s192306<br />
|[[BL tools]]<br />
|-<br />
|-<br />
|FLC<br />
|Andy Mattulat<br />
|Filipovic<br />
|s153501<br />
|[[Portfolio Prioritization]]<br />
|-<br />
|-<br />
|FLC<br />
|Magnus Thor<br />
|Gunnarsson<br />
|s193154<br />
|[[Portfolio Prioritization]]<br />
|-<br />
|-<br />
|FLC<br />
|Lucas<br />
|Gunnersen<br />
|s161812<br />
|[[Portfolio Prioritization]]<br />
|-<br />
|-<br />
|Cake<br />
|Frederik Fynbo<br />
|Carlsson<br />
|s153436<br />
|[[Continuous reporting for portfolios]]<br />
|-<br />
|-<br />
|Team Femern<br />
|Ali Adnan<br />
|Obeidi<br />
|s154207<br />
|[[Femern]]<br />
<br />
|-<br />
|-<br />
|Team Femern<br />
|Hatem<br />
|Abdul-Karim<br />
|s154254<br />
|[[Femern]]<br />
|-<br />
|-<br />
<br />
|Team Femern<br />
|Konrad<br />
|Solarz<br />
|s154441<br />
|[[Femern]]<br />
|-<br />
|-<br />
|The Minions<br />
|Signe Ebsen<br />
|Olling<br />
|s154194<br />
|[[Waste management on construction sites]]<br />
|-<br />
|-<br />
|The Minions<br />
|Janak <br />
|Raja<br />
|s192757<br />
|[[Waste management on construction sites]]<br />
|-<br />
|-<br />
|The Minions<br />
|Samarth Shivanand <br />
|Karseri<br />
|s192743<br />
|[[Waste management on construction sites]]<br />
|-<br />
|-<br />
|The Minions<br />
|Kathrine<br />
|Butler<br />
|s153360<br />
|[[Waste management on construction sites]]<br />
|-<br />
|-<br />
|The Minions<br />
|Amalie<br />
|Hammershøy<br />
|s152985<br />
|[[Waste management on construction sites]]<br />
|-<br />
|-<br />
|The Minions<br />
|Arsalan<br />
|Aman<br />
|s190218<br />
|[[Waste management on construction sites]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Hector Manuel<br />
|Fernandez Mortera<br />
|s192414<br />
|[[Toolbox]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Alicia<br />
|Belda Leandro<br />
|s192740<br />
|[[Toolbox]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Jesus<br />
|Blazquez Mulas<br />
|s192781<br />
|[[Toolbox]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Georgios<br />
|Bekakos<br />
|s193104<br />
|[[Toolbox]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Maria<br />
|Maniati<br />
|s192903<br />
|[[Toolbox]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Christos<br />
|Natsikas<br />
|s192758<br />
|[[Toolbox]]<br />
|-<br />
|-<br />
|Cake<br />
|Niklas<br />
|Andersen<br />
|s153946<br />
|[[Novozymes - CAPEX Portfolio Management]]<br />
|-<br />
|-<br />
|POYBER<br />
|Ayla<br />
|Patat<br />
|s145135<br />
|[[ExampleAYLA]]<br />
|-<br />
|-<br />
|POYBER<br />
|Tanja<br />
|Birkholm<br />
|s145643<br />
|[[ExampleAYLA]]<br />
|-<br />
|-<br />
|POYBER<br />
|Mette<br />
|Rozario<br />
|s195705<br />
|[[ExampleMette]]<br />
|-<br />
|-<br />
|POYBER<br />
|Nicklas Yeo<br />
|Petersen<br />
|s112897<br />
|[[ExampleNicklas]]<br />
-<br />
|-<br />
|POYBER<br />
|Lisa<br />
|Emanuelsson<br />
|s191930<br />
|[[ExampleLISA]]<br />
|-<br />
|-<br />
|POYBER<br />
|Nadia<br />
|Oumaza<br />
|s140197<br />
|[[APPPM Nadia]]<br />
|-<br />
|-<br />
|Team Fermern<br />
|Luis<br />
|John<br />
|s196612<br />
|[[Femern]]<br />
|-<br />
|-<br />
|Southerns<br />
|Alexandra <br />
|Koumara<br />
|s192625<br />
|[[Portfolio Management]]<br />
|-<br />
|-<br />
|Cake <br />
|Jannik<br />
|Ungermand Bichel<br />
|s145074<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|Alpha<br />
|Dimitra<br />
|Mavroudi<br />
|s192333<br />
|[[Hempel Coating Management]]<br />
|-<br />
|-<br />
|DS Solution<br />
|Alexander <br />
|Heiede<br />
|s144603<br />
|[[DS Solution]]<br />
|-<br />
|-<br />
|Lecanaj<br />
|Emilie <br />
|Riberholt Henriksen<br />
|s200450<br />
|[Atkins APPPM]<br />
|-<br />
|-<br />
|NovoSix<br />
|Johannes <br />
|Kreimer<br />
|s200159<br />
|[[PIMS Novo Nordisk 2020]]<br />
|-<br />
|-<br />
|NovoSix<br />
|Fabian <br />
|Pult<br />
|s196605<br />
|[[PIMS Novo Nordisk 2020]]<br />
|-<br />
|-<br />
|NovoSix<br />
|Ida <br />
|Vejrup Holtsmark<br />
|s161721<br />
|[[PIMS Novo Nordisk 2020]]<br />
|-<br />
|-<br />
|NovoSix<br />
|Jesper <br />
|Thaysen Henriksen<br />
|s164324<br />
|[[PIMS Novo Nordisk 2020]]<br />
|-<br />
|-<br />
|cake<br />
|Line <br />
|Werngreen-Nielsen<br />
|s164336<br />
|[[APPPM 2020 - LWN]]<br />
|-<br />
|-<br />
<br />
|cake<br />
|Anna <br />
|Gallaus Jacobsen<br />
|s164286<br />
|[[APPPM 2020 - AGJ]]<br />
|-<br />
|-<br />
<br />
|cake<br />
|Anne<br />
|Arendt Louring<br />
|s153877<br />
|[[Resources for APPPM 2020]]<br />
|-<br />
|-<br />
|Alpha<br />
|Ian<br />
|Ikeda<br />
|s192357<br />
|[[Hempel Coating Management]]<br />
|-<br />
|-<br />
<br />
|Alpha<br />
|Romina<br />
|Shkurtaj<br />
|s192639<br />
|[[Hempel Coating Management]]<br />
|-<br />
|-<br />
|LECANAJ<br />
|Ali<br />
|El Chaabi<br />
|s193726<br />
|[[Atkins APPPM]]]<br />
|-<br />
|-<br />
|Southerns<br />
|Dilan<br />
|Özmen<br />
|s193437<br />
|[[Portfolio Management]]<br />
|-<br />
|-<br />
|Southerns <br />
|Chiara<br />
|Zanon<br />
|s192381<br />
|[[Portfolio Management]]<br />
|- <br />
|- <br />
|Southerns <br />
|Tommaso<br />
|Piaggio<br />
|s192335<br />
|[[Portfolio Management]]<br />
|-<br />
|-<br />
|Team Money<br />
|Shylendhar<br />
|Gunasekaran<br />
|s192203<br />
|[[APPPM 20]]<br />
|-<br />
|-<br />
|Team Money<br />
|Sushanth<br />
|Kapisthalam<br />
|s190031<br />
|[[APPPM 20]]<br />
|-<br />
|-<br />
|Team Money<br />
|Idriss<br />
|El Quassimi<br />
|s192383<br />
|[[APPPM 20]]<br />
|-<br />
|-<br />
|Team Money<br />
|Andrea<br />
|Casali<br />
|s190067<br />
|[[APPPM 20]]<br />
|-<br />
|-<br />
|Team Money<br />
|Beatrice<br />
|Chiusi<br />
|s190696<br />
|[[APPPM 20]]<br />
|-<br />
|-<br />
|Team Money<br />
|Yao<br />
|Xu<br />
|s196619<br />
|[[APPPM 20]]<br />
|-<br />
|-<br />
|Building 310<br />
|Kristine<br />
|Marburger<br />
|s165473<br />
|[[Successful Project Management]]<br />
|-<br />
|-<br />
|Building 310<br />
|Liv<br />
|Stranddorf<br />
|s163832<br />
|[[Successful Project Management]]<br />
|-<br />
|-<br />
|Building 310<br />
|Lea<br />
|Hasselsteen<br />
|s163827<br />
|[[Successful Project Management]]<br />
|-<br />
|-<br />
|Building 310<br />
|Anastasia<br />
|Koutsouradi<br />
|s190017<br />
|[[Successful Project Management]]<br />
|-<br />
|-<br />
|Building 310<br />
|Laurine <br />
|Keller<br />
|s192348<br />
|[[Successful Project Management]]<br />
|-<br />
|-<br />
|Building 310<br />
|Ann Sofie<br />
|Wulff Bille<br />
|s163842<br />
|[[Successful Project Management]]<br />
|-<br />
|-<br />
|Phekla<br />
|Laurids<br />
|Mikkelsen<br />
|s118227<br />
|[[s118227]]<br />
|-<br />
|-<br />
|Southerns<br />
|Alessandro <br />
|Pronat<br />
|s192372<br />
|[[Portfolio Management]]<br />
|-<br />
|-<br />
|Southerns<br />
|Oriol<br />
|Salse Guiu <br />
|s192382<br />
|[[Portfolio Management]]<br />
|-<br />
|-<br />
|-<br />
|-<br />
|Phekla<br />
|Amanda <br />
|Slyngborg<br />
|s143954<br />
|[[Oxfam IBIS APPPM]]<br />
|-<br />
|-<br />
|DS Solution<br />
|Marius <br />
|Leuthner<br />
|s200172<br />
|[[DS Solution]]<br />
|-<br />
|-<br />
|Strategic Campus Plan<br />
|Thor <br />
|Rohdin<br />
|s154004<br />
|[[Strategic Campus Plan]]<br />
|-<br />
|-<br />
|Strategic Campus Plan<br />
|Christian <br />
|Vindal Bech<br />
|s153533<br />
|[[Strategic Campus Plan]]<br />
|-<br />
|-<br />
|Strategic Campus Plan<br />
|Lasse <br />
|Bruun Korsholm<br />
|s153739<br />
|[[Strategic Campus Plan]]<br />
|-<br />
|-<br />
|Strategic Campus Plan<br />
|Alexander<br />
|Olin Barfoed<br />
|s153574<br />
|[[Strategic Campus Plan]]<br />
|-<br />
|-<br />
|Strategic Campus Plan<br />
|Michael<br />
|Siwmark Ejler<br />
|s147326<br />
|[[Strategic Campus Plan]]<br />
|-<br />
|-<br />
|Strategic Campus Plan<br />
|Martin <br />
|Sandberg Kærgaard<br />
|s190231<br />
|[[Strategic Campus Plan]]<br />
|-<br />
|-<br />
|Team Sky<br />
|James <br />
|Sunde<br />
|s192795<br />
|[[COWI2020]]<br />
|-<br />
|-<br />
|Team Sky<br />
|Ole Andre<br />
|Kristiansen<br />
|s193094<br />
|[[COWI2020]]<br />
|-<br />
|-<br />
|Team Sky<br />
|Rasmus<br />
|Ludvigsen<br />
|s192796<br />
|[[COWI2020]]<br />
|-<br />
|-<br />
|Team Sky<br />
|Thomas <br />
|Tenev<br />
|s193075<br />
|[[COWI2020]]<br />
|-<br />
|-<br />
|Team Sky<br />
|Synne <br />
|Løvold<br />
|s182629<br />
|[[COWI2020]]<br />
|-<br />
|-<br />
|Team Sky<br />
|Sondre<br />
|Tjetland<br />
|s192688<br />
|[[COWI2020]]<br />
|-<br />
|-<br />
|DS Solution<br />
|Valentina<br />
|De Luca<br />
|s200855<br />
|[[DS Solution]]<br />
|-<br />
|-<br />
|The Ring<br />
|Konstantin<br />
|Schäfer<br />
|s196606<br />
|[[Metro Opening]]<br />
|-<br />
|-<br />
|The Ring<br />
|Lukas<br />
|Hummer<br />
|s165525<br />
|[[Metro Opening]]<br />
|-<br />
|-<br />
|The Ring<br />
|Jacob<br />
|Nurup<br />
|s164509<br />
|[[Metro Opening]]<br />
|-<br />
|The Ring<br />
|Caroline<br />
|Andersen<br />
|s164517<br />
|[[Metro Opening]]<br />
|-<br />
|The Ring<br />
|Jonas<br />
|Saber<br />
|s164514<br />
|[[Metro Opening]]<br />
|-<br />
|The Ring<br />
|Anders Alexander <br />
|Wagenblast<br />
|s164335<br />
|[[Metro Opening]]<br />
|-<br />
|Lecanaj<br />
|Cloé <br />
|Fierri<br />
|s200034<br />
|[[Atkins APPPM]]<br />
|-<br />
|Lecanaj<br />
|Jaroslav<br />
|Pontus<br />
|s180964<br />
|[[Atkins APPPM]]<br />
|-<br />
|-<br />
|NovoSix<br />
|Oskar<br />
|Bek Jørgensen<br />
|s160087<br />
|[[PIMS Novo Nordisk 2020]]<br />
|-<br />
|-<br />
|XX<br />
|Patryk<br />
|Bijak<br />
|s192662<br />
|[[Transition Project]]<br />
|-<br />
|-<br />
|XX<br />
|Pawel<br />
|Grudziński<br />
|s192672<br />
|[[Transition Project]]<br />
|-<br />
|-<br />
|XX<br />
|Ertol<br />
|Zhurda<br />
|s190011<br />
|[[Transition Project]]<br />
|-<br />
|-<br />
|XX<br />
|Daniel<br />
|Brahin<br />
|s190185<br />
|[[Transition Project]]<br />
|-<br />
|-<br />
|XX<br />
|Doth Angellina Pernille<br />
|Andreasen<br />
|s070167<br />
|[[Transition Project]]<br />
|-<br />
|-<br />
|XX<br />
|Antons<br />
|Osadcijs<br />
|s200769<br />
|[[Transition Project]]<br />
|-<br />
|-<br />
|-<br />
|-<br />
|DS Solution<br />
|Alessio<br />
|Doraci<br />
|s200125<br />
|[[DS Solution]]<br />
|-<br />
|-<br />
|Alpha<br />
|Hyoung Eun<br />
|Song<br />
|s192257<br />
|[[Hempel Coating Management]]<br />
|-<br />
|-<br />
|-<br />
|-<br />
|DS Solution<br />
|Alessandro<br />
|Coco<br />
|s200158<br />
|[[DS Solution]]<br />
|-<br />
|-<br />
|-<br />
|-<br />
|DS Solution<br />
|Francesca<br />
|Ripa<br />
|s200132<br />
|[[DS Solution]]<br />
|-<br />
|-<br />
|Team Femern<br />
|Christian <br />
|Carlos Mamede Hansen<br />
|s190229<br />
|[[Femern]]<br />
|-<br />
|-<br />
|-<br />
|FLC<br />
|Morten <br />
|Christensen<br />
|s193382<br />
|[[Portfolio Prioritization]]<br />
|-<br />
|-<br />
|Focus S.O.S.<br />
|Clara <br />
|Francino<br />
|s192367<br />
|[[Optimizing Contracting Strategies]]<br />
|-<br />
|-<br />
|-<br />
|Risky<br />
|Mohammad Ahmad<br />
|Esteitie<br />
|s160001<br />
|[[Rambøll2020]]<br />
|-<br />
|-</div>Chiarazanonhttp://13.50.150.85/index.php?title=Articles_Spring_Term_2020&diff=74284Articles Spring Term 20202020-02-11T10:43:53Z<p>Chiarazanon: /* Overview of 2020 Wiki articles */</p>
<hr />
<div>=Overview of 2020 Wiki articles=<br />
<br />
{| class="wikitable sortable"<br />
|+Spring Term 2020 Wiki Articles<br />
|Group name<br />
|First name<br />
|Surname<br />
|Student number<br />
|[[Article name]]<br />
|-<br />
|-<br />
|XX<br />
|Mie <br />
|Anker<br />
|s143895<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|-<br />
|-<br />
|XX<br />
|Furkan <br />
|Simsek<br />
|s182730<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|XX<br />
|Thorsten<br />
|Eberlin<br />
|s192921<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|XX<br />
|Atilla<br />
|Akpinar<br />
|s190053<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|Avengineers<br />
|Thomas<br />
|Schosser<br />
|s192402<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|XX<br />
|Nikolaos <br />
|Anevlavis<br />
|s192330<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|XX<br />
|Ioanna<br />
|Tsiligianni<br />
|s192708<br />
|[[Portfolio Project20]]<br />
|-<br />
|-<br />
|Phekla<br />
|Eleni<br />
|Batsiou<br />
|s190018<br />
|[[APPPM S2020]]<br />
|-<br />
|-<br />
|Scandies<br />
|Sveinbjörg Sara<br />
|Baldursdottir<br />
|s192717<br />
|[[PPP 2020]]<br />
|-<br />
|-<br />
|Scandies<br />
|Hanna M. S.<br />
|Barosen<br />
|s192687<br />
|[[APPPM 2020]]<br />
|-<br />
|-<br />
|Team Femern<br />
|James<br />
|Osborn<br />
|s196647<br />
|[[TBC Article Title]]<br />
|-<br />
|-<br />
|TeamZymes<br />
|Erik Arvid<br />
|Hosszu<br />
|s200154<br />
|[[Toolkit APPPM 2020]]<br />
|-<br />
|-<br />
|TeamZymes<br />
|Jacob<br />
|Clemmensen<br />
|s144069<br />
|[[Example APPPM 2020]]<br />
|-<br />
|TeamZymes<br />
|Björgvin<br />
|Hjartarson<br />
|s154659<br />
|[[stuff n´things]]<br />
|-<br />
|-<br />
|XX<br />
|Alexandros<br />
|Apostolidis<br />
|s182323<br />
|[[Portfolio Project202]]<br />
|-<br />
|-<br />
|XX<br />
|Breno<br />
|Strüssmann<br />
|s193580<br />
|[[Example APPM 2020 Breno]]<br />
|-<br />
|NovoCon<br />
|Casper<br />
|Scheel<br />
|s193273<br />
|[[ExampleAPPM2020]]<br />
|-<br />
|XX<br />
|Line<br />
|Tellefsen<br />
|s200449<br />
|[[APPPM 2020 Line]]<br />
|-<br />
|XX<br />
|Simay <br />
|Arpaci<br />
|s153594<br />
|[[Example APPPM 2020]]<br />
|-<br />
|PPP North<br />
|Kristín Júlía<br />
|Ásgeirsdóttir<br />
|s192303<br />
|[[Example APPPM 2020]]<br />
|-<br />
|XX<br />
|Inés<br />
|Martinez Garcia<br />
|s192924<br />
|[[Example APPPM 2020]]<br />
|-<br />
|Under the Bridge<br />
|Casper<br />
|Andersen<br />
|s164279<br />
|[[Construction of the new Strostroem Bridge]]<br />
|-<br />
|Under the Bridge<br />
|Johan<br />
|Knudsen<br />
|s164316<br />
|[[Example APPPM 2020]]<br />
|-<br />
|Under the Bridge<br />
|Jonathan<br />
|Schouenborg<br />
|s162692<br />
|[[Example APPPM 2020]]<br />
|-<br />
|Under the Bridge<br />
|Sebastian<br />
|Lind<br />
|s164299<br />
|[[Example APPPM 2020]]<br />
|-<br />
|Under the Bridge<br />
|Kristoffer<br />
|Ipsen<br />
|s164293<br />
|[[Example APPPM 2020]]<br />
|-<br />
|Under the Bridge<br />
|Narwan<br />
|Noori<br />
|s164019<br />
|[[Example APPPM 2020]]<br />
|-<br />
|XX<br />
|Aldis Anna<br />
|Ingthorsdottir<br />
|s193152<br />
|[[PPPMtoolbox]]<br />
|-<br />
|XX<br />
|Kristín Lív Svabo<br />
|Jónsdóttir<br />
|s193708<br />
|[[PPP Refrence 2020]]<br />
|-<br />
|XX<br />
|Ivalu Birna<br />
|Falck-Petersen<br />
|s192295<br />
|[[WikiPPP]]<br />
|-<br />
|Scandies<br />
|Dardan<br />
|Badivuku<br />
|s193550<br />
|[[aepppm 2020]]<br />
|-<br />
|-<br />
|Scandies<br />
|Rebekka Rut<br />
|Petersen<br />
|s192300<br />
|[[ProjectXXX]]<br />
|-<br />
|-<br />
|NovoCon<br />
|Andy Mattulat<br />
|Filipovic<br />
|s153501<br />
|[[Agile portfolio]]<br />
|-<br />
|-<br />
|NovoCon<br />
|Magnus Thor<br />
|Gunnarsson<br />
|s193154<br />
|[[Article Magnus]]<br />
|-<br />
|-<br />
|NovoCon<br />
|Lucas<br />
|Gunnersen<br />
|s161812<br />
|[[Example APPM 2020 161812]]<br />
|-<br />
|-<br />
|Cake<br />
|Frederik Fynbo<br />
|Carlsson<br />
|s153436<br />
|[[Continuous reporting for portfolios]]<br />
|-<br />
|-<br />
|Femern<br />
|Ali Adnan<br />
|Obeidi<br />
|s154207<br />
|[[AE3XPM]]<br />
|-<br />
|-<br />
|The Minions<br />
|Signe Ebsen<br />
|Olling<br />
|s154194<br />
|[[APPPM 2020S]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Hector Manuel<br />
|Fernandez Mortera<br />
|s192414<br />
|[[Ways of maintaining Ikea standards in stores worldwide]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Alicia<br />
|Belda Leandro<br />
|s192740<br />
|[[Ways of maintaining Ikea standards in stores worldwide]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Jesus<br />
|Blazquez Mulas<br />
|s192781<br />
|[[Ways of maintaining Ikea standards in stores worldwide]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Georgios<br />
|Bekakos<br />
|s193104<br />
|[[Ways of maintaining Ikea standards in stores worldwide]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Maria<br />
|Maniati<br />
|s192903<br />
|[[Ways of maintaining Ikea standards in stores worldwide]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Christos<br />
|Natsikas<br />
|s192758<br />
|[[Ways of maintaining Ikea standards in stores worldwide]]<br />
|-<br />
|-<br />
|The Minions<br />
|Janak <br />
|Raja<br />
|s192757<br />
|[[Example APPPM2020]]<br />
|-<br />
|-<br />
|Cake<br />
|Niklas<br />
|Andersen<br />
|s153946<br />
|[[Toolkit for APPPM F20]]<br />
|-<br />
|-<br />
|POYBER<br />
|Ayla<br />
|Patat<br />
|s145135<br />
|[[ExampleAYLA]]<br />
|-<br />
|-<br />
|POYBER<br />
|Tanja<br />
|Birkholm<br />
|s145643<br />
|[[ExampleAYLA]]<br />
|-<br />
|-<br />
|POYBER<br />
|Mette<br />
|Rozario<br />
|s195705<br />
|[[ExampleMette]]<br />
|-<br />
|-<br />
|POYBER<br />
|Nicklas Yeo<br />
|Petersen<br />
|s112897<br />
|[[ExampleNicklas]]<br />
-<br />
|-<br />
|POYBER<br />
|Lisa<br />
|Emanuelsson<br />
|s191930<br />
|[[ExampleLISA]]<br />
|-<br />
|-<br />
|The Minions<br />
|Samarth Shivanand <br />
|Karseri<br />
|s192743<br />
|[[Example Samarth]]<br />
|-<br />
|-<br />
|The Minions<br />
|Kathrine<br />
|Butler<br />
|s153360<br />
|[[Project KBB 2020]]<br />
|-<br />
|-<br />
|The Minions<br />
|Amalie<br />
|Hammershøy<br />
|s152985<br />
|[[Project 2020 APH]]<br />
|-<br />
|-<br />
|The Minions<br />
|Arsalan<br />
|Aman<br />
|s190218<br />
|[[A3PM 2K20]]<br />
|-<br />
|-<br />
|POYBER<br />
|Nadia<br />
|Oumaza<br />
|s140197<br />
|[[APPPM Nadia]]<br />
|-<br />
|-<br />
|XX<br />
|Luis<br />
|John<br />
|s196612<br />
|[[LJ Wiki Example 2020]]<br />
|-<br />
|-<br />
|Southerns<br />
|Alexandra <br />
|Koumara<br />
|s192625<br />
|[[Stakeholder Portfolio]]<br />
|-<br />
|-<br />
|Cake <br />
|Jannik<br />
|Ungermand Bichel<br />
|s145074<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|XX<br />
|Dimitra<br />
|Mavroudi<br />
|s192333<br />
|[[Portfolio Project2020]]<br />
|-<br />
|-<br />
|PPP north<br />
|Arna<br />
|Gudlaugsdottir<br />
|s193090<br />
|[[Wikipage123]]<br />
|-<br />
|-<br />
|DS Solution<br />
|Alexander <br />
|Heiede<br />
|s144603<br />
|[[APPM2020APPM]]<br />
|-<br />
|-<br />
|XX<br />
|Emilie <br />
|Riberholt Henriksen<br />
|s200450<br />
|[[APPPM 2020 Emilie]]<br />
|-<br />
|-<br />
|NovoSix<br />
|Johannes <br />
|Kreimer<br />
|s200159<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|NovoSix<br />
|Ida <br />
|Vejrup Holtsmark<br />
|s161721<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|cake<br />
|Line <br />
|Werngreen-Nielsen<br />
|s164336<br />
|[[APPPM 2020 - LWN]]<br />
|-<br />
|-<br />
<br />
|cake<br />
|Anna <br />
|Gallaus Jacobsen<br />
|s164286<br />
|[[APPPM 2020 - AGJ]]<br />
|-<br />
|-<br />
<br />
|cake<br />
|Anne<br />
|Arendt Louring<br />
|s153877<br />
|[[Resources for APPPM 2020]]<br />
|-<br />
|-<br />
|XX<br />
|Ian<br />
|Ikeda<br />
|s192357<br />
|[['Project' APPPM 2020]]<br />
|-<br />
|-<br />
<br />
|XX<br />
|Romina<br />
|Shkurtaj<br />
|s192639<br />
|[[Project resources APPPM 2020]]<br />
|-<br />
|-<br />
|LECANAJ<br />
|Ali<br />
|El Chaabi<br />
|s193726<br />
|[[Digital project management]]<br />
|-<br />
|-<br />
|Southerns<br />
|Dilan<br />
|Özmen<br />
|s193437<br />
|[[Portfolio Management]]<br />
|-<br />
|-<br />
|Southerns <br />
|Chiara<br />
|Zanon<br />
|s192381<br />
|[[Portfolio Management]]<br />
|- <br />
|- <br />
|Southerns <br />
|Tommaso<br />
|Piaggio<br />
|s192335<br />
|[[Portfolio Management]]<br />
|-<br />
|-<br />
|Team Money<br />
|Shylendhar<br />
|Gunasekaran<br />
|s192203<br />
|[[APPPM 20]]<br />
|-<br />
|-<br />
|Team Money<br />
|Sushanth<br />
|Kapisthalam<br />
|s190031<br />
|[[APPPM 20]]<br />
|-<br />
|-<br />
|Team Money<br />
|Idriss<br />
|El Quassimi<br />
|s192383<br />
|[[APPPM 20]]<br />
|-<br />
|-<br />
|Team Money<br />
|Andrea<br />
|Casali<br />
|s190067<br />
|[[APPPM 20]]<br />
|-<br />
|-<br />
|Team Money<br />
|Beatrice<br />
|Chiusi<br />
|s190696<br />
|[[APPPM 20]]<br />
|-<br />
|-<br />
|Team Money<br />
|Yao<br />
|Xu<br />
|s196619<br />
|[[APPPM 20]]<br />
|-<br />
|-<br />
|Building 310<br />
|Kristine<br />
|Marburger<br />
|s165473<br />
|[[Successful Project Management]]<br />
|-<br />
|-<br />
|Building 310<br />
|Liv<br />
|Stranddorf<br />
|s163832<br />
|[[Successful Project Management]]<br />
|-<br />
|-<br />
|Building 310<br />
|Lea<br />
|Hasselsteen<br />
|s163827<br />
|[[Successful Project Management]]<br />
|-<br />
|-<br />
|Building 310<br />
|Anastasia<br />
|Koutsouradi<br />
|s190017<br />
|[[Successful Project Management]]<br />
|-<br />
|-<br />
|Phekla<br />
|Laurids<br />
|Mikkelsen<br />
|s118227<br />
|[[s118227]]<br />
|-<br />
|-<br />
|Southerns<br />
|Alessandro <br />
|Pronat<br />
|s192372<br />
|[[Portfolio Management]]<br />
|-<br />
|-<br />
|Southerns<br />
|Oriol<br />
|Salse Guiu <br />
|s192382<br />
|[[Portfolio Management]]<br />
|-<br />
|-</div>Chiarazanonhttp://13.50.150.85/index.php?title=Articles_Spring_Term_2020&diff=74261Articles Spring Term 20202020-02-11T10:15:32Z<p>Chiarazanon: /* Overview of 2020 Wiki articles */</p>
<hr />
<div>=Overview of 2020 Wiki articles=<br />
<br />
{| class="wikitable sortable"<br />
|+Spring Term 2020 Wiki Articles<br />
|Group name<br />
|First name<br />
|Surname<br />
|Student number<br />
|[[Article name]]<br />
|-<br />
|-<br />
|XX<br />
|Mie <br />
|Anker<br />
|s143895<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|-<br />
|-<br />
|XX<br />
|Furkan <br />
|Simsek<br />
|s182730<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|XX<br />
|Thorsten<br />
|Eberlin<br />
|s192921<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|XX<br />
|Atilla<br />
|Akpinar<br />
|s190053<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|Avengineers<br />
|Thomas<br />
|Schosser<br />
|s192402<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|XX<br />
|Nikolaos <br />
|Anevlavis<br />
|s192330<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|XX<br />
|Ioanna<br />
|Tsiligianni<br />
|s192708<br />
|[[Portfolio Project20]]<br />
|-<br />
|-<br />
|Phekla<br />
|Eleni<br />
|Batsiou<br />
|s190018<br />
|[[APPPM S2020]]<br />
|-<br />
|-<br />
|Scandies<br />
|Sveinbjörg Sara<br />
|Baldursdottir<br />
|s192717<br />
|[[PPP 2020]]<br />
|-<br />
|-<br />
|Scandies<br />
|Hanna M. S.<br />
|Barosen<br />
|s192687<br />
|[[APPPM 2020]]<br />
|-<br />
|-<br />
|Team Femern<br />
|James<br />
|Osborn<br />
|s196647<br />
|[[TBC Article Title]]<br />
|-<br />
|-<br />
|TeamZymes<br />
|Erik Arvid<br />
|Hosszu<br />
|s200154<br />
|[[Toolkit APPPM 2020]]<br />
|-<br />
|-<br />
|TeamZymes<br />
|Jacob<br />
|Clemmensen<br />
|s144069<br />
|[[Example APPPM 2020]]<br />
|-<br />
|TeamZymes<br />
|Björgvin<br />
|Hjartarson<br />
|s154659<br />
|[[stuff n´things]]<br />
|-<br />
|-<br />
|XX<br />
|Alexandros<br />
|Apostolidis<br />
|s182323<br />
|[[Portfolio Project202]]<br />
|-<br />
|-<br />
|XX<br />
|Breno<br />
|Strüssmann<br />
|s193580<br />
|[[Example APPM 2020 Breno]]<br />
|-<br />
|NovoCon<br />
|Casper<br />
|Scheel<br />
|s193273<br />
|[[ExampleAPPM2020]]<br />
|-<br />
|XX<br />
|Line<br />
|Tellefsen<br />
|s200449<br />
|[[APPPM 2020 Line]]<br />
|-<br />
|XX<br />
|Simay <br />
|Arpaci<br />
|s153594<br />
|[[Example APPPM 2020]]<br />
|-<br />
|PPP North<br />
|Kristín Júlía<br />
|Ásgeirsdóttir<br />
|s192303<br />
|[[Example APPPM 2020]]<br />
|-<br />
|XX<br />
|Inés<br />
|Martinez Garcia<br />
|s192924<br />
|[[Example APPPM 2020]]<br />
|-<br />
|Under the Bridge<br />
|Casper<br />
|Andersen<br />
|s164279<br />
|[[Construction of the new Strostroem Bridge]]<br />
|-<br />
|Under the Bridge<br />
|Johan<br />
|Knudsen<br />
|s164316<br />
|[[Example APPPM 2020]]<br />
|-<br />
|Under the Bridge<br />
|Jonathan<br />
|Schouenborg<br />
|s162692<br />
|[[Example APPPM 2020]]<br />
|-<br />
|Under the Bridge<br />
|Sebastian<br />
|Lind<br />
|s164299<br />
|[[Example APPPM 2020]]<br />
|-<br />
|Under the Bridge<br />
|Kristoffer<br />
|Ipsen<br />
|s164293<br />
|[[Example APPPM 2020]]<br />
|-<br />
|Under the Bridge<br />
|Narwan<br />
|Noori<br />
|s164019<br />
|[[Example APPPM 2020]]<br />
|-<br />
|XX<br />
|Aldis Anna<br />
|Ingthorsdottir<br />
|s193152<br />
|[[PPPMtoolbox]]<br />
|-<br />
|XX<br />
|Kristín Lív Svabo<br />
|Jónsdóttir<br />
|s193708<br />
|[[PPP Refrence 2020]]<br />
|-<br />
|XX<br />
|Ivalu Birna<br />
|Falck-Petersen<br />
|s192295<br />
|[[WikiPPP]]<br />
|-<br />
|Scandies<br />
|Dardan<br />
|Badivuku<br />
|s193550<br />
|[[aepppm 2020]]<br />
|-<br />
|-<br />
|Scandies<br />
|Rebekka Rut<br />
|Petersen<br />
|s192300<br />
|[[ProjectXXX]]<br />
|-<br />
|-<br />
|NovoCon<br />
|Andy Mattulat<br />
|Filipovic<br />
|s153501<br />
|[[Agile portfolio]]<br />
|-<br />
|-<br />
|NovoCon<br />
|Magnus Thor<br />
|Gunnarsson<br />
|s193154<br />
|[[Article Magnus]]<br />
|-<br />
|-<br />
|NovoCon<br />
|Lucas<br />
|Gunnersen<br />
|s161812<br />
|[[Example APPM 2020 161812]]<br />
|-<br />
|-<br />
|Cake<br />
|Frederik Fynbo<br />
|Carlsson<br />
|s153436<br />
|[[Continuous reporting for portfolios]]<br />
|-<br />
|-<br />
|Femern<br />
|Ali Adnan<br />
|Obeidi<br />
|s154207<br />
|[[AE3XPM]]<br />
|-<br />
|-<br />
|The Minions<br />
|Signe Ebsen<br />
|Olling<br />
|s154194<br />
|[[APPPM 2020S]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Hector Manuel<br />
|Fernandez Mortera<br />
|s192414<br />
|[[Ways of maintaining Ikea standards in stores worldwide]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Alicia<br />
|Belda Leandro<br />
|s192740<br />
|[[Ways of maintaining Ikea standards in stores worldwide]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Jesus<br />
|Blazquez Mulas<br />
|s192781<br />
|[[Ways of maintaining Ikea standards in stores worldwide]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Georgios<br />
|Bekakos<br />
|s193104<br />
|[[Ways of maintaining Ikea standards in stores worldwide]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Maria<br />
|Maniati<br />
|s192903<br />
|[[Ways of maintaining Ikea standards in stores worldwide]]<br />
|-<br />
|-<br />
|Mediterranean Mafia (MM)<br />
|Christos<br />
|Natsikas<br />
|s192758<br />
|[[Ways of maintaining Ikea standards in stores worldwide]]<br />
|-<br />
|-<br />
|The Minions<br />
|Janak <br />
|Raja<br />
|s192757<br />
|[[Example APPPM2020]]<br />
|-<br />
|-<br />
|Cake<br />
|Niklas<br />
|Andersen<br />
|s153946<br />
|[[Toolkit for APPPM F20]]<br />
|-<br />
|-<br />
|POYBER<br />
|Ayla<br />
|Patat<br />
|s145135<br />
|[[ExampleAYLA]]<br />
|-<br />
|-<br />
|POYBER<br />
|Tanja<br />
|Birkholm<br />
|s145643<br />
|[[ExampleAYLA]]<br />
|-<br />
|-<br />
|POYBER<br />
|Mette<br />
|Rozario<br />
|s195705<br />
|[[ExampleMette]]<br />
|-<br />
|-<br />
|POYBER<br />
|Nicklas Yeo<br />
|Petersen<br />
|s112897<br />
|[[ExampleNicklas]]<br />
-<br />
|-<br />
|POYBER<br />
|Lisa<br />
|Emanuelsson<br />
|s191930<br />
|[[ExampleLISA]]<br />
|-<br />
|-<br />
|The Minions<br />
|Samarth Shivanand <br />
|Karseri<br />
|s192743<br />
|[[Example Samarth]]<br />
|-<br />
|-<br />
|The Minions<br />
|Kathrine<br />
|Butler<br />
|s153360<br />
|[[Project KBB 2020]]<br />
|-<br />
|-<br />
|The Minions<br />
|Amalie<br />
|Hammershøy<br />
|s152985<br />
|[[Project 2020 APH]]<br />
|-<br />
|-<br />
|The Minions<br />
|Arsalan<br />
|Aman<br />
|s190218<br />
|[[A3PM 2K20]]<br />
|-<br />
|-<br />
|POYBER<br />
|Nadia<br />
|Oumaza<br />
|s140197<br />
|[[APPPM Nadia]]<br />
|-<br />
|-<br />
|XX<br />
|Luis<br />
|John<br />
|s196612<br />
|[[LJ Wiki Example 2020]]<br />
|-<br />
|-<br />
|Southerns<br />
|Alexandra <br />
|Koumara<br />
|s192625<br />
|[[Stakeholder Portfolio]]<br />
|-<br />
|-<br />
|Cake <br />
|Jannik<br />
|Ungermand Bichel<br />
|s145074<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|XX<br />
|Dimitra<br />
|Mavroudi<br />
|s192333<br />
|[[Portfolio Project2020]]<br />
|-<br />
|-<br />
|PPP north<br />
|Arna<br />
|Gudlaugsdottir<br />
|s193090<br />
|[[Wikipage123]]<br />
|-<br />
|-<br />
|DS Solution<br />
|Alexander <br />
|Heiede<br />
|s144603<br />
|[[APPM2020APPM]]<br />
|-<br />
|-<br />
|XX<br />
|Emilie <br />
|Riberholt Henriksen<br />
|s200450<br />
|[[APPPM 2020 Emilie]]<br />
|-<br />
|-<br />
|NovoSix<br />
|Johannes <br />
|Kreimer<br />
|s200159<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|NovoSix<br />
|Ida <br />
|Vejrup Holtsmark<br />
|s161721<br />
|[[Example APPPM 2020]]<br />
|-<br />
|-<br />
|cake<br />
|Line <br />
|Werngreen-Nielsen<br />
|s164336<br />
|[[APPPM 2020 - LWN]]<br />
|-<br />
|-<br />
<br />
|cake<br />
|Anna <br />
|Gallaus Jacobsen<br />
|s164286<br />
|[[APPPM 2020 - AGJ]]<br />
|-<br />
|-<br />
<br />
|cake<br />
|Anne<br />
|Arendt Louring<br />
|s153877<br />
|[[Resources for APPPM 2020]]<br />
|-<br />
|-<br />
|XX<br />
|Ian<br />
|Ikeda<br />
|s192357<br />
|[['Project' APPPM 2020]]<br />
|-<br />
|-<br />
<br />
|XX<br />
|Romina<br />
|Shkurtaj<br />
|s192639<br />
|[[Project resources APPPM 2020]]<br />
|-<br />
|-<br />
|LECANAJ<br />
|Ali<br />
|El Chaabi<br />
|s193726<br />
|[[Digital project management]]<br />
|-<br />
|-<br />
|Southerns<br />
|Dilan<br />
|Özmen<br />
|s193437<br />
|[[Portfolio Management]]<br />
|-<br />
|-<br />
|XX<br />
|Beatrice<br />
|Chiusi<br />
|s190696<br />
|[[APPPM 20]]<br />
|-<br />
|-<br />
|Southerns <br />
|Chiara<br />
|Zanon<br />
|s192381<br />
|[[Portfolio Management]]<br />
|- <br />
|- <br />
|Southerns <br />
|Tommaso<br />
|Piaggio<br />
|s192335<br />
|[[Portfolio Management]]<br />
|- <br />
|-</div>Chiarazanon