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== Introduction == | == Introduction == | ||
''Written by Tobias'' | ''Written by Tobias'' | ||
| − | To analyze the current and desired state of portfolio management within the cable array management department in Ørsted, a series of tools have been selected as part of a combined toolbox that a potential portfolio management consultant might use. This toolbox focuses on providing preliminary information needed to handle the dynamic decisionmaking process that the fast-moving world of sustainable energy sourcing is subject to | + | To analyze the current and desired state of portfolio management within the cable array management department in Ørsted, a series of tools have been selected as part of a combined toolbox that a potential portfolio management consultant might use. This toolbox focuses on providing preliminary information needed to handle the dynamic decisionmaking process that the fast-moving world of sustainable energy sourcing is subject to <ref name="Ørsted annual report">Ørsted. (2019). ''Ørsteds annual report''.</ref>. where traditional project management focusing on the classical triple constraint been time, cost and scope. A portfolio manager also needs to ensure all aspects of the portfolio are aligned with organizational strategy and vision. <ref name="PMIproject">PMI. (2017). ''A guide to the project management body of knowledge (PMBOK guide) / Project Management Institute''. Project Management Institute.</ref> Therefore a wide variety of tools are needed to cope with this process, a selection of them is presented in the section below. |
== Tools == | == Tools == | ||
| − | + | ||
| − | + | ||
===Tool 1 - SWOT === | ===Tool 1 - SWOT === | ||
''Written by Hashim'' | ''Written by Hashim'' | ||
| + | ====Definition==== | ||
SWOT is a framework model used for identifying and analyzing the strength, weakness, opportunities and threats within a company. [[File:TeamSted-SWOT.png|thumb|Figure 1: SWOT model - Made by TeamSted]] The model is divided into internal factors (strength and weakness) and external factors (opportunities and threats). | SWOT is a framework model used for identifying and analyzing the strength, weakness, opportunities and threats within a company. [[File:TeamSted-SWOT.png|thumb|Figure 1: SWOT model - Made by TeamSted]] The model is divided into internal factors (strength and weakness) and external factors (opportunities and threats). | ||
| + | ====Practical guidelines==== | ||
* '''Strength:''' The first element highlights the strength within a company and investigates how they distinguish from competitors. | * '''Strength:''' The first element highlights the strength within a company and investigates how they distinguish from competitors. | ||
* '''Weakness:''' The second element highlights the weakness within a company, and critically investigates what other companies do better. | * '''Weakness:''' The second element highlights the weakness within a company, and critically investigates what other companies do better. | ||
* '''Opportunities:''' The third element highlights the opportunities within a company, and looks into the company development of new ideas that lead to new markets. | * '''Opportunities:''' The third element highlights the opportunities within a company, and looks into the company development of new ideas that lead to new markets. | ||
* '''Threats:''' The fourth element highlights the threats within a company, and investigates what may affect the success and growth of a company. | * '''Threats:''' The fourth element highlights the threats within a company, and investigates what may affect the success and growth of a company. | ||
| + | ====Benefits and limitations==== | ||
Generally, SWOT is an efficient and valuable tool to gain insight into, what is realistic to achieve and where the focus area should be. The managers within a company can easily identify and evaluate if their goals are achievable and if they are not, then the SWOT model can be modified by going through each of the four elements. | Generally, SWOT is an efficient and valuable tool to gain insight into, what is realistic to achieve and where the focus area should be. The managers within a company can easily identify and evaluate if their goals are achievable and if they are not, then the SWOT model can be modified by going through each of the four elements. | ||
| + | |||
===Tool 2 - Stakeholder Mapping=== | ===Tool 2 - Stakeholder Mapping=== | ||
| + | ---- | ||
''Written by Björgvin'' | ''Written by Björgvin'' | ||
====Definition==== | ====Definition==== | ||
Stakeholder mapping is a visual representation of stakeholders in a system. This can be done in a variety of ways depending on the purpose of the mapping, most often focusing on defining relationships within the system (Directions of influence)<ref name="PMIproject">PMI. (2017). ''A guide to the project management body of knowledge (PMBOK guide) / Project Management Institute''. Project Management Institute.</ref> or characteristics of the stakeholders (as with the Power influence stakeholder grid). | Stakeholder mapping is a visual representation of stakeholders in a system. This can be done in a variety of ways depending on the purpose of the mapping, most often focusing on defining relationships within the system (Directions of influence)<ref name="PMIproject">PMI. (2017). ''A guide to the project management body of knowledge (PMBOK guide) / Project Management Institute''. Project Management Institute.</ref> or characteristics of the stakeholders (as with the Power influence stakeholder grid). | ||
| − | [[File:TeamSted_Stakeholder_map_example.png|thumb|Figure | + | [[File:TeamSted_Stakeholder_map_example.png|thumb|Figure 2: Stakeholder map: example of a visual representation of stakeholder relations - Made by TeamSted]] |
====Practical guidelines==== | ====Practical guidelines==== | ||
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====Benefits and limitations==== | ====Benefits and limitations==== | ||
Stakeholder mapping provides “..highly visual representations of complex situations,"<ref name="Walker">Walker, D. H., Bourne, L. M., & Shelley, A. (2008). Influence, stakeholder mapping and visualization. ''Construction management and economics'', 26(6), 645-658.</ref> that creates and overview and consensus about e.g. the boundries of the system or insights into stakeholder caracteristics or relations. The map however only provides a view within the set scope to a varying detail, where too complex a mapping can cause confusion and too simple, not show the full picture. | Stakeholder mapping provides “..highly visual representations of complex situations,"<ref name="Walker">Walker, D. H., Bourne, L. M., & Shelley, A. (2008). Influence, stakeholder mapping and visualization. ''Construction management and economics'', 26(6), 645-658.</ref> that creates and overview and consensus about e.g. the boundries of the system or insights into stakeholder caracteristics or relations. The map however only provides a view within the set scope to a varying detail, where too complex a mapping can cause confusion and too simple, not show the full picture. | ||
| + | |||
===Tool 3 - Power influence stakeholder grid=== | ===Tool 3 - Power influence stakeholder grid=== | ||
| + | ---- | ||
''Written by Hashim'' | ''Written by Hashim'' | ||
| − | + | ====Definition==== | |
| − | Power influence stakeholder grid is a crucial aspect of the stakeholder management. [[File:TeamSted-Stakeholdermapping.png|thumb|Figure | + | Power influence stakeholder grid is a crucial aspect of the stakeholder management. [[File:TeamSted-Stakeholdermapping.png|thumb|Figure 3: Power Influence Grid - Made by TeamSted]] The purpose of the tool is to understand the project stakeholders, since it is a core element for doing successful projects. |
| + | ====Practical guidelines==== | ||
| + | The tool contains of three steps<ref name="mindtools">Mind Tools Content Team. (n.d.).Stakeholder Analysis: Winning Support for Your Projects. Accessed 2020, 27 February. Retrieved from [https://www.mindtools.com/pages/article/newPPM_07.htm] </ref>: | ||
* '''1. Identify the stakeholders:''' The first step in a power influence grid is to find the key stakeholders related to a project and identifying the individuals that have interest in the outcome of the project. | * '''1. Identify the stakeholders:''' The first step in a power influence grid is to find the key stakeholders related to a project and identifying the individuals that have interest in the outcome of the project. | ||
* '''2. Prioritize the stakeholders:''' The second step is to prioritize the stakeholders. The manager must map or classify them in relation to engagement level of the project. The mapping process is divided into the level of interest and level of influence. The level of interest refers to stakeholders that are affected by the project outcome, but they have no power to influence project requirements. The level of influence refers to stakeholders that have power in setting and modifying project requirements. | * '''2. Prioritize the stakeholders:''' The second step is to prioritize the stakeholders. The manager must map or classify them in relation to engagement level of the project. The mapping process is divided into the level of interest and level of influence. The level of interest refers to stakeholders that are affected by the project outcome, but they have no power to influence project requirements. The level of influence refers to stakeholders that have power in setting and modifying project requirements. | ||
* '''3. Understanding key stakeholders:''' The third and last step is to understand the key stakeholders. It is important to understand how the stakeholders feel about the project, and figure out how to engage and communicate with them. | * '''3. Understanding key stakeholders:''' The third and last step is to understand the key stakeholders. It is important to understand how the stakeholders feel about the project, and figure out how to engage and communicate with them. | ||
| + | ====Benefits and limitations==== | ||
| + | After the 3 steps, the stakeholders will be displayed into the 4 quadrants of the model. The four elements of the model are: "Keep Satisfied", "Manage closely", "Keep Informed", and "Motivate". Those quadrants tell the project manager how to proceed with each of the stakeholders in order to have a successfull project. | ||
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===Tool 4 - Bubble diagram=== | ===Tool 4 - Bubble diagram=== | ||
| + | ---- | ||
''Written by Tobias'' | ''Written by Tobias'' | ||
| − | The Bubble diagram is a multipurpose visual decision-making tool used in project portfolio management. [[File:Bubble_diagram_example.png|thumb|Figure | + | ====Definition==== |
| + | The Bubble diagram is a multipurpose visual decision-making tool used in project portfolio management. [[File:Bubble_diagram_example.png|thumb|Figure 4: Risk\Reward bubble diagram - Made by TeamSted]] | ||
The diagram originates in a standard x-y plot were circles are used to indicate a given entry. Where a bubble diagram differentiates from similar diagrams is in the information stored in the diagram. Two extra dimensions can be added to the plot in color-coding of the entire and the size of the circles. | The diagram originates in a standard x-y plot were circles are used to indicate a given entry. Where a bubble diagram differentiates from similar diagrams is in the information stored in the diagram. Two extra dimensions can be added to the plot in color-coding of the entire and the size of the circles. | ||
| + | |||
| + | ====Practical guidelines==== | ||
The most common type of bubble chart is a Risk-Reward chart showing the Net Present Value(NPV) relative to the probability of success of a given project. | The most common type of bubble chart is a Risk-Reward chart showing the Net Present Value(NPV) relative to the probability of success of a given project. | ||
| − | This is also the type that is used to showcase a bubble diagram as seen in | + | This is also the type that is used to showcase a bubble diagram as seen in Figure 4. <Ref>[[Bubble_diagram_in_portfolio_management]]</Ref> |
Here the urgency of the project is quantified in a color code where red marks the most urgent projects. | Here the urgency of the project is quantified in a color code where red marks the most urgent projects. | ||
The size of the circle indicates the extent of the project, this can contain several elements dependent on the project type i.e information needed or the number of estimated work hours. | The size of the circle indicates the extent of the project, this can contain several elements dependent on the project type i.e information needed or the number of estimated work hours. | ||
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* '''Bread and Butter''': The Projects located in the upper left quadrant falls into this category. They are low-risk projects but there projected outcome is also low therefor they are a safe investment. | * '''Bread and Butter''': The Projects located in the upper left quadrant falls into this category. They are low-risk projects but there projected outcome is also low therefor they are a safe investment. | ||
* '''Pearls''': If a project falls in the upper right quadrant they are called Pearls these projects have high profitability of success and have potential large rewards. These are the projects that a business should aspire towards. | * '''Pearls''': If a project falls in the upper right quadrant they are called Pearls these projects have high profitability of success and have potential large rewards. These are the projects that a business should aspire towards. | ||
| − | * '''White Elephants''' White Elephants are located in the lower-left corner these projects are high-risk low reward projects. These projects should be avoided. | + | * '''White Elephants''': White Elephants are located in the lower-left corner these projects are high-risk low reward projects. These projects should be avoided. |
| − | * '''Oysters''' All projects in the lower right quadrant holds the potential of becoming a star project do to a potential high NPV, but they come with a low probability of success. These projects are often innovative new projects and therefore should be considered by the decision-maker. | + | * '''Oysters''': All projects in the lower right quadrant holds the potential of becoming a star project do to a potential high NPV, but they come with a low probability of success. These projects are often innovative new projects and therefore should be considered by the decision-maker. |
| + | ====Benefits and limitations==== | ||
A bubble diagram is a versatile tool that can be used as give a relatively fast visualization to base a decision on. | A bubble diagram is a versatile tool that can be used as give a relatively fast visualization to base a decision on. | ||
| + | It is easy and fast to understand. | ||
| + | It does come with the weakness that it requires data that can contain errors and be hard to quantify. | ||
| + | |||
===Tool 5 - Competency mapping=== | ===Tool 5 - Competency mapping=== | ||
| + | ---- | ||
''Written by Björgvin'' | ''Written by Björgvin'' | ||
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====Benefits and limitations==== | ====Benefits and limitations==== | ||
Competency mapping provides a frame for matching expectations between businesses and employees and overview of how things are and what has to be done. The limitations of competency mapping lay in the lack of guidance on how to act on those insights <ref name="Yuvaraj"/>. | Competency mapping provides a frame for matching expectations between businesses and employees and overview of how things are and what has to be done. The limitations of competency mapping lay in the lack of guidance on how to act on those insights <ref name="Yuvaraj"/>. | ||
| + | |||
===Tool 6 - RACI Chart=== | ===Tool 6 - RACI Chart=== | ||
| + | ---- | ||
''Written by Erik'' | ''Written by Erik'' | ||
====Definition==== | ====Definition==== | ||
| − | [[File:RACI.jpg| | + | [[File:RACI.jpg|right|600px|Figure 5: RACI Chart - Made by TeamSted]] |
| − | The RACI chart is a special RAM chart (responsibility assignment matrix) that can be used when roles, responsibilities and level of authority among the team members are to be specified. To define the involvement of stakeholders in a project the chart uses responsible, accountable, consult and inform statuses. The RACI is a very useful tool when the roles and responsibilities need to be clarified. For instance when | + | <br />The RACI chart is a special RAM chart (responsibility assignment matrix) that can be used when roles, responsibilities and level of authority among the team members are to be specified. To define the involvement of stakeholders in a project the chart uses '''responsible, accountable, consult and inform statuses'''. The RACI is a very useful tool when the roles and responsibilities need to be clarified. For instance when different members of the project team are from different departments or organizations <Ref>[[Roles_and_responsibilities_in_project_team]]</Ref>. |
====Practical guidelines==== | ====Practical guidelines==== | ||
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However PM thinks that working with this matrix can be a bit confusing about the required actions <ref name="RACI" />: | However PM thinks that working with this matrix can be a bit confusing about the required actions <ref name="RACI" />: | ||
| − | "This tool explains each person’s role, but the necessary action(s) for each role can be unclear. Some feel that it’s not clear whether the responsible or accountable plans the task. With that being said, you could look at RACI in this way – apply the matrix as deemed necessary." | + | ''"This tool explains each person’s role, but the necessary action(s) for each role can be unclear. Some feel that it’s not clear whether the responsible or accountable plans the task. With that being said, you could look at RACI in this way – apply the matrix as deemed necessary." |
| + | |||
| + | ''"You choose if the responsible or the accountable plans the task. The consult role is unclear. The project manager and the person consulted need to decide whether the consulted will only give direction when asked or whether they will offer direction when they feel it is suitable, and make sure their input is implemented."'' | ||
| − | |||
===Tool 7 - Porter's Five Forces of Competitive Position Analysis=== | ===Tool 7 - Porter's Five Forces of Competitive Position Analysis=== | ||
| + | ---- | ||
''Written by Erik'' | ''Written by Erik'' | ||
====Definition==== | ====Definition==== | ||
| − | [[File:Porter.jpg|thumb|Figure | + | [[File:Porter.jpg|thumb|Figure 6: Porter's Five Forces - Made by TeamSted]] |
Porter's Five Forces of Competitive Position Analysis is a clean framework for determining and evaluating the strength and position of a business organization. The tool is based on five forces that determine the competitive intensity and attractiveness of a market. The power in a business situation can be easily identified by the help of the theory. Porter´s five forces provides an adequate overview not just of the strength of an organization´s current competitive position, but of the desired strength in the future. In terms of strategic analysis the five forces theory could be a useful tool to analyze areas of strength, improve weaknesses, avoid mistakes and whether new products or services are potentially profitable<ref name="Porter">CGMA. (2013, June 11). Porter’s Five Forces of Competitive Position Analysis. Accessed 2020, 02 March. Retrieved from [https://www.cgma.org/resources/tools/essential-tools/porters-five-forces.html] </ref>. | Porter's Five Forces of Competitive Position Analysis is a clean framework for determining and evaluating the strength and position of a business organization. The tool is based on five forces that determine the competitive intensity and attractiveness of a market. The power in a business situation can be easily identified by the help of the theory. Porter´s five forces provides an adequate overview not just of the strength of an organization´s current competitive position, but of the desired strength in the future. In terms of strategic analysis the five forces theory could be a useful tool to analyze areas of strength, improve weaknesses, avoid mistakes and whether new products or services are potentially profitable<ref name="Porter">CGMA. (2013, June 11). Porter’s Five Forces of Competitive Position Analysis. Accessed 2020, 02 March. Retrieved from [https://www.cgma.org/resources/tools/essential-tools/porters-five-forces.html] </ref>. | ||
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Five forces analysis helps to understand the factors affecting profitability in a specific industry, and can help to inform decisions relating to: whether to enter a specific industry; whether to increase capacity in a specific industry; and developing competitive strategies. | Five forces analysis helps to understand the factors affecting profitability in a specific industry, and can help to inform decisions relating to: whether to enter a specific industry; whether to increase capacity in a specific industry; and developing competitive strategies. | ||
| − | The tool is designed for use on | + | The tool is designed for use on a macro-level. Using the model for an individual firm is not recommended. |
| + | |||
=== Tool 8 - Roadmapping in Program Management === | === Tool 8 - Roadmapping in Program Management === | ||
| + | ---- | ||
''Written by Jacob'' | ''Written by Jacob'' | ||
====Definition==== | ====Definition==== | ||
| − | Technology roadmapping refers to the process of visual planning on multiple layers such as: Marketing, product or development. By compiling a time-based chart, alignment of previous layers can be achieved towards one integrated planning approach. | + | [[File:TeamSted_roadmap.PNG|thumb|Figure 7: Example of a roadmap - Made by TeamSted]] |
| − | + | Technology roadmapping refers to the process of visual planning on multiple layers such as: Marketing, product or development. By compiling a time-based chart, alignment of previous layers can be achieved towards one integrated planning approach. Typically the roadmap is done by a group of people within a company through work-shopping. | |
| − | The method of technology roadmaps were first recognized in the 1970s in use by Motorola in an effort to integrate their technology and product development/planning. Since then, many different variations and versions of the roadmap has been developed for different purposes like service/capability and knowledge assets. However, all types of roadmaps share the common | + | The method of technology roadmaps were first recognized in the 1970s in use by Motorola in an effort to integrate their technology and product development/planning. Since then, many different variations and versions of the roadmap has been developed for different purposes like service/capability and knowledge assets. However, all types of roadmaps share the common central idea of forecasting the effects of certain elements into future or past goals. All types also use three categories for layers of planning: Resources perspective of technologies/resources, delivery perspective of products/services/systems and purpose perspective such as strategic objectives/markets/business. |
| + | |||
| + | If done successfully, roadmapping in program management can be a powerful tool to carefully analyse and define the need for initiatives and programs and their design, but also to administer the programs and their underlying activities. Depending on the application and stretegic level of use, the roadmap can be done at different detail-levels each requiring a deeper understanding of the firm. | ||
====Practical guidelines==== | ====Practical guidelines==== | ||
| − | Roadmaps can be applied in different phases of program management. It can be used to design a program from scratch or it can be used to review and/or improve an existing program. | + | Roadmaps can be applied in different phases of program management. It can be used to design a program from scratch or it can be used to review and/or improve an existing program. There is also two different approaches based on whether you start from a top-down perspective (diagonal starting top right) creating a vision, objective and initiatives and following a market pull or from bottom-up (diagonal starting bottom left) by planing ideas/projects, linkage, feedback and milestones following the technology push. |
| − | + | ||
| − | # Key questions: How will basis-elements shape the future development of the higher layers? or which elements on the lower levels are required to comply with the next higher layers' requirements? | + | In the following, the method for designing a roadmaps from scratch is described but if the map is used to review/improve, some steps can just be skipped depending on the situation. (B) Marks the top-down approach of backcasting and (F) marks the bottom-up approach of forecasting: |
| − | # Key input: Identify current technology, competency, or project portfolio as the base-layer of the roadmap and set strategic goal(s) to pursue development in a specific direction. | + | The general approach is to; ask key questions, get key input, map key activity and forecast key output: |
| − | # Key activity: Estimating future trends and possibilities, finding logical developments and strategically aligned uses of resources available right now. Also deriving necessary activities, projects and elements to attain a goal, considering the risk or influence of different scenarios. | + | # '''Key questions''': (F) How will basis-elements shape the future development of the higher layers? or which elements on the lower levels are required to comply with the next higher layers' requirements? (B) Which elements are required to comply with the next layers' requirements? |
| − | # Key output: For example a realization that the company holds unnecessary or undesired assets of competencies/projects that cannot be utilized in the future. | + | # '''Key input''': (F) Identify current technology, competency, or project portfolio as the base-layer of the roadmap and set strategic goal(s) to pursue development in a specific direction. (B) Setting strategic goals to pursue development in a specific direction. |
| + | # '''Key activity''': (F) Estimating future trends and possibilities, finding logical developments and strategically aligned uses of resources available right now. Also deriving necessary activities, projects and elements to attain a goal, considering the risk or influence of different scenarios. (B) Identifying deriving necessary activities, projects and elements to attain a goal. | ||
| + | # '''Key output''': (F) For example a realization that the company holds unnecessary or undesired assets of competencies/projects that cannot be utilized in the future. (B) A streamlined project portfolio that links the different initiatives logically towards a specific strategic goal | ||
====Benefits and limitations==== | ====Benefits and limitations==== | ||
| − | As previously mentioned in the definition, the key | + | As previously mentioned in the definition, the key benefits of roadmapping in program management are coordination and alignment. A well executed roadmap offers a high-level scope and focus on interdependencies, which serve as an enabler for guaranteeing fit between the programs elements. However, roadmaps also improve program management in more ways such as: Improving commitment, avoiding mistakes of gaps in programs, providing a common direction/focus, stakeholder management, benefit/value creation, risk management, improve collaboration, improve decision making, clarification of responsibilities. |
| + | |||
| + | The main limitation on the other hand of roadmapping is that it takes a lot of work to make and is generally a resource heavy process. To create an excellent roadmap, a full understanding of the organization and environment is needed and usually requires involvement of high-level stakeholders. Another pitfall of roadmaps is that they can become too specific or detailed, making it harder to interpret for the target audience. | ||
| + | |||
===Tool 9 - Decision-making Hierarchy=== | ===Tool 9 - Decision-making Hierarchy=== | ||
| + | ---- | ||
''Written by Breno'' | ''Written by Breno'' | ||
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The decision-making hierarchy is an approach that is considered to be an important factor when designing portfolio governance practices. | The decision-making hierarchy is an approach that is considered to be an important factor when designing portfolio governance practices. | ||
====Practical guidelines /how to==== | ====Practical guidelines /how to==== | ||
| − | To meet the desired objectives, the portfolio governance has to develop a decision-making hierarchy based on organizational governance principles, in order to reduce the risk of component failure and prejudice the success of the portfolio. An example of decision-making hierarchy tool is the Analytic Hierarchy Process (AHP), which can be seen on | + | To meet the desired objectives, the portfolio governance has to develop a decision-making hierarchy based on organizational governance principles, in order to reduce the risk of component failure and prejudice the success of the portfolio. An example of decision-making hierarchy tool is the Analytic Hierarchy Process (AHP), which can be seen on Figure 8. To apply the AHP a clear goal must be defined in the begining, and then the following criterias for that goal should be designated and later the alternatives containing those criteria should be raised. With this tool it is possible to analyse diferent alternatives to reach the desired goal, by applying different weights for each criteria. |
====Benefits and limitations==== | ====Benefits and limitations==== | ||
According to PMI standard<ref name="PMIportfolio">PMI. (2017). ''The Standard for | According to PMI standard<ref name="PMIportfolio">PMI. (2017). ''The Standard for | ||
PORTFOLIO MANAGEMENT''. Project Management Institute.</ref> it is stated that: "...it is important that decision-making responsibility is at the level where competence, accountability, and authority reside. There are complexities to this approach. For example, in organizations where employees are not ultimately accountable for their actions or are not made to feel accountable for their actions, there will be a greater need for controlling practices. In other circumstances, an experienced and respected component manager and team may be given greater autonomy and decisio-making powers than is typically given to component managers at a similar level." | PORTFOLIO MANAGEMENT''. Project Management Institute.</ref> it is stated that: "...it is important that decision-making responsibility is at the level where competence, accountability, and authority reside. There are complexities to this approach. For example, in organizations where employees are not ultimately accountable for their actions or are not made to feel accountable for their actions, there will be a greater need for controlling practices. In other circumstances, an experienced and respected component manager and team may be given greater autonomy and decisio-making powers than is typically given to component managers at a similar level." | ||
| + | |||
===Tool 10 - BCG Matrix=== | ===Tool 10 - BCG Matrix=== | ||
| + | ---- | ||
''Written by Breno'' | ''Written by Breno'' | ||
| − | [[File:TeamSted_BCG_DIAGRAM.png|thumb|Figure | + | [[File:TeamSted_BCG_DIAGRAM.png|thumb|Figure 9: Example of BCG Matrix template - Made by TeamSted]] |
====Definition==== | ====Definition==== | ||
| − | The BCG Matrix (Boston Consultant Group) is a world wide known tool that is manly applied for consideration of products, however it can also be used as a tool when trying to visualize a company`s project portfolio. The matrix consists of 4 quadrants, each of those represent a state the project is currently in. Therefore a skeptical look must be applied. Different views from distinct people from all of the company`s departments should be considered in order to | + | The BCG Matrix (Boston Consultant Group) is a world wide known tool that is manly applied for consideration of products, however it can also be used as a tool when trying to visualize a company`s project portfolio. The matrix consists of 4 quadrants, each of those represent a state the project is currently in. Therefore a skeptical look must be applied. Different views from distinct people from all of the company`s departments should be considered in order to create an accurate Matrix. The horizontal axis of the matrix correspond to the "Relative market share", and the vertical axis is the "Market growth rate" of the considered projects. An example of BCG Matrix can be seen on the Figure 9, and as shown, the 4 different quadrants are defined as: "Question Marks", "Stars", "Cash Cows" and "Poor Dogs". |
====Practical guidelines==== | ====Practical guidelines==== | ||
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====Benefits and limitations==== | ====Benefits and limitations==== | ||
| − | The benefit of the BCG Matrix is it´s relative simplicity to be understood. It´s visualization is also one advantage that permits rapid and clear interpretation once it is understood. Since it is made with only two axis, there are only two variables to be | + | The benefit of the BCG Matrix is it´s relative simplicity to be understood. It´s visualization is also one advantage that permits rapid and clear interpretation once it is understood. Since it is made with only two axis, there are only two variables to be reflected about. However, this is also a disadvantage, because projects have more variants than only relative market share and market growth rate. Another disadvantage to be considered is that in order for it to be made, different members from different departments must be present and agree while developing the matrix, otherwise it will not become a reliable matrix and decisions will further lead the company to failure. In addition, the placing of the projects considering the both axis is considered to have a high percentage of subjectivity, which is why the "BCG Matrix" is not considered as a common tool to be applied among the literature. |
| − | |||
== References == | == References == | ||
<references /> | <references /> | ||
Latest revision as of 08:27, 10 March 2020
| Erik Arvid | Hosszu | s200154 |
| Jacob | Clemmensen | s144069 |
| Björgvin | Hjartarson | s154659 |
| Breno | Strüssmann | s193580 |
| Tobias | Thyssen | s143786 |
| Hashim | Hameed | s193272 |
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