Talk:Project Prioritization in Portfolio Management using Quality Function Deployment

Review by Akemb

• it is not clearly stated what category this article falls into

Abstract

• Abstract, i am unsure how the QFD can benefit prioritizing projects because people tend to value their own projects better.. The one that makes the portfolio decisions is properbly not the one that work on the projects ?

• Maybe state it a little more clearly what benefits can be achieved by using the QFD method.. I would like to get more excited about the article that i am about the read

Background

• QFD is the most complete and conviencing system.... I disagree! maybe you could formulate this as. According to (this person, reference) QFD is..

• As QFD focuses on satisfying customers..... Yes it does but it also helps the design team to see interdependices between customer needs and engineering specifications. Maybe elaborate a little on this?

• Sounds very beneficial for a company to implement QFD, is QFD only the tool illustrated on the figure? QFD is also a ery good tool for making discussion.

• it is essential that QFD is implemented in the initial stages of product or service development..... Maybe you could add something about stage-gate models, and then point out where in the process it should be implemented. It looks to me like it should be implemented in stage 1 or 2.

Other applications

• Do not use the word etc. the reader do not know that this is about.

• I was hoping more that this section would touch on how QFD can be used in other processes than product development. You mention this a little, but i think you could go more in depth. This section seems a little thin.

Application in Portfolio Management

• You mention that the challenges with prioritizing is because of the influence of different stakeholders. I think that there is also many other challenges that you could mention. Not having valid data, the economy of the company, competences etc etc.

• It has been noticed that managers of different departments within a company tend to assign key employees to projects without considering the work overload of the employees. This has as a consequence the prioritization of the projects being a task of the employees assigned to the projects, who are more likely to set as a priority a project that is more beneficial for them than the whole company. In other words, the employees prefer working on a project that will enhance their personal skills rather than working on a project which creates value for their department and subsequently for the company.

I dont understand this section.. Maybe it is because it is formulated in a cryptic way. However, how can the different assigned key employees prioritize a project that have already been inititated. Portfolio management it about determining what projects should be initiated or not. If a project is initiated it is already in the portfolio. The individual prioritation of the assigned project managers is more a problem of general project management ?