When it comes to portfolio management, it can be easy – in many cases, too easy – to explore the theory side of the equation without looking at hos companies in the real world are living the principles of value creation. Let’s take a look at how one of the largest petroleum companies benefited from implementing them.
The managers of R&D/technology portfolios were pressured by management to accelerate the deployment of technology to business opportunities. The business needs for technology were not being met in a timely fashion while at the same time corporate growth bottom-line objectives were demanding more for less money. Projects were being kept alive too long, and there was an inconsistency in how projects were evaluated. Senior managers were having difficulty comparing projects of different types and the company was experiencing significant limitations of a subjective “thumbs-up/thumbs down” approach to prioritization of projects in the development portfolio.
The existing portfolio management process was primarily a roll-up of business cases to justify projects, which as noted above, led to inconsistent project evaluation, making it quite difficult to objectively compare projects with the portfolio. The process was competitive and adversarial, supported by little quality data.
· A peer and expert review process emphasized transparency, creditability and comparability.
· Uncertainty tracking included baseline assessments of the ranges of uncertainty around each factor in the model. Updates were based on evidence and learning as projects moved through development.
· The transparent process helped address “garbage in, garbage out” concerns, which had historically been one of the most challenging issues.
Within one year following implementation of value-based management, the portfolio manager reported a 60% increase in new ideas screened; a 50% improvement in new project initiated and a 100% increase in projects deployed and projects terminated. By stopping one project a year earlier, funding and resources were made available to accelerate development of more promising projects, adding $10 million in value to the portfolio – 30% of the annual budget.
An additional benefit: credible, comparable evaluations allow every member of the team to view the importance of his/her contribution to creating value and to develop understanding and accept decisions that may reject their pet projects when other projects can be shown to have higher value potential for the organization.
Key – yellow: before Value-Based Evaluation – blue: after Value-Based Evaluation
This is the fourth in a series of blogs on The Six Principles of Strategic Portfolio Management. Subsequent blogs will address each of the six principles in detail. For further information about SPM processes and decision-support software, visit www.smartorg.com or contact firstname.lastname@example.org