Client
A leading technical software vendor.
Challenge
Allocate resources among scores of projects.
Background
The company used a “new product x new market” matrix to filter candidate projects. This framework is appropriate for assessing
risk, but not for broad evaluation of projects. Project managers had difficulty understanding the criteria for resource
decisions. The company had a backlog of dozens of candidate projects that had not been evaluated over several years.
Solution
Score projects by quantifying market attractiveness and competitive strength. Rely on inputs from domain experts in many
fields to derive quantitative scores that were combined in a linear decision support model.
Client Impact
Brought discipline and buy-in to resource decisions. Mass-produced terse evaluations and project plans for dozens of projects
with limited resource commitment. Eliminated backlog of unevaluated investment proposals. Trained managers and engineers
in how to think in the same strategic terms, which improved communications and buy-in to decisions.