Material for those who want to dig deeper.
Whitepaper and articles
The thinking and the technology behind the method, for those who want to dig deeper.
Priopti Technical Methodology
A complete specification of Priopti's quantitative methods for portfolio analysis and decision support. For technical evaluators and IT architects.
The maturity staircase for portfolio management
Build your portfolio management as a maturity staircase, five levels where each level delivers value on its own. An overview of Priopti's method and the strategy visualization behind it.
Why ranking isn't enough
Most organizations with too many initiatives try to solve the problem with a list. It works, until it doesn't. Here's why combination always beats ranking.
Perspectives, views and yardsticks
Three words that sound like synonyms but mean three different things in Priopti. Keeping them apart is what lets the three yardsticks never be merged into one number.
Data, experience, and everything in between
Strategic portfolio management rests on two kinds of data, generic structure and your own experience. An article on what you already have, what is missing, and why what matters is not gathering more data, but gathering what you have in one place.
Between strategy and delivery
Your strategic goals live in a document. Your projects live in your project tool. Between them sits a gap nobody owns, and where data graveyards grow. An article on what happens in the gap.
Step by step
The whole review, one part at a time. The first three you read right away. The last three we send to your inbox.
Why a review?
Why strategic portfolio prioritization needs a review, and how method, math and delivery fit together.
Organizational goals
Everything starts at the top. The organization's goals are read in and weighed against each other, before a single initiative is named.
Business goals
The managers' own goals are connected to the organization's, and everyone sees each other's goals for the first time.
The criteria
Decision criteria and feasibility are set before the initiatives are known, and kept on separate axes.
The initiatives
The initiatives are assessed against criteria that are already fixed. Three yardsticks, never merged into one number.
The visualizations
When the numbers become pictures. Each view asks its own question and answers just that, without being merged.
The simulation
Change the weights and watch the ranking recompute. Try dropping initiatives. Lock the decision as a timestamped decision point.
