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Vedaham is a market leader in providing solutions for business process management (BPM) through a pre-integrated portfolio of products that span from ‘modeling tools for business analysts’ to ‘developer tools for system integration’, from ‘business activity monitoring for dashboards’ to ‘user interaction for process participants’. Our full life cycle business process management services include business process analysis, design, modeling, execution, monitoring, control and optimization. Your ads will be inserted here byEasy AdSense.Please go to the plugin admin page to paste your ad code. Business process management system: This system is used by the organizations to control the existing as well as future process of a business. Contract management system: With the help of these systems, one can know about the compliance, profits and risk in a business.
It improves the quality of work by making you remember things like: clients, deadlines and commitments. Microsoft retail management system: It is generally tagged as “MS RMS” and it helps the small as well as medium sized retailers in a way that they can automate the process in a business.
Hence the above things are discussed clearly and it is very essential to take up the right management system based on your needs. The Integration Engine is one of the core component of MDO built on a SOA Framework and features an in build SAP Adapter.
Application Logs are written in various points in the application to ensure traceability for fatal or unknown errors.
System Logs are available at the system level including the operating system and the J2EE server. The performance log is an optional log that can be switched on to check performance issues. ITIL is an approach used by businesses to identify customer needs and issues and address them fully. Receipt of user complaints and grievances: A complaint is received, classified and recorded. The issue is investigated and clear instructions on what to do to correct the anomaly are given to the customer. If the initial support staff is unable to deal with the problem, it is passed on to higher and more qualified levels of the support team.
Some issues are easily resolved by the support staff, others may require formal resolution while others are more complex and may require the incident management team to forward a request for change to its system or user.
Preparation for the air vacation is actually the beginning of the trip, because when you start planning, it gives you a thrill of anticipation.
Business Process Performance Checklist is created for those business managers who wish to keep their enterprise processes under accurate monitoring. Business Process Flowchart Checklist is made for enterprise executives who wish to schematize their business processes to obtain their vivid representations. Aligning a process means systematically arranging the process’s goals with a common purpose or mission. This Process Audit checklist is created to help you in organizing this important process that makes sure of effective functioning of any business process you may need to audit (inspect and examine for compliance and efficiency). This Process Change Checklist is designed for business executives who need to elaborate and implement business process alterations in their organizations. The Process Compliance Checklist provides a brief description on how to manage and monitor process compliance and also outlines key roles and responsibilities of people involved in carrying out compliance procedures. This Process Costing Checklist is created to be helpful to all those executives who wish to apply this costs accounting methodology in their production control efforts.
This Process Control Checklist is created to assist business executives who need to set up controls over their organizational and production processes in order to ensure their quality.
This Process Documentation Checklist is designed to help you in describing and supplementing the business processes running within your company with a special documentation.
In this Process Development Checklist you will learn how to develop a process in four basic steps. A properly chosen process evaluation methodology allows focusing on what services are provided to whom and how.
Using process flow charts in business and project management helps managers to plan for successful implementation of workflows, activities and tasks. This Interactive Process Checklist will be helpful both to employees and employers to know their duties and rights in terms of Interactive Process which is the term meaning a dialog between an employee who suffers from a health impairment and his or her employer who considers reasonable accommodations to facilitate further labour of this person.
This process improvement checklist will be helpful to any organization or business management in order to learn the process improvement basics, and it can help them to establish effective and continuous business processes streamlining practice ensuring the highest possible performance, quality, lower costs, and better productivity of their businesses. Process Innovation Checklist will be helpful to everyone who seeks new ideas for improving his or her business processes through implementing new approaches and methods.
This Process Integration Checklist is composed to support organizational executives in terms of their need to integrate multiple business processes for more overall efficiency in business activity.
Process KPI Checklist is a document to help business managers in deploying controls over their processes. This Process Mapping Checklist is created to help business researchers and managers in creating maps of their business processes in order of optimizing and improving them. In this Process Metrics Checklist you will read about reasons and goals of measuring processes. This Process Modeling Checklist will be helpful to everyone who is in charge of creating a process model. Process Monitoring Checklist is created for business managers who need to keep their processes under accurate control. This Process Planning Checklist is created for all business managers who wish to design and establish definite business processes in their companies.
Addressing problems related to some process means performing an effective procedure for organizing, maintaining and monitoring potential resolutions of problems that remain open and relevant to the process. This Process Qualification Checklist is created to guide managers through qualifying the product design and determining if it can be manufactured at the demanded costs and quality, as well as how all these efforts are carried out. Recording a process is an important activity that allows documenting the process and associated events by using recording tools, equipment and systems. Process requirements refer to a set of constraints, demands, needs and other definite parameters that characterize process performance and should be met or satisfied within a certain time-frame. Process Specification Checklist is composed for managers who need to describe processes in order to increase their organizational incorporation and ensure successful functioning.
Process scorecard is an evaluation sheet to analyze and assess a process for feasibility by using a set of measures. This Process Safety Management checklist can be helpful for enterprise and business managers of different levels as it can help you to give an all-round process safety management definition in your organization to reach a better level of anti-hazard and emergency-prevention policy. In this Process Scheduling Checklist we describe the procedure of scheduling a typical process as a series of 6 steps. For successful finalization of a process it is recommended to carry out the sign-off procedure. The Resource Management and Capacity Planning Handbook by Jerry Manas is the authoritative source for any organization wanting to improve its resource management practices in the context of portfolio management.  The opening chapter does a great job of providing basic context of resource management and capacity planning and strongly leverages a benchmark study by Appleseed RMCP and expert practitioners in the field. Organizations continue to struggle with the matter of resource management and “when you consider the constant change, lack of visibility into resource capacity, and no sense of which work is most important, the result is a perfect storm of resource management chaos.” In order to address this problem, Manas systematically covers key topics chapter by chapter that provide relevant help to companies seeking to improve.
In chapter 3, Manas presents a systems approach for diagnosing the root causes of poor resource management. Chapter 4 addresses the much needed topic of leadership and organizational change management.
Chapter 5 addresses key roles for making resource management and capacity planning successful. Chapter 6 is an enjoyable chapter on strategic alignment and how not to manage resource capacity management like failed military leaders in the past.
The final chapter, chapter 9, concludes with industry specific challenges of resource management and capacity planning.
The Resource Management and Capacity Planning Handbook is a must-have book for PMO directors and senior leaders struggling with making the best use of limited resources.
Portfolio review meetings are a great way to review and assess the entire project portfolio with the governance team. OPTION 1: A review of all in-flight projects, current status, relative priority, business value, etc.
OPTION 3: A high-level review of all projects in the portfolio with the intention of updating project priorities for every project in the portfolio. Option 4 comes courtesy of Jac Gourden of FLIGHTMAP in a 2012 blog post and is the best approach I have seen for conducting portfolio review meetings.
The quotes above should draw attention to the importance of well defined and well communicated IT governance. IT Architecture—the organizing logic for data, applications, and infrastructure, captured in a set of policies, relationships, and technical choices to achieve desired business and technical standardization and integration. Business Application needs—specifying the business need for purchased or intentionally developed IT applications. Much research and analysis was made by the authors in connecting the decisions being made with the right decision makers. IT Governance was very useful to me personally as it is the most thorough work on the topic that I have read and provided a lot of good insight into how to make governance work. This book enlarged my view of IT governance particularly with the five key areas of: IT Principles, IT Architecture, IT infrastructure, Business Application Needs, IT Investment and Prioritization. Another striking point that affects my current work is the need for improved communication with senior management. In part 1 of the portfolio management V-model we looked at the left side of V (process and data) that drives better decision making. Establishing portfolio management governance is a critical component for successful execution of PPM. Governance is the foundation for all of the other portfolio mechanics, and without it, PPM doesn’t work. Leadership is a critical component that brings the governance framework and the visionand goals of the organization together. In a recent LinkedIn discussion, questions were asked about the short-comings of prioritization matrices. Prioritization matrices have three primary strengths: simplicity, speed, and applicability to all types of work. Prioritization matrices are unable to produce a rank ordered list of projects in a portfolio. Prioritization matrices are good for organizations new to the portfolio management process. From a very pragmatic point of view, getting the right data at the right time is at the heart of good project portfolio management. Therefore, understanding the data needed upfront is a success factor for portfolio management. Senior management bears the responsibility for identifying the right data to be used in the portfolio management process. Portfolio tools have a very important place in the portfolio management ecosystem, but only after leadership has identified what is required and lean processes have been created to facilitate data collection. Lastly, senior leadership needs to use the data in the system for making better portfolio decisions. Benefits realization is a process throughout the project management lifecycle (among high performing organizations) not just at the end. In a previous blog post, I commented on doing portfolio management ‘by hand’ to learn the processes before adopting a robust portfolio tool.
In a great article on IT Project Portfolio Management, Jonathan Feldman asks organizations to consider the problem they are trying to solve and start with high level data rather than getting too detailed. One advantage of a bubble chart is to locate those projects that are higher value and lower risk and ask the question, “how can we get more of these types of projects in the portfolio?” Likewise with the lower value higher risk projects, we should ask how to avoid those types of projects.


In the book, Project Portfolio Management: A View from the Management Trenches, one of the questions posed is ‘can we absorb all the changes?’  At first glance I dismissed the question and instead focused on the four components of the portfolio lifecycle.
Vandaag de dag zijn vrijwel alle organisaties afhankelijk van mensen die zich bezighouden met het verzamelen, opmaken en verspreiden van bedrijfsinformatie met behulp van informatiesystemen. Orbis Software’s Business Process Management (BPM) Suite, TaskCentre®, heeft bewezen dat het echt direct de operationele kosten verlaagt en de productiviteit aanzienlijk vergroot. Nu klanten steeds betere informatie verwachten, organisaties zich meer moeten verantwoorden en afdelingen overbelast raken door de hoge werkdruk, gaan organisaties hun kritische bedrijfsprocessen steeds vaker echt automatiseren (dat gaat dus verder dan administreren). KPI’s, fraudeopsporing, ‘critical failure points’, uitzonderingen in werkbelasting, medewerkerprestatie alert en financiele waarschuwingen.
Acceptatie verhoogd kredietlimiet, budgetafschrijving, goedkeuring productieschema en bevestigd afleveringsbericht.
Publicatie van KPI’s, Status goederenleveringen, wachtrijstatus, Productiecapaciteit en online rekeningafschriften. Balansnavraag, nieuwe aanmeldingen, productbeschrijvingen, voorraadinformatie en productieachterstand per medewerker. Contactgegevens leverancier wijzigen, ‘self-service ticketing’ (kaartverkoop), automatische opzeggingen, NAW-wijzigingen doorvoeren in meerdere applicaties en personeelsgegevens aanvullen. Vedaham BPM solutions are put together using the industry's most versatile family of BPM products for delivering quick ROI.Vedaham’s BPM solutions cater to the complete process lifecycle from modeling to optimization and offers a unified interface for managing processes and services.
Management systems serve as a helping hand to carry out all the jobs effectively in an organization. Once you standardize, centralize and systemize the contracts from beginning to the end, then you can have a good business and customer relationships. Since there are many contract systems in the market, only the features will be able to separate software from the other.
All members working on the same matter must however record their progress in a common log book.
Try CentriQS complete task management solution for planning, tracking and reporting tasks, projects, and schedules. With a help of this checklist you can inspect the business process performance factors, deploy controls over them, and monitor practical results. With an aid of this checklist you can study the major flowchart shapes and how they should be used to represent your process. This Process Audit checklist works as a process audit definition embracing essential procedures, and as a check sheet of points to examine on a process. With a help of this all-round checklist you can learn why and how this complex organizational effort is carried out. With a help of this Checklist you will understand what should be added into unique processes of your organization in order to make them steadily productive and controllable.
With a help of this checklist you can learn why this arrangement is helpful and what you need to document. It will be helpful for people involved in planning various projects, activities and procedures. This Process Evaluation Checklist will show you why to evaluate a process and what basic steps can be taken to conduct successful process evaluation. In this Process Flow Checklist you will find out how to develop a process flow diagram in four steps. Your organization needs to follow the best practices of process hazard management by analyzing and eliminating risks associated with an identified hazard. With a help of this checklist you can learn more about levels of integration: reusability, transferring, and consolidation of reporting. With a help of this checklist you can review different areas of process management and organization to learn the key items to be controlled with a help of performance indicators. With a help of this checklist you can obtain a better vision of your processes through depicting them to consider their risks, deliverables and workflow.
This checklist is helpful as it explains how to make processes more manageable and how to plan them on every stage. With a help of this checklist you can qualify how the product will be developed, engineered and produced. For example, recording the course of a project meeting helps meeting participants to focus on important topics during and after the meeting. Read this Process Requirements Gathering Checklist to find out how to collect requirements for a business process.
With an aid of this checklist you can specify your processes to make them more manageable.
This Process Safety Management checklist embraces different aspects of on-the-job safety: safety management basics, standards, elements, etc. The steps explain how to plan and sequence process activities, set dependencies, determine durations, and make a schedule.
Such a procedure helps make sure the process is completed at appropriate quality levels and with a minimized number of mistakes.
This book is not about mere theory, but gives literally hundreds of practical points based on corporate reality. I am a big believer in assessing organizational maturity, and Manas does a great job of acknowledging that organizations are on a road to maturity, and through the help of expert practitioners, gives examples of how organizations have matured their resource management processes. I was very pleased to see an entire chapter devoted to these two subjects, because most of the time in portfolio management literature, the emphasis is either on process or tools, with little regard for the people dimension (which is very critical). One of the key takeaways is that successful organizations very often have dedicated resources to support capacity planning exercises.
As chapter 4 addressed the people side of leadership and change management, this chapter does an equally good job of explaining why it is important for organizations to pay attention to the human side of project execution and resource productivity when trying to improve resource management. This chapter speaks more frankly about the topic of portfolio management and the need for visibility, prioritization, optimization, and integration of the portfolio. This chapter turned out to be the cherry on top as it provided insight into unique challenges faced by different industries.
Jerry Manas has a great writing style that makes the book easy to read and easy to understand. Unfortunately in practice, these meetings can be overwhelming, time consuming, and unproductive. Some projects may be cancelled, but the primary purpose is to inform the LT of the current in-flight projects. This provides more in-depth information of critical initiatives and may result in a possible change of priority of certain projects. I also have sat through long sessions (although not all-day sessions) of reviewing all the projects in the portfolio and it can be painstakingly tiring. Even after a portfolio recommendation is accepted, there is further work to screen out the projects not included in the portfolio, and in some cases to make worthy exceptions for some projects that would have otherwise been removed from the portfolio. The first question focuses on the types of decisions that must be made to ensure effective management and use of IT. PPM is very focused on the last area of investment and prioritization, but the four preceding areas lead up to the point of making the investment decisions. Although the content was great, I felt that the case studies and diagrams were really lacking.
In part 2 we will look at the right side of the V (leadership and governance) and then tie everything together.
Peter Weill and Jeanne Ross, authors of IT Governance, define governance as “specifying the decision rights and accountability framework to encourage desirable behavior in using IT. All benefits of project portfolio management hinge on the execution of portfolio governance.
The real decision makers on the portfolio governance board should be strong strategic leaders who make the right decisions at the right time.
Good decision making requires having the right data at the right time, and it also requires strong leadership to utilize that data for making the best decision possible at any point in time. I would like to highlight the strengths and weaknesses of using such a tool for portfolio management.
At best, such a matrix can provide a categorical ranking of projects in the portfolio, but this won’t help prioritize projects within the same category. Due to the simplicity, organizations can quickly get the benefit of prioritization without spending the time to do a thorough scoring of each project. If the right data is not available for decision makers to use, the issue will be mediocre results at best. In addition, senior leadership needs to drive the accountability for collecting the right data. Selecting the right projects requires that good data is collected about each candidate project.
Portfolio systems store and transform project and portfolio data for general consumption (aka reporting and analytics).
Strong portfolio systems will generate the reports and analytics necessary to support better investment decisions. In a recent discussion on LinkedIn, one consultant commented that this most successful PPM software implementations occurred when companies took a phased approach to ease in the new solution. Firstly, it gives the organization time to develop their own portfolio processes without the burden of learning a new tool upfront. Without a designated portfolio management tool, I have designed bubble charts by hand using Excel and PowerPoint. By normalizing with respect to past and current projects, we will see whether or not the projects are moving toward the higher value lower risk quadrant. However, after further reading, it became clearer to me that from a portfolio management perspective, it is very important to understand how much change is being pushed out to the respective organizations. Door middel van deze strategie kunnen organisaties hun productiviteit vergroten en tegelijkertijd kosten en tijd besparen. It empowers business experts to implement dynamic processes that react and adapt to change. This system helps a particular business in automating, modeling, monitoring, optimizing and analyzing the various processes.
Even though the business is small or large, the 2 things which every business needs to take care of are the: deals and customers. The 1st best feature is the “assembly”, you need to check the software, if it can handle the documents which are exported from various file formats.
The retail shops can be of hobby stores, food stores, sporting goods, liquor stores, appliance stores etc. Increase productivity of your small business or office by better organizing your employees' tasks and time. This Process Alignment Checklist explains how to make business processes aligned with strategic goals. This Process Automation Checklist gives an overview of process automation and briefly describes several key techniques for automating business processes.
The checklist is supposed to be helpful for people involved in managing, assessing and controlling performance of processes. Much of the chapter is spent on the “50 ways to lead your users”, which is a systematic and structured approach to leading change in the organization. I loved his white paper on the topic and felt that this chapter could have been moved up earlier in the book to provide a clearer view of resource management and capacity planning within the context of project portfolio management. Learning about challenges faced by other industries actually gives greater context to the capacity planning problem and puts readers on the alert for identifying and solving these problems in their own company.
He also does a fantastic job of blending theory with reality by explaining key topics and then providing numerous tips on how to be more successful with resource management. There are many ways to conduct a portfolio review meeting, but one of the key questions of the governance team is “what do they want to accomplish at the end of the portfolio review”?


Moreover, these types of portfolio review meetings wear out governance team members and do not yield much value. The authors define governance as “specifying the decision rights and accountability framework to encourage desirable behavior in using IT.” “Governance determines who makes the decisions. Based on the results, they concluded that the best performers conducted IT governance differently from the low performers and drew conclusions of what distinguished the two groups. In order to make portfolio management processes successful a proper governance structure must be in place. It was very clear that a governance structure needs to be set up to account for all five areas.
If IT is not generating value, senior management should first examine its IT governance practices—who makes decisions and how the decision makers are accountable.” Governance cannot be delegated to someone else. The authors found that “the best predictor of IT governance performance is the percentage of managers in leadership positions who can accurately describe IT governance.” They found that most senior managers could not explain their own governance processes, which would explain why their IT governance doesn’t work properly. I normally like case studies, but I do not feel that the cases used in this book added any value to me. At the same time, good leaders will also develop the necessary governance infrastructure to make good decisions that will drive the execution of the strategy they have put in place. In order to have good data, organizational processes are required to collect the data and maintain it.
Firstly, a prioritization matrix differs from a more traditional scoring approach in that it offers a limited number of priority selections. Prioritization matrices cannot do a good job of evaluating projects based on multiple criteria, and therefore cannot do a thorough job of distinguishing important projects from less important projects.
Even in organizations where projects are scored and ranked, prioritization matrices can be used for “pre-screening” purposes to do a preliminary prioritization.
Portfolio management is about selecting the right projects, optimizing the portfolio to deliver maximum benefit, protecting portfolio value to ensure that that value is delivered, and improving portfolio value by maturing organizational processes. For less mature organizations with fewer data requirements, simple portfolio systems such as Excel and Sharepoint can be used in the portfolio process.
The first phase involved simpler tools to allow the organization to become familiar with portfolio management, followed by the full implementation with the advanced PPM capabilities. Great advice as this too points to the need for a phased approach to implementing portfolio management.
To determine a ‘value’, we use our prioritization value scores and compare that among projects.
De technologie van Business Process Management is de IT-oplossing voor deze problemen met mensafhankelijke applicaties.
Denk hierbij aan het uitdraaien van een rapport, een probleem escaleren of het produceren en verzenden van compliance documenten. With Vedaham BPM Solutions, you can optimize business processes for your company, readily comply with regulations, and quickly respond to changing market dynamics and customer demands.
There are different types of management systems like: business process management system, employee management system, contract management system, Microsoft retail management system etc. It helps in managing the store with lot of things like: inventory or stock, purchase orders, employee management, sales tracking etc. For some organizations, portfolio review meetings are about getting project status of every project in the portfolio. Project governance is very much about the types of decisions being made and the people who participate in the decision making.
These points reinforce my need to continually educate senior management and communicate both the process and the results of our governance procedures so that we have greater project success.
Management is the process of making and implementing the decisions.” They make the point that IT governance is the most important factor in generating business value from IT and that good governance design allows enterprises to deliver superior results on their IT investments. Rubin, former executive vice president at Meta Group, “a good governance structure is central to making [PPM] work.” Furthermore, “Portfolio management without governance is an empty concept”. Moreover, good leaders will hold management accountable for following the governance process and will take ownership for achieving the organizational goals.
True leaders will not compromise and accept mediocre results, even when that is the easiest path to take. Governance processes are also needed to ensure that the governance board operates efficiently and effectively. Basic criteria should be developed for each part of the matrix, but once complete, decision makers can apply the criteria to various types of work. When evaluating multiple large projects, a scoring system will provide a more accurate analysis over a prioritization matrix. This would be commonly used in a stage-gate process before a formal business case has been developed.
Maturing organizations should select portfolio software that meets the needs of its data requirements.
Without good ‘fuel’, senior management will be unable to drive the organization toward its strategic goals. Project managers, steering team, etc) to understand portfolio processes and be comfortable using them. We have risk scores as part of our prioritization criteria that drive the ‘risk’ portion of our bubble charts.
Directeuren, managers, leveranciers en klanten verwachten onmiddellijke respons op real-time commerciele interacties. Met Orbis TaskCentre® worden deze procedures volledig automatisch getriggerd en uitgevoerd, precies volgens de bedrijfsregels of de geldende wetten. It also carries clear documentation of the process involved in a business so that they can be referred in the future. They are generally in the form of work sheets which can be generated with the help of commands. For other organizations, portfolio review meetings are designed to evaluate each project in the portfolio with the intention of updating priorities. Rather than merely focusing on individual projects, a portfolio team can compile a few portfolio scenarios that should be reviewed by the governance team. The Project Management Institute’s Standard for Portfolio Management 2nd Edition briefly discussed governance but did not go into the same level of detail as this book. As far as improvements, the topic of project portfolio management was barely discussed and is quite important in terms of executing strategic change within an organization. These quotes highlight the need for a well-defined and properly structured governance in order to manage the project portfolio. Good strategic leaders will make difficult decisions (aka “the right decisions”) in the face of difficult circumstances.
Even if there are good governance processes and place, and the roles and responsibilities are well understood, real leadership is needed to make difficult decisions that best utilize resources and accomplish company goals (even when not popular among all stakeholders). Because of its simplicity, prioritization becomes a much faster exercise and allows decision makers to quickly distinguish important projects from less important projects. A governance team could quickly determine a categorical priority for the project at an early gate review. Collecting data comes at a cost, and organizations need to put the right processes in place in order to collect good data. Third, based on the early experience with project portfolio management, the organization will better understand their own requirements for a full fledged tool.
Business Process Management versterkt de functionaliteit van alle informatiesystemen in een bedrijf door een infrastructuur te creeren die op real-time basis reageert. They can also be integrated with SQL or other applications like: Microsoft CRM, MS Great Plains etc. In many instances, there is significant overlap between the portfolio scenarios, but the emphasis is on the business goals of the portfolio and how a portfolio scenario supports a certain goal.
Another well respected PPM expert, James Pennypacker, developed a portfolio management maturity model which identifies governance as a key criteria. In addition, “If business leaders do not assume responsibility for converting [IT capabilities] into value, the risk of failure is high.
I overlooked it because of the book’s value to the topic of governance, but I definitely feel the authors should have spent more time on this topic. This is why leadership is needed in addition to governance for making better strategic decisions.
These decisions relate to the projects and programs in the portfolio that will execute strategy and meet company objectives. Otherwise, the matrix is of little value because decision makers can have wildly different views for what is of high importance versus low importance. Prioritization matrices can also be used to triage large volumes of project requests to focus the organization on the hottest projects. Some less mature organizations will collect insufficient data which leads to sub-optimal decisions. From this angle, portfolio management processes are about collecting a sufficient amount of the right data. Is a score of 500 good or bad?  Since my organization was experimenting with a new prioritization process, we didn’t know what was good or bad. With high risk comes the likelihood of frustrated business leaders who often respond by replacing the IT leadership or abdicating further by outsourcing the whole ‘IT problem’”. The simple portfolio management V-model helps tie together four critical components of PPM that lead to better decision making and result in greater strategic execution. With a traditional scoring model, it is difficult to evaluate “keep the lights on” type of work, but with a prioritization matrix it is easier to compare priorities for project and non-project work.
I have seen this approach used in an organization that received a high volume of small project requests. Other organizations may try to collect too much data before they are ready to utilize it and can do more harm than good by burning out employees with burdensome processes.
Without good standards and processes, important portfolio data will be collected inconsistently resulting in confusion and possible error.
Therefore, I made the decision to normalize the scores so that we could fairly compare good or bad projects within the portfolio rather than try to determine a threshold for ‘good’ projects. The various business process systems are designed in such a way that it is user-friendly, flexible, simple and comprehensive.
Here the point was made that outsourcing IT may come out of a frustration by the business leaders with IT. I would definitely recommend it to anyone that is involved with portfolio management or any part of IT governance. In this case, scoring would be an over-kill; the organization just needed to determine the most important work at that time. Mature organizations will have the discipline and rigor to collect the right amount of quality data.
This has been helpful in identifying which projects drive more overall value to the organization compared to other current projects in the portfolio. These kinds of systems are widely used by many corporate so that they can interact with the other organizations, clients, companies, vendors etc.
Yet, the source of the frustration may very well lie in the poor governance structures established.
The downside of this however, is that you are always going to have a few projects that look bad. Until now, I had been normalizing only among current projects in the portfolio, yet it suddenly dawned on me this morning, that I should also normalize among all projects, past and current in order to understand whether we get more value now than in the past.



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