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MAP has the in-depth knowledge and understanding of how companies work, how to get beyond the perceived problems, to the real problems, and how to develop problem solving action plans that are practical and that can be effectively and timely implemented.
MAP, working with client senior management, analyzes the business, identifies key problem areas, and opportunities, and develops a strategic plan, consistent with the vision and mission of the company, that is specific and action oriented.
MAP made me focus on cash flow, staffing, resource utilization and vital issues I need to address. BPM, the backbone and enabler of business agility in the present day and age, offers process optimization and automation as a form of technology-oriented continuous business improvement. Basically, BPM solutions are one of the most complex pieces of middle ware technology which is benefitted by advanced training or past experience. Our approach towards business process management considerably reduces your TCO (Total Cost of Ownership), without sacrificing the key BPM capabilities. We, at Attune World Wide offer exceptional BPM services along with excellence oriented BPM consulting to ensure that our clients can manage their business processes in the perfect manner. We identify your current business model and business processes, create new processes which are required, execute these processes using our Business Process Management governance model and then, refine the deployed processes to ensure that they match your requisites & specifications, and your business goals. Our process consultants help you begin with your BPM efforts after developing a clear understanding of your business issues and the drawbacks integral to sustained business process implementation. In order to ensure that your BPM solutions are completely tuned to your dynamic business goals and to improve your business results, we manage and monitor your business processes using tools like Bonitasoft, Activiti, Drools, jBOSS and jBPM. Project prioritization is one of the most common topics in portfolio management literature. 3) Portfolio optimization is very useful for identifying higher-value portfolios than merely using scoring models as discussed in the previous paragraph.
A) Organizations can predetermine a threshold score that projects must exceed in order to be considered for inclusion in the portfolio (known as a scoring hurdle). B) An alternative approach is to use a scoring range to provide better input to the decision makers.
5) Finally, scoring models provide the input to build risk-value bubble charts, which provide great visual information to senior leaders.
In the diagram above we see that prioritization relates to resource priority and schedule priority.
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. Our solutions include an integration platform built on a powerful enterprise service bus that enables organizations to quickly connect virtually any system and application.
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By deploying BPM techniques, your business becomes as good as your business processes are, determining a strong edge over your competitors.
As one of the leading BPM solution provider, our consultants and differentiators, at Attune World Wide, come from a highly sustained understanding of business integration solutions.
We care for our every customer in the wholesome, completely in a kind of way which is beneficial to a strong as well as professional relationship.. Within the context of project prioritization is the matter of scoring models because scoring models are the most widely used approach to prioritize projects.

The idea is to rank projects from highest value to lowest value and select projects until resources run out. The scores for each project can represent a “utility score” which can then be used as the input for the optimization calculations. The scoring model needs to contain both value elements and risk elements as inputs for the diagram.
Resource priority drives the question, “where are we going to invest our resources now?” The fundamental resources are money and people.
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. Too many companies fail to implement a solid portfolio management process and suffer as a result.
We offer enterprise architecture management solutions that help align the IT landscape with business needs. We leverage our real-world BPM experience in identifying, designing, developing and working with diverse and complex business processes, along with our proven methodologies and our combination of highly skilled offshore and onsite teams for successful BPM engagements. Although there are a lot of opinions on the effectiveness of common scoring models, they are nonetheless the most common method for prioritizing projects.
Since portfolio management is about delivering the most business value through projects, it is logical to ensure that resources are spent on the most important work. This approach has merits over other approaches that do not sufficiently take account of strategic drivers.
In this way, projects are optimized based on all the scoring inputs, not merely on net present value or some other financial estimate. Projects in the middle range of scores might be approved with more scrutiny, and projects in the upper range would likely get approved.
Normally, these scores are summed to become a single number, but with the risk-value bubble chart, we need to break out the total value score and the total risk score in order to correctly plot the data on a chart. Since there is often more work to be done than there are resources available, senior leadership needs to provide guidance of where to investment money and where to allocate human resources.  This requires an understanding of how to get the most important work done within existing capacity constraints.
The goal of prioritization is to accomplish the most important work to deliver maximum business value. 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. Our in-memory computing solutions provide faster access to big data while our Business Process Management (BPM) and business process modeling solutions help create more efficient processes.
At Attune, we, at all times over-deliver, go extra mile, take action at every hour of day & night & pick-up the call no matter who’s at the another end!
However, most people may not realize the many uses of a scoring model and how it drives better decision making beyond project prioritization. Ranking projects helps provide a common understanding of what is most important in the organization and scoring models are one of the easiest ways of establishing a rank order. However, it can be shown that even simple optimization techniques can yield a higher value portfolio at the same cost. The prerequisite to taking this approach is to have an adequate number of historical scores from past projects to compare against.

With further data elements such as strategic alignment and expected cost (or return), more information can be displayed on the bubble charts (see example below). Project priorities enable management to assign their employees to the most important projects.
Although prioritization is a critical need in many organizations, in the next post we will highlight cases where prioritization is a waste of time. 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. Our master data management solutions ensure organizations can work with trusted shareable master data. For more information on using prioritization scoring models to rank order projects, please see Mastering Project Portfolio Management.
For organizations that do not employ portfolio optimization techniques, using a scoring model to rank order projects and fund projects until resources runs out is a reasonable way to go. Gaylord Wahl of Point B says that priorities create a ‘true north’ which establishes a common understanding of what is important. 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. And our complex event processing enginea€”the worlda€™s fastesta€”provides streaming analytics for real-time big data and predictive analytics.
Another assumption is that the scoring model would have to remain fairly consistent over time with few changes. In some cases, high priority projects may have other dependencies or resource constraints that require a start date in the future. 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.
Otherwise, historical scores could not be used to determine the correct range unless special adjustments are made to the scores. Without a clear and shared picture of what matters most, lower-value projects can move forward at the expense of high-value projects. 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.
In both cases, schedule priority helps answer the question “when can we start project work?”   Having the right human resources available to do project work is a critical success factor. In this case, scoring would be an over-kill; the organization just needed to determine the most important work at that time.
Lower priority projects may face more resource contention and have a higher risk of project delays due to inadequate resource time. Lower priority projects that get pushed out into the future have an even lower likelihood of success since these projects face challenges around project initiation and higher resource contention.

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