Organizations can establish a consistent method for determining if projects are having an adverse impact on the IT portfolio, are failing and need to be shut down. Specific criteria and data to be collected and analyzed may include the following:

1. ANAG THE DIGITAL FIRM
April 1, 2014
Monzer AL-Shaikh Warak
Under supervision of Dr. Mamata Bhandar
Portfolio Management
DB WEEK 10 - 11
IS Project Management

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Organizations can establish a consistent method for determining if projects are having an adverse impact on
the IT portfolio, are failing and need to be shut down.
Specific criteria and data to be collected and analyzed may include the following:
 Standard financial measures,such as return on investment, cost benefit analysis, earned value
(focusing on actuals versus plan, where available), increased profitability, cost avoidance, or
payback.
 Strategic alignment.
 Client (customer) impact, as defined in performance measures.
 Technology impact (as measured by contribution to, or impact on, some form of defined
architecture).
 Initial project and (in some cases) operations and schedules,
 Risks, risk avoidance (and sometimes risk mitigation specifics), a
 Another basic project management techniques and measures.
 Data sources and data collection mechanisms also are important.
 Many organizations interviewed prefer to extract information from existing systems; sources
include accounting, financial, and project management systems.
In organizations, The selection of projects criteria are most often based upon suitability criteria, such as:
 Profitability
 Patentability
 Marketability
 Produceability
One way to seek input in a quick and reasonable manner is to transform the suitability criteria shown above
into rating models (scoring and checklist model). The table below illustrate it:
Scoring model:
Criteria Profitability Patentability Marketability Produceability
Criteria weights 4 3 2 1
Projects
Criterion Scores**
Profitability Patentability Marketability Produceability
* Total
Weighted
Score
Project D 10 6 4 3 69
Project E 5 10 10 5 75
Project F 3 7 10 10 93
* Total Weighted Score = ∑(Criterion Score * Criterion Weight)
** Scale: 10=Excellent; 1=Unacceptable

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Checklist model:
Projects
Profitability Marketability Success Likelihood Total
Score3 2 1 3 2 1 3 2 1
Project A X X X 7
Project B X X X 6
Project C X X X 3
The above Models can be used for both strategic selection and prioritization.
Projectportfoliomanagement(PPM)softwaretool
TherearemanyportfoliomanagementtoolsthatallowedtheorganizationstomanagetheirprojectsPurchasingaprojectportfoliomanagement(PPM)softwaretoolisnotthefirststeptoimplementingPPM.Amongotherthings,wemustsecureexecutiveandstakeholdersupport,definethechangesweneedtomaketoorganizationalstructureandprocesses,anddesigntheframeworkthatwewillusetovalueandprioritizeourprojects.Morethan100projectportfoliotherearemanagementtoolsarecurrentlybeingmarketed.AllPPMtoolscontainadatabaseofinformationonproposedandongoingprojects,andmostprovidereportingandgraphingcapabilitiesthatmakeiteasytoviewtheprojectportfolio,compareprojectcharacteristics,androllupprojectinformation.Beyondthat,thetoolsdifferconsiderably.Sometoolsaredesignedforusebyorganizationsinspecificindustries,othersaregeneralpurpose.Manyapplyonlytospecifictypesofprojects,forexample,IT(informationtechnology)projects.Thetoolsdifferintheirfunctionalityanddegreetowhichtheysupportprojectmanagement(e.g.,projectplanningandtrackingofprojectstatus)andresourceassignment(e.g.,resourceutilizationtracking).Personally,IamworkingonMicrosoftProjectServer2013,whichishostedoncloud,Icanuseitasadesktopapplicationaswell,andmyprojectteamcanaccessthissystemonlinethroughtheirPCorMobiledevicesandupdatetheirtasks!OurPortfoliomanagercanalsoaccessthissystemandmonitorhowtheprojectsdoing,hecanevaluatethesuggestedprojectandmeasurethedegreeofmatchingourstrategy.
Project Server 2013 includes best-practice portfolio selection techniques that provide a handshake between
value optimization—that is, alignment with strategy—and resource utilization, to help organizations adopt a
more rational rather than emotional approach to investment selectionMicrosoftProjectServergavemetheabilityto:1. Toprovidethepossibilityofplanningandfollow-uptasksassociatedwiththeprojects2. Planningcostsaccuratelybeforethestartoftheprojectduringitsimplementationandmanagement3. Tofollowuptheprogressoftheprojectsandpredictpotentialproblemsandthedateofactualdelivery4. Tomanagehumanresourcesandmaterialsusedintheprojectmanagement5. ItconsideredasaTooltohelpdecision-makerstodifferentiatebetweenstrategicprojects6. ItofferanOnlineProjectPortfolioManagement(PPM)7. ImproveGovernanceAndControl8. ItStrengtheneverydaycollaboration9. Seamlesslycommunicate10. Makedata-drivendecisions11. ImproveITManagementOneofthestrongestfeaturesisReporting,inProjectServerIcancreateasmuchreportsanddashboardasIwant,it’seasytouseandreporteasytocreates(seesomereportsatthelastofthisdiscussion)PPMtoolsareavailableasstandaloneapplicationsinstalledonasinglecomputer,applicationsinstalledontheorganization'sclientserverandallowingsimultaneousaccesstomultipleusersoveralocalnetworkortheweb,andPPMtoolsavailable"on-demand"whereintheserviceproviderhoststheapplicationandmakesitavailabletocustomersforapermonth,peruserfee.Importantly,toolsdiffersignificantlyintheiranalyticcapabilities,especiallythequalityofthealgorithmsusedtoassessprojectbenefits,valueprojects,accountforrisk,andidentifyvalue-maximizingprojectportfolios.

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References:
 Kerzner,H.(2010),‘‘Chapter14-----ProjectPortfolioManagement",ProjectManagement-BestPractices-AchievingGlobalExcellence(2ndEdition).WileyPublications,pages481-509.
 OfficialDocument:‘‘Top10Benefits,MicrosoftProjectServer2013’’,Microsoft
 OfficialDocument:‘‘PPMSolutionGuide’’,Microsoft,PublishedOctober2013