Eric Landree, Richard Silberglitt, Brian G. Chow, Lance's A Delicate Balance: Portfolio Analysis and Management for PDF

By Eric Landree, Richard Silberglitt, Brian G. Chow, Lance Sherry, Michael S. Tseng

ISBN-10: 0833049097

ISBN-13: 9780833049094

This description of the appliance of the RAND Corporation1s PortMan portfolio research and administration strategy and Delphi consensus-building procedure for the nationwide safety supplier (NSA) details Sharing providers (ISS) department highlights how those equipment allow the data-driven research of venture portfolios and the allocation of analysis and improvement (R&D) and operations and upkeep (O&M) assets in keeping with worth, danger, and price.

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Extra resources for A Delicate Balance: Portfolio Analysis and Management for Intelligence Information Dissemination Programs

Sample text

1 and Appendix B were used. 4 Risk Implementation is the same as Probability of Successful Implementation or risk as defined in Chapter Two. 1 diameter of each project dot on the chart reflects the level of consensus: The smaller the diameter of the dot, the higher the consensus. Consensus was calculated based on the number of responses to each question. Gray lines denote uncertainty, as determined by the standard deviation of the responses. The red crosshairs represent average values for all must pay (red) projects, and green crosshairs represent average values for all discretionary (green) projects.

8 For purposes of this analysis, if the ISS division funded a project at greater than or equal to 50 percent of the total proposed project cost, and the RAND PortMan method included the same project in the portfolio, they were considered to be in agreement. Similarly, if the ISS division funded a project at less than 50 percent, and the RAND PortMan method did not select the project for the portfolio, they were also considered to be in agreement. 6 PortMan Evaluation of the NSA ISS Portfolio 25 O&M metrics, the estimated project EV scores, and the LP method used to assemble the portfolios were appropriate.

3 shows a list of the projects and indicates whether each project was above or below the portfolio EV/cost line. Of the 17 projects in the portfolio, nine fell above the EV/cost line and eight below. Projects with a high EV did not necessarily have an EV-to-cost ratio that was better than the portfolio’s average EV-to-cost ratio. 3). However, the project’s cost was sufficiently high that it had a below average EV-to-cost ratio. Another example is project SUPP3, which was among the top six projects according to EV score.

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A Delicate Balance: Portfolio Analysis and Management for Intelligence Information Dissemination Programs by Eric Landree, Richard Silberglitt, Brian G. Chow, Lance Sherry, Michael S. Tseng


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