The webinar discussed portfolio planning and project prioritization. It began with introductions and an overview of the presentation. The presenter then discussed what portfolio planning is and why it is important for ensuring resources are allocated to the most important projects. Various techniques for scoring and prioritizing projects were covered, including developing criteria and models. The presentation concluded with a discussion of considerations for implementing scoring at an organization and tips for ongoing portfolio replanning.

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Prioritize Your Projects
Rinse and Repeat
A KeyedIn Presented Webinar

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All lines are on mute use phone audio if
you have issues!
Today’s Webinar
Today’s event is being recorded
Targeting 1 hour session – 45
minutes presentation / 15 minutes
Q & A
Slides and recording will be
available after the event
Please enter questions into the Q & A
box

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DANNY GANS
TODAY’S PRESENTER
Danny brings over 15 years of experience in the PPM space, working to help customers
identify and solve complex business problems. Danny’s experience working closely with
PPM leaders and project teams allow him to understand the unique needs of each
customer and helping them optimize their operations by selecting and strategically
deploying enterprise software solutions. At KeyedIn, Danny leads the Solutions
Consulting Team in the US and is focused on helping PMO leaders and project teams to
overcome their business challenges with innovative solutions.

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How to keep your portfolio prioritized without the headache
REPLANNING FOR CONTINUED SUCCESS
What is portfolio planning and why is it important
PORTFOLIO PLANNING
Develop models and rudimentary to sophisticated examples of
scoring
GETTING STARTED WITH PROJECT SCORING
Executive buy-in, stakeholder engagement, and removing political
agendas
CONSIDERATIONS

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WHAT IS PORTFOLIO
PLANNING AND WHY
SHOULD I DO IT?
The process of selecting and
investing in projects to ensure
maximum use of scare resources
(people and dollars) 77%of IT leaders say it is a challenge to
find the right balancebetween
business innovation and operational excellence.
-2020 State of the CIO Report
Over 70% of organizations report they do
not have enough resources to support
incoming project demand (PMI)
Change is the number 1 reason for
project failure (PMI)

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WHAT IS PORTFOLIO
PLANNING AND WHY
SHOULD I DO IT?
Because delivering on time and on
budget just isn’t good enough
The PMO is leading their business
through these changing times
The projects you choose to invest in
are the future of your business

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• Selecting the right projects and
initiatives to invest in
• Adapt to changes and keep portfolio
prioritized along the way according to
business needs
• Deliver faster and better by delivering
on the projects that matter most to the
business
AGILE PORTFOLIO
MANAGEMENT

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TOP USE CASES FOR
SCORING
1. Strategic resource
management
2. Dynamic planning and
prioritization
3. Portfolio analysis

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Where to start?

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01 02 03 04 05
Impact /
Disruption
Technical
Support
Risk ROI
Business
alignment
Getting Started with Project Scoring
Evaluating 5 categories of scoring

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Project RankingExample Scoring Model

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Analytical Hierarchy ProcessStructured Model for Decision Making
1. Define the Problem and Measurement Criteria
2. Produce a hierarchical order based on these components
3. Define the Alternatives
4. Establish Priorities amongst Criteria Using Pairwise Comparison
5. Get the Relative Weights
6. Apply Weights to Alternatives
7. Determine Priority of Alternatives
8. Conduct Sensitivity Analysis against Model

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Analytical Hierarchy ProcessStructured Model for Decision Making
Goal
Criterion 2 Criterion 3Criterion 1 Criterion 4
Alternative 1 Alternative 2 Alternative 3 Alternative 1 Alternative 2 Alternative 3 Alternative 1 Alternative 2 Alternative 3 Alternative 1 Alternative 2 Alternative 3

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Analytical Hierarchy ProcessStructured Model for Decision Making
Goal
1.000
Criterion 2
.250
Criterion 3
.250
Criterion 1
.250
Criterion 4
.250
Alternative 1
.333
Alternative 2
.333
Alternative 3
.333
Alternative 1
.333
Alternative 2
.333
Alternative 3
.333
Alternative 1
.333
Alternative 2
.333
Alternative 3
.333
Alternative 1
.333
Alternative 2
.333
Alternative 3
.333

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Analytical Hierarchy Process: Example
Choose a Leader
Experience
Susan Janet Oscar
Cultural FitCharismaEducation
Goal
Criteria
Alternatives

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Analytical Hierarchy ProcessEstablish Subcriteria
Goal
1.000
Criterion 1
.500
Subcriterion
.250
Criterion 2
.500
Subcriterion
.250
Subcriterion
.125
Subcriterion
.125
Subcriterion
.125
Subcriterion
.125

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Analytical Hierarchy Process: Example
Let’s Buy a Family Car!
Choose a New Car
Cost
Purchase
Price
CapacityStyleSafety
Fuel Costs
Maintenance
Costs
Resale
Value
Cargo
Capacity
Passenger
Capacity
AlternativesSubcriteriaCriteriaGoal

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Analytical Hierarchy Process: ExamplePairwise Comparison – Prioritize Criteria

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Analytical Hierarchy Process: ExamplePairwise Comparison – Apply Priorities
Choose a New Car
Cost
.504
Purchase
Price
.250
Capacity
.217
Style
.042
Safety
.237
Fuel
Costs
.250
Maintenance
Costs
.250
Resale
Value
.250
Cargo
Capacity
.500
Passenger
Capacity
.500
AlternativesSubcriteriaCriteriaGoal

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Analytical Hierarchy Process: ExamplePairwise Comparison – Prioritize Subcriteria
Choose a New Car
Cost
.504
Purchase
Price
.488
Capacity
.217
Style
.042
Safety
.237
Fuel
Costs
.251
Maintenance
Costs
.100
Resale
Value
.161
Cargo
Capacity
.167
Passenger
Capacity
.833
AlternativesSubcriteriaCriteriaGoal

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Analytical Hierarchy Process: ExampleResult

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CAUTIONS AND
CONSIDERATIONS
• Creating a scoring model is often a
good look in the mirror
• Objectivity is difficult – you will likely
have lingering biases
• Gaining buy-in early will help get (and
keep) the team on board
• Don’t be overly focused on “getting it
right” – you will need to adjust and
adapt
• Measure and report against your
scoring criteria

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HOW TO GET STARTED
WITH SCORING IN
YOUR ORGANIZATION
1. Create a committee
2. Decide on criteria
3. Roll out scoring plan
4. Develop supporting process
5. Right-size your scoring model

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REPLANNING FOR
CONTINUED SUCCESS
• Standardized intake process for review
and approval
• Continued prioritization with scored and
rated backlog
• Regular review and check for alignment
and changes

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Continually re-plan to ensure optimal portfolio success
REPLANNING FOR CONTINUED SUCCESS
Important now more than ever for strategic PMOs
PORTFOLIO PLANNING
Get started / build and improve later
SCORE PROJECTS FOR BIGGER VALUE IMPACT
Keep your scoring process on track
AVOID OBSTACLES
Key Takeaways

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SOLUTION DEMONSTRATION

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Speed of Reporting
IMPROVEMENT
50%
Forecast Accuracy
INCREASE
60%
Total Portfolio Value
REINVESTMENT OF
20%
For ESOs
PROFITABLILITY
2x
Project Management Cost
SAVINGS
50%
Hundreds of global customers across a diverse set of industries.
including:

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Invest in the projects or products
that have the biggest impact
Manage projects as you would a
product for better results
Prove better PMO value by
delivering on strategic objectives
Place the Right Bets Turn Quickly Deliver Faster
Centralize projects and products
regardless of methodology
Allocate the right resources to the
most valuable initiatives
Communicate with the business
and make data-driven decisions
Easily pivot when business
priorities shift
Prioritize continuous improvement
Embrace change rather than
resist it to yield better results
Agile Portfolio Management
Applying Agile Principles to Top Down Portfolio Decision Making

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?QUESTIONS?
Contact KeyedIn
info@keyedin.com
/company/keyedin-solutions-inc-
www.KeyedIn.com

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THANK YOU