Mitigating danger with a well balanced development portfolio

Assume that you have a variety of projects that you desire to carry out and that you have a variety of resources that can be utilized to execute them (such as innovation managers and programmers). If the resources can be arranged so that all the projects can be efficiently performed without any interdependencies (i.e., the execution of one job does not affect any other task in any method), you can securely carry out all the tasks at the same time.

The problem is that this is not the normal circumstance.

As soon as jobs end up being synergistic, choices have to be made and the tasks need to be focused on. Tasks may be interdependent if they need the same resources, for example, or if they require the results from another project before they can move on. The relative concerns of various tasks may be self-evident, however in lots of organizations, they are not. Stakeholders might be more interested in specific jobs, and tasks can become stigmatized if they are not high on the list, as it may seem as if they have “lost” to another task. Professions can be tied to the success of a task. Some executives have pet projects. All these social phenomena can lead to a prioritization schedule that is less than ideal from a strictly operational perspective. However, by utilizing a formal process to manage your portfolio, you will normally get a consensus on what gets precedence in the demands for resources. This is true regardless of what type of portfolio you have.

Invite to the webinar, throughout which we will dive into the world of mitigating risk and enhancing your portfolio.

The webinar will be led by Johan Persson, a director and specialist in situation preparation, commercialization, and portfolio management at Innovation360, and by Magnus Penker, a worldwide strategist and development management thought leader at Innovation360.