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

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

This description of the applying of the RAND Corporation1s PortMan portfolio research and administration strategy and Delphi consensus-building procedure for the nationwide safety company (NSA) details Sharing prone (ISS) department highlights how those equipment permit the data-driven research of venture portfolios and the allocation of study and improvement (R&D) and operations and upkeep (O&M) assets in keeping with price, chance, and value.

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

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Therefore, O&M projects located in the upper left quadrant would indicate projects in need of risk mitigation, or possibly candidates for future R&D projects aimed at replacing legacy systems that have become difficult to support. The RAND PortMan Method 11 Cost Analysis The ability to chart the relative risk and reward of projects using a common set of metrics is fundamental to successful portfolio management. It provides a graphical representation of where current of projects are and generally where they need to go in order to achieve both high value and low risk.

This was defined as the Fiscal Year 2008 Case (FY08C). The second case included theoretical lifecycle costs that the project would incur over the five-year defense planning cycle out to fiscal year 2012. This was defined as the Fiscal Year 2008 to Fiscal Year 2012 Case (FY12C). For FY12C, RAND assumed a fixed 3-percent annual inflation of project costs over the five-year period and a flat ISS budget. If a particular program could not be supported over the entire five-year period, it was not included in the final portfolio selection, even if there were sufficient funds to afford it in the current fiscal year.

The remaining must pay projects were located near the center of the chart, and appeared to have a significantly higher degree of value and risk compared to the rest of the must pay projects. By contrast, the discretionary projects (green) had a more continuous distribution. However, it is important to note that the level of risk for all of the projects in the portfolio was low. , “Technical, personnel, resource, or process issues that may impede full implementation are difficult, but can be addressed using proven methods”).

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