Project Management: Achieving Competitive Advantage, 4th Edition

Project selection and portfolio management Chapter 3 Copyright ©2016 Education, Inc. Chapter 3 Learning Objectives After completing this chapter, students will be able to: Explain six criteria for a useful project selection/screening model. Understand how to employ checklists and simple scoring models to select projects. Use more sophisticated scoring models, such as the Analytical Hierarchy Process. Learn how to use financial concepts, such as the efficient frontier and risk/return models. 3-* Copyright ©2016 Education, Inc. Chapter 3 Learning Objectives After completing this chapter, students will be able to: Employ financial analyses and options analysis to evaluate the potential for new project investments. Recognize the challenges that arise in maintaining an optimal project portfolio for an organization. Understand the three keys to successful project portfolio management. 3-* Copyright ©2016 Education, Inc. PMBOK Core Concepts Project Management Body of Knowledge (PMBoK) covered in this chapter includes: Portfolio Management (PMBoK 1.4.2) 3-* Copyright ©2016 Education, Inc. Project Selection Screening models help managers pick winners from a pool of projects. Screening models are numeric or nonnumeric and should have: Realism Capability Flexibility Ease of use Cost effectiveness Comparability 3-* Copyright ©2016 Education, Inc. Screening & Selection Issues Risk – unpredictability to the firm Technical Financial Safety Quality Legal exposure Commercial – market potential Expected return on investment Payback period Potential market share Long-term market dominance Initial cash outlay Ability to generate future business/new markets 3-* Copyright ©2016 Education, Inc. Screening & Selection Issues Internal operating – changes in firm operations Need to develop/train employees Change in workforce size or composition Change in physical environment Change in manufacturing or service operations Additional Patent protection Impact on company’s image Strategic fit All models only partially reflect reality and have both objective and subjective factors imbedded. 3-* Copyright ©2016 Education, Inc. Approaches to Project Screening Checklist model Simplified scoring models Analytic hierarchy process Profile models 3-* Copyright ©2016 Education, Inc. Checklist Model A checklist is a list of criteria applied to possible projects. Requires agreement on criteria Assumes all criteria are equally important Checklists are valuable for recording opinions and stimulating discussion. 3-* Copyright ©2016 Education, Inc. Simplified Scoring Models Each project receives a score that is the weighted sum of its grade on a list of criteria. Scoring models require: agreement on criteria agreement on weights for criteria a score assigned for each criteria Relative scores can be misleading! 3-* Copyright ©2016 Education, Inc. Analytic Hierarchy Process The AHP is a four step process: Construct a hierarchy of criteria and subcriteria. Allocate weights to criteria. Assign numerical values to evaluation dimensions. Determine scores by summing the products of numeric evaluations and weights. Unlike the simple scoring model, these scores can be compared! 3-* Copyright ©2016 Education, Inc. Sample AHP with Rankings for Salient Selection Criteria (Figure 3.1) 3-* Profile Models (figure 3.4) Criteria selection as axes Rating each project on criteria Risk Return Maximum Desired Risk Minimum Desired Return X1 X4 X2 X3 X6 X5 Efficient Frontier X7 3-* Financial Models Payback period Net present value Discounted payback period Internal rate of return Options models 3-* Copyright ©2016 Education, Inc. Payback Period Cash flows should be discounted. Lower numbers are better (faster payback). Determines how long it takes for a project to reach a breakeven point 3-* Copyright ©2016 Education, Inc. Payback period example (table 3.5) 3-* Payback Period Example (table 3.6) Divide the cumulative amount by the cash flow amount in the third year and subtract from 3 to find out the moment the project breaks even. 3 - 50,000 = 2.857 350,000 3-* Payback Period Example (table 3.6) Divide the cumulative amount by the cash flow amount in the third year and subtract from 3 to find out the moment the project breaks even. 5 – 875,000 = 4.028 900,000 3-* Net Present Value Projects the change in the firm’s stock value if a project is undertaken. Higher NPV values are better! 3-* Copyright ©2016 Education, Inc. Net Present Value Example (Table 3.8) The NPV column total is positive, so invest! (table 3.6) 3-* Discounted payback period (table 3.9) 3-* Internal Rate of Return A project must meet a minimum rate of return before it is worthy of consideration. Higher IRR values are better! 3-* Copyright ©2016 Education, Inc. Internal Rate of Return Example This table has been calculated using a discount rate of 15%. The project does meet our 15% requirement and should be considered further. 3-* Project Portfolio Management The systematic process of selecting, supporting, and managing the firm’s collection of projects. Portfolio management objectives and initiatives require: decision making prioritization review realignment reprioritization of a firm’s projects 3-* Copyright ©2016 Education, Inc. Proactive portfolio matrix (figure 3.8) 3-* Keys to Successful Project Portfolio Management Flexible structure and freedom of communication Low-cost environmental scanning Time-paced transition 3-* Copyright ©2016 Education, Inc. Problems in Implementing Portfolio Management Conservative technical communities Out-of-sync projects and portfolios Unpromising projects Scarce resources 3-* Copyright ©2016 Education, Inc. Summary Explain six criteria for a useful project selection/ screening model. Understand how to employ checklists and simple scoring models to select projects. Use more sophisticated scoring models, such as the Analytical Hierarchy Process. Learn how to use financial concepts, such as the efficient frontier and risk/return models. 3-* Copyright ©2016 Education, Inc. Summary Employ financial analyses and options analysis to evaluate the potential for new project investments. Recognize the challenges that arise in maintaining an optimal project portfolio for an organization. Understand the three keys to successful project portfolio management.  3-* Copyright ©2016 Education, Inc. 3-*