Prioritising projects

Portfolio management is really taking off as a concept. Methods vary. The degree of integration with corporate strategy, appetite for risk, balance between different lines of business all appear as evaluation criteria in assessing project candidates as part of a portfolio. This article includes an intersting example of a scoring mechanism for rating projects. To anyone who has used the Kempner-Tregoe method for selecting between candidates when doing package evaluation, the approach will be familiar. The success of the method depends on the evaluation criteria and the weighting factors and frequently the real value is that it prompts discussion of the candidates.
Applying scores based on a method like this gives a satisfying feeling of being to rank all the candidate projects. But dynamic portfolio management needs the scores to be reassessed frequently and a method for including evaluation of projects that are already under way.
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