OFC4 21Project Portfolio Server2007提供决策依据.ppt

# Portfolio Strategic Value Total EBIT Original Selection 51% $389 M Optimal Selection 82% $564 M Final Selection (includes mandated projects) 75% $526 M 2 3 1 Strategic Value Gain = 24% EBIT Increase = $137 MM 3 1 2 控制能力: Portfolio Optimization Led to Gains of $137mm EBIT, 24% Strategic Value for Same Budget QA 填反馈表 * * ? 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION. Three core competencies This is a flow chart of the portfolio management process. It looks complicated but its actually quite simple. Allow me to take you through the process. The first 3 red boxes is about strategising where business strategies are translated first into objectives, then initiatives and programs. The next four blue boxes is implementation. The initiatives and programmes from derived from strategy and business objectives contribute to the programme portfolio, which consists of the current portfolio, new initiatives and backlog of initiatives. Portfolio analysis then takes place to ensure there is alignment of initiatives to strategic goals, cost-benefit analysis is conducted, that there is a correct balance of investments and that risks are diversified. Only then should programmes be prioritised in terms of timeframe and capacity. Project management then comes in to ensure projects are carried out on schedule and on budget. La