Project Management Operational Problem Solving Implementation & Change Management Strategy & Alignment

Frank Patrick's Focused Performance Business Blog
This Focused Performance Weblog started life as a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective, but is in the process of evolving towards primary content on interactive and mobile marketing. Think of it as about Focusing marketing messages for enhanced Performance. If you are on an archive page, current postings are found here.

Monday, September 22, 2003

PMI Congress Notes: Select and Prioritize Projects with the MESAİ (Matrix for Evaluation of Strategic Alternatives) (Michel Thiry) -- Why do we select to pursue the projects we do? They should be based on improving an organization's competitiveness and effectiveness. The MESAİ approach assesses projects in terms of benefits and achievability.

Benefits are not automatically available as deliverables of projects. Benefits come from the use of those deliverables. Achievability deals with demand and supply of resources necessary to deliver against the portfolio of beneficial projects.

Decision Science - Typically involves a mix of computer tech, math, statistics, behavioral science, but tends to be process oriented and not get involved in the measurement of the results of decisions. It also tends to use analysts to guide the decision process, who are too often isolated from the actual people/managers tasked with implementing their output. MESAİ is designed to be a group process (not based on analysis and decision by an elite staff or management) and based on qualitative value concepts; a systems view of decisions and a big picture framework developed by the stakeholders involved.

Projects need to start thinking not in terms of what the project product is, but what it does. A solution is not the objective...resolution of a problem is. They are not the same.

Value - Two factors. Satisfaction of needs (offered benefits (including options) greater than or equal to expected benefits (critical success factors)) and resources expended (available resources vs required resources).

"It may not seem very important, I know, but it is, and that's why I'm bothering telling you so." - Dr. Seuss

Stakeholder Analysis - Identify and classify stakeholders. Measure their influence on program and its implementation (power and level and area of interest). Determine their needs and expectations: details for key stakeholders, defined and undefined reqs. Axis of questions: why? vs how? Theory and strategy vs means and details. (fp - equivalant to "in order to..., we must..." necessity logic used in TOC) These analyses result in identification of CSFs, which can then be prioritized via paired comparisons (sharing 5 points between each pair), normalized to a total weight of 100.

Identify Alternatives/Elaborate Options - First cut, scored options against weighted CSFs, ranked 1-10 on expected benefits. Options improvement for those not clear winners or losers.

Once relative values are assessed, achievability must be considered.

Achievability factors - Financial, parameters and quantitative constraints, human resources/people capabilities and competence, complexity (innovation, interdependence, number of stakeholders) Use up to 5 sub-factors for each, with clear definitions of high, medium, low scores, translating to scores of 10, 5, 2.5, and weighted for importance for the portfolio being considered. For each option, sum of products of subfactor scores times weightings.

Consider thresholds for benefits and achievabilty. Compare weighted benefit scores (x2) to weighted achievability scores. Grid provides guidance for thinking and actual decision making.

(fp - Not a bad process for weighted matrices, which I usually find too arbitrary and subject to manipulation. Worth looking into further.)

posted by Frank - Permanent Link - |

Current Posts (Main Blog Page)

Previous Posts

It is a common delusion that you make things better by talking about them. - Dame Rose Macaulay



What's this XML thingie all about?


View Frank Patrick's LinkedIn profileView Frank Patrick's profile



Google
Web focusedperformance.com


FP's Recommended Reading
- From the FP Bookshelf...

...from My AStore

...and some ideas from Amazon...


Best of the FP Blog Archive
- The really good stuff...

Strategic Thinking and Improvement

Enterprise PM - It Starts with Strategic Interdependence

Face Reality

How to Think With Your Gut

Hugger-Mugger and Helter-Skelter

Managing for Murphy, Satan, and Yourself

More of the Same (Local/Global)

PMI Congress Notes: Using Risk Management for Strategic Advantage

Tell Me How You'll Measure Me and Ah, But What to Measure?

What's in Your Strategy?

Why Can't We All Just Get Along?

Why TOC Works
Project and Multi-Project Management
Critical Chain and (not or) XP

Defining Project Success (But for Whom?)

Down 'n Dirty w/TOC and PM (Part 1 of 5 consecutive posts)

End of Project Review

If Project Management is the Answer, What's the Question?

In Defense of Planning

It Ain't the Tools

Lessons Learned, Revisited

Predicting Uncertain Futures

Project Conflicts

Project Determinism (and other myths)

Project Portfolio Management

Promises, Predictions, and Planning

Removing Bottlenecks - A Core Systems Design Principle

Stage Gates and Critical Chain

Ten Top Sources of Project Failure (The Executive Version)

The Meaning of "Schedule"
Leadership and Change Management
Consistent Leadership Behavior

Invisible Dogma - Perpetuating Paradigms

Nothing But Value

On Assumption Busting

Personal Productivity - An Excuse?

The Psychology of Change Management

FP's Blogroll
- Other weblogs and sites I read


FP's Ryze Page


FP's Technorati Profile
- Click the pic



Who links to FP?


For Your Charitable Consideration:

Give Something Back Foundation

Global Virtual Classroom


FP's Link List
- Selected Sites and Resources

Critical Chain Discussion Group

Lilly Software: Visual DBR

Sciforma PS (Critical Chain Software)

Spherical Angle (Critical Chain Software)

Synchrono Supply Chain Planning Software


FP Blog Archives
- All the oldies, but goodies...

Current
10/09 | 09/09 | 08/09 | 07/09 | 06/09 | 05/09 | 04/09 | 03/09 | 02/09 | 01/09 | 12/08 | 11/08 | 10/08 | 09/08 | 08/08 | 07/08 | 06/08 | 05/08 | 04/08 | 03/08 | 02/08 | 01/08 | 12/07 | 11/07 | 10/07 | 09/07 | 08/07 | 07/07 | 06/07 | 05/07 | 04/07 | 03/07 | 02/07 | 01/07 | 12/06 | 11/06 | 10/06 | 09/06 | 08/06 | 07/06 | 06/06 | 05/06 | 04/06 | 03/06 | 02/06 | 01/06 | 12/05 | 11/05 | 10/05 | 09/05 | 08/05 | 07/05 | 06/05 | 05/05 | 04/05 | 03/05 | 02/05 | 01/05 | 12/04 | 11/04 | 10/04 | 09/04 | 08/04 | 07/04 | 06/04 | 05/04 | 04/04 | 03/04 | 02/04 | 01/04 | 12/03 | 11/03 | 10/03 | 09/03 | 08/03 | 07/03 | 06/03 | 05/03 | 04/03 | 03/03 | 02/03 | 01/03 | 12/02 | 11/02 | 10/02 | 09/02 | 08/02 | 07/02 | 06/02 | 03/02 | 02/02 | 12/01 | 11/01 | 10/01 | 09/01 | 08/01 | 06/01 | 02/01 | 01/01 | 12/00


Powered by Blogger

If you are interested in adding an easily updated weblog to your site, I would suggest you look into the free service provided by Blogger.

Who is FP?
Contact Focused Performance