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 appliance of the RAND Corporation1s PortMan portfolio research and administration approach and Delphi consensus-building approach for the nationwide defense organization (NSA) info Sharing prone (ISS) department highlights how those equipment permit the data-driven research of venture portfolios and the allocation of analysis and improvement (R&D) and operations and upkeep (O&M) assets based on worth, probability, and price.

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Additional info for A Delicate Balance: Portfolio Analysis and Management for Intelligence Information Dissemination Programs

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For simplicity, in this example we assume only a single value metric. In Chapter Three we will combine the individual value metrics obtained from the SLG Delphi exercise to obtain an estimated value for each project. Each project is represented by a single circle or spot, the diameter of which reflects the consensus or agreement on the metrics for each project; the lower the consensus the larger the spot size, and the higher the consensus the smaller the spot size. , value metric times risk metric).

TOOL4 O&M Customized dissemination device hardware. SUPP7 R&D Staff support for research and development activities. MOD1 R&D Service integration and modernization activities. APPENDIX B Research and Development Questions This appendix includes the value and risk metric questions for each R&D project that were posed to the participants in the Delphi exercise. It also includes other information provided to the participants, such as a description of the desired end state assuming that all of the capabilities have been achieved, and example questions.

3). However, the project’s cost was sufficiently high that it had a below average EV-to-cost ratio. Another example is project SUPP3, which was among the top six projects according to EV score. However, this project had an EV-to-cost ratio below the portfolio’s EV-to-cost ratio, suggesting that it is an expensive project for the value that it provides. Portfolios for a range of different program budgets were then constructed using the LP model for both FY08C and FY12C. 5 illustrates the portfolio selection for one of the two cases.

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