Download A Delicate Balance: Portfolio Analysis and Management for by Eric Landree, Richard Silberglitt, Brian G. Chow, Lance PDF

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 strategy and Delphi consensus-building process for the nationwide defense corporation (NSA) info Sharing providers (ISS) department highlights how those tools allow the data-driven research of venture portfolios and the allocation of analysis and improvement (R&D) and operations and upkeep (O&M) assets in response to worth, hazard, and value.

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

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The must pay projects (red) show a bimodal distribution with a majority of the projects located in the lower right quadrant. The remaining must pay projects were located near the center of the chart, and appeared to have a significantly higher degree of value and risk compared to the rest of the must pay projects. By contrast, the discretionary projects (green) had a more continuous distribution. However, it is important to note that the level of risk for all of the projects in the portfolio was low.

The RAND PortMan Method 9 project. The ISS portfolio consisted of 17 projects. , one question for each metric), for a total of 85 questions. Ten members of the ISS SLG participated in the Delphi exercise. , one-half of the group plus one) or more agreeing on the answer to a question. Near-consensus was defined as five members of the Delphi group agreeing on the same answer, and non-consensus as less than half of the SLG or fewer agreeing on any one answer to a particular question. As will be demonstrated in detail in Chapter Three, a high level of consensus was achieved among the participants in the Delphi exercise.

The gray lines show standard deviation of the responses at the conclusion of the Delphi exercise. The calculated total EV is shown in parentheses next to the title of each project (see Appendix A for project titles and descriptions). The four 5 To reiterate: Value is determined as the product of the four component value metrics. This method of combining the value metrics highlights the differences between projects, as compared to the sum of the metrics. 2) of the maximum possible expected value of 1,024.

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