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 applying of the RAND Corporation1s PortMan portfolio research and administration process and Delphi consensus-building procedure for the nationwide safety employer (NSA) info Sharing companies (ISS) department highlights how those tools allow the data-driven research of undertaking portfolios and the allocation of analysis and improvement (R&D) and operations and upkeep (O&M) assets based on price, danger, and value.

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1          Bibliography Adams, Tom, Jeff Lund, Jack A. Albers, Michael Back, Jason McVean, and John I. Howell III, “Portfolio Management for Strategic Growth,” Oilfield Review, Winter 2000/2001, pp. 10–19. : RAND Corporation, MG-761-A, 2009. , Scott J. Edgett, and Elko J. : Addison-Wesley Publishing Company, May 1998. , and Joel M. : Project Management Institute, 2005. GAO—See Government Accountability Office. Georghiou, Luke, “Third Generation Foresight—Integrating the Socio-Economic Dimension,” The Proceeding of International Conference on Technology Foresight, Hirakawa-cho, Chiyoda-ku, Tokyo, March 2001.

6 provide a direct comparison of the ISS funding priorities to the results from RAND’s PortMan analysis assuming no lifecycle costs (FY08C). The up-arrows indicate that the ISS funded the project at greater than 50 percent of the total proposed cost, and the down-arrows indicate that the project was funded at less than 50 percent of its total cost. As described in Chapter Two, because RAND was not provided with the effect of partial funding on project value, our portfolios fund each project either at 100 percent (selected) or not at all (not selected).

In all cases, the total portfolio EV increases as the total program budget increases. , Portfolio EV) as well as the portfolio’s ability to provide or sustain certain capabilities. 4, project SERV1 provides almost twice as much value along metrics OM3 and OM4 compared to all the other O&M projects. However, for program budgets less than that of Column F, there are insufficient funds to include SERV1 and still achieve the highest possible Portfolio EV. This suggests that, below this funding level, capabilities associated with those two metrics will decrease significantly unless a portfolio with less than the maximum total EV is chosen.

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