innovation journey - undp armenia-george hodge
DESCRIPTION
TRANSCRIPT
OUR JOURNEY
HOW DO WE GET TO BETTER IDEAS – BEFORE AND AFTER
EvidenceWho
• 3 UNDP staff• few phone
calls?
• UNDP staff• Universities• Private sector• Local Partners• Start ups • Individuals• International
networs
Where
• Office
• Field• Local
partners
When How
Solution identified ex ante
Solution identified ex post
• 1 solution pre-identified
• Internal process
• Top-down
• Linear
• Portfolio approach
• Number of hypothesis tested concurrently
• Co-design
• Open, public process
• Continuous improvement
• Secondary research
• No precedents• No feedback
loops
• Gained through field tests
• Precedents• Continuous
feedback loops
THE NO-SILOS APPROACH TO PROJECT PLANNING
ProjectOpportunity
(idea or donor driven)
Filt
er
“Gatekeeper”(UNDP DRR)
Lab
• Research• Partners outreach• Social
media/comms• Open call for
ideas
Prototype
Alpha Beta
Filt
er
Filt
er
Alpha BetaFilt
er
Filt
er
Ideas
Does the solution exist already?
No
Yes ‘Lab light’: import, test and enhance existing
solutions
‘Lab heavy’: develop solutions from scratch
Filt
er
Pre-PAC LPAC
Gra
du
atio
n
Gra
du
atio
n
- New business model with innovation and adaptive management at the core of programming activities and pipeline building
- Enables cross-practice programming
- Mitigates risks through experimentation and real-world
feedback
- Incubates next generation services at low cost
- Better targets alternative opportunities for resource mobilisation
- Pro-active alignment with the new strategic plan
SUMMARY
8
ANNEX
BENEFITS OF THE “PHASE GATE FUNNEL” PROCESS
Ideas Prototype Alpha Beta
Fil
ter
Fil
ter
Fil
ter
Fil
ter
Efficient Allocation of Resources: Systematically move an untested idea through multiple “gates” of screening criteria
Iterative Testing & User Feedback Some ideas “die”, some must “pivot”, others “evolve” incrementally – all improve.Together, systematically mitigates risk…and shortens the time cycle to success.
Challenges Experiments Small Real-World Evaluations
Flexible Sourcing • “Make” some ideas from scratch• “Partner” on prototyping • ”Adopt” a successful project that
needs more/continued support
MakePartner
AdoptAdopt
THE THEORY
Ideas Prototype Alpha BetaGovernment
UNDPEnterprise
Gra
du
atio
n f
rom
Lab
Filt
er
Filt
er
Filt
er
Filt
er
Three ways to roll out
1. Speed – iterations for faster learning & improvement 2. Quality – best projects get through the filters3. Relevance – iterations based on feedback from external world (early and often)4. End Results Oriented – interim successes carried forward to ultimate "launch"
FOR EXAMPLE: HOW A PROJECT TO TACKLE ANTI-CORRUPTION AT THE LOCAL LEVEL COULD BE INCUBATED AND ROLLED OUT
Roll out/scale
① The Lab conducts research and finds that no solutions exist.
UNDP asks stakeholders to submit ideas to address anti-corruption at the local level in Armenia.300 ideas have been received.
② UNDP, together with the partner University’s social science dept, and relevant NGOs screen the 300 ideas.
③ 20 ideas are shortlisted. They are invited to Yerevan and spend three days with the Lab team to develop the ideas further.
A panel of judges drawn from stakeholders picks the best ideas.
④ Five ideas are tested in partner communities.
Based on the data, two ideas have proven to be more effective than others.
⑤ Two ideas are further improved with the support of the Ombudsperson. These ideas are introduced across a region.
⑥ One of the two ideas is picked up by the government of Armenia to scale nationally.
Ideas Prototype Alpha Beta
Gra
du
atio
n f
rom
Lab
CAMPAIGNS & CALLS FOR IDEAS
Example
Issue specific
Theme/Sector Specific
Open ended
Sp
eci
ficO
pe
n ‘Find problems that matter to you, and propose solutions’
‘Find problems in the education sector, and propose solutions’
‘Find problems in the area of energy efficiency, and propose solutions’
Defined question
‘Please propose ideas to increase the use of public transport’
Pros
• Able to engage wider segment of the society with different interest and background
Cons
• Ideas submitted may not be within UNDP’s mandate
• Ideas/solutions will be aligned UNDP’s mandate
• N/A
• Ideas/solutions could be immediately integrated into the ongoing projects/activities
• Critical issues that UNDP is not aware of may not be discovered
• Ideas/solutions could be immediately integrated into the ongoing projects/activities
Nature of problem statement
Recommended
• Critical issues that UNDP is not aware of may not be discovered
FIVE YEAR PLAN
Transforming programming
approach
Youth support outputs in Armenia
• Introduce and test Kolba Labs concept in Armenia
• By end 2015, Kolba Labs in Armenia sustained by external resources
Phase 1: 2014-2015
Phase 2:2015-2016
Phase 3: 2017~
• 7 incubation cycles (3 in 2014, 4 in 2015), engaging 1,500 youth.
• At least 14 viable ideas graduated
• Introduce Lab concept across the region
• Introduce Lab concept globally
• 13 incubation cycles (6 in 2017, 7 in 2018), engaging 3,000 youth.
• At least 30 viable ideas graduated
Funding requirements
2014 2015 2016 2017 2018 2019
172,000 198,000 230,000 260,000 268,000 TBD
108,000 134,000 206,000 236,000 244,000 TBD
Year
Rqmt
Gap
• 11 incubation cycles (5 in 2016, 6 in 2017), engaging 2,400 youth.
• At least 25 viable ideas graduated
13
KOLBA LABS REVIEW TEAM LOOKED AT TWO BROAD ISSUES - EMPOWERING YOUTH AND PROGRAMMING CYCLE
Current scope
Initial scope
Initiative to empower youths
Transforming the programming
process
15
THIS WEEK, REVIEW TEAM MET WITH MORE THAN 40 PEOPLE TO TEST KOLBA LABS IDEAS
UN• Bradley Busetto, UN Resident
Coordinator
UNDP• Claire Medina, DRR• Alla Bakunts, DG Portfolio• Armine Hovhannisyan, DG Portfolio• Ani Zakaryan, DG Portfolio• Marina Malkhasyan, DG Portfolio• Natalya Harutyunyan, WiLD Project• Zhanna Harutyunyan, WiLD Project• Anna Gyuriyan, SEG Portfolio • Babken Babayan, Project Coordinator• Armen Martirosyan, EG Portfolio• Diana Harutyunyan, Project Coordinator• Hovhannes Ghazaryan, National
Coordinator, GEF• Tatevik Koloyan, EG Portfolio• Hovhannes Sarajyan, Comms Associate• Nina Baghdasaryan, Kolba Labs• Heghinar Melkomian, Kolba Labs
Unicef• Henriette Ahrens, Representative• Marina Ter Sargsyan, Head of Operations• Mihran Hakobyan, Health Policy Expert• Hasmik Aleksanyan, Executive Assistant
USAID/EDMC CEED• Jemma Israyelyan, CEED Armenia
Director• Edgar Saghatelyan, CEED Armenia
Marketing Manager• Narek Manukyan, CEED Armenia Project
Manager• Levon Galstyan, Senior Expert, Pragma
Corporation• Frunzik Voskanyan, Workforce and
Enterprise Expert, Pragma Corporation
TUMO Center for Creative Technologies• Marie Lou Papazian, Director
Repat Armenia• Vartan Marashlyan, Executive Director
Small & Medium Enterprise Development National Centre• Violeta Virabyan, International
Cooperation Programmes Officer• Gohar Ghabuzyan, Women MEME
Development Project Coordinator
Union of IT Entrepreneurs• Karen Vardanyan, Executive Director
One Armenia• David Bequette, In-Country Director• Narek Khachatryan, IT Director• Nane Toumanyan, Content Director
Enterprise Incubator Foundation• Bagrat Yengibaryan, EIF Director
Microsoft Innovation Center• Yeva Hyusyan
mLab ECA• Mariam Davtyan, Director
National Instruments Institute• Aram Salatian, Director
Armenian National Engineering Laboratory• Amalia Mkhitaryan, ANEL Coordinator
American University of Armenia• Sergey Tantushyan, Professor, AUA
Business School
BUDGET DETAILS
Year 1 Year 2 Year 3 Year 4 Year 5
Staff 75,000 81,000 87,000 93,000 100,000
Testing support
75,000(3)
100,000(4)
125,000(5)
150,000(6)
150,000(6)
Office rent 7,000 7,000 7,000 7,000 7,000
Comms 10,000 5,000 6,000 5,000 6,000
Misc 5,000 5,000 5,000 5,000 5,000
Total 172,000 198,000 230,000 260,000 268,000
Mobilised 40,000 40,000 - - -
Unicef 24,000 24,000 24,000 24,000 24,000
Gap 108,000 134,000 206,000 236,000 244,000
17
PATTERN1: FROM IDEAS TO SCALE
Ideas Prototype Alpha BetaGovernment
UNDPEnterprise
Gra
du
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rom
Lab
Filt
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Filt
er
Filt
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Filt
er
Three ways to roll out
① Find Ideas to scale
① Outreach via social media and physical campaigns and call for ideas
② Identify early stage initiatives that have potential to have at least national scale impact
③ Develop ideas further if needed and test these
④ Develop ideas further and test as a pilot project
18
PATTERN 2: FROM PROTYPE TO SCALE
Prototype Alpha BetaGovernment
UNDPEnterprise
Gra
du
atio
n f
rom
Lab
Filt
er
Filt
er
Three ways to roll out
② Source prototype initiatives to scale
① Identify early stage initiatives that have potential to have at least national scale impact
② Develop ideas further if needed and test these
③ Develop ideas further and test as a pilot project
19
PATTERN 3: ADOPT PROJECTS AND SCALE
Alpha BetaGovernment
UNDPEnterprise
Gra
du
atio
n f
rom
Lab
Filt
er
Three ways to roll out
② Find projects that have initial success
③ Develop ideas further and test as a pilot project
③ Adopt projects and scale
20
THIS APPROACH IS ADOPTED IN MANY BUSINESS INCUBATION SCHEMES IN ARMENIA
Ideas Prototype Alpha BetaFilt
er
Filt
er
Filt
er
Filt
er Roll-
out/Scale
21
IN THE BUSINESS AREA, MANY PLAYERS ARE PROVIDING INCUBATION SUPPORT TO ENTREPRENEURS
Incubator
SME National Center
CEED project
Microsoft Innovation Center
Regional Mobile Application Lab
Established
2002
2012
2011
2011
Sector focus
• Agroprocess• Production
• IT• Pharmaseuti
cal
• IT
• Mobile app
Services providedFinancial support
• Loan guarantee• Business
consulting• Information
provision
• Training• Consulting• Networking• Connection to VC
• Facility• Networking• Training courses
• Office space
~ $50,000
~ $12,000 (loan)
N/A
~ $10,000
22
THERE IS A SIGNIFICANT OPPORTUNITY TO MAINSTREAM KOLBA LAB PROCESS INTO THE EXISTING PROGRAMMES
SOCIO-ECONOMIC GOVERNANCE
• How can ‘paid internship’ programme be made more attractive to companies?
• What efficient farming approaches could be applied?
• What are the efficient greenhouse heating technologies?
Source: Interview with UNDP and Unicef staff
SOCIAL PROTECTION
• How could public spaces be improved for people with disability?
• How could educational materials/contents be accessible for the people with disability?
• How could bribery be stopped in education and health service provision?
HEALTH & NUTRITION
• How could the benefit of breast feeding be effectively communicated across Armenia?
• How could small scale faming be improved?
• How could neo-natal health service be improved?
OTHERS
• How could the use of plastic bags be reduced
GOVERNANCE
• What are the major needs of the disabled and how could they be addressed?
• What are the effective anti-corruption approaches?
ENVIRONMENT
• What are effective energy saving heating technologies?
Question asked to UNDP and Unicef ‘What are the challenges that your programme is facing?’
‘KOLBA LAB ONLINE’ COULD GENERATE ADDITIONAL IDEAS AND SHOWCASE EXTERNALLY
Innovating with the Youth
Innovating with the Youth
Breast feeding campaignUnicef is seeking campaign ideas to increase breast feeding in Armenia.
- Read more
Fruit drying technologiesUNDP is seeking ideas and technologies for low cost fruit drying technologies
- Read more
CHALLENGES PAGE IMAGE SHOWCASING PAGE IMAGE
Inclusive society for the people with disabilityUNDP and Unicef are seeking ideas to make public spaces more accesible for the people with disability
- Read more
Submissions25 ideas
Submit ideas!
Submissions8 ideas
Submit ideas!
Submissions15 ideas
Submit ideas!
Challenges Adopted ideas Challenges Adopted ideas
No plastics campaignUnicef implemented the ‘No Plastics’ campaign. See how this impacted the community:
- Read more
Fuel efficient toolUNDP supported the incubation of technology that can save up to 20% of fuel consumption
- Read more
New ways of farmingUNDP and Unicef jointly implemented a new community farming method.
- Read more
100
50
34
Source: Adopted from Unicef Innovation Page
Powered byPowered by
It might be worth discussing with the Unicef Innovation team the possibility of ‘borrowing’ Unicef Innovation website design and backend.
24
RESOURCE MOBILISATION OPTIONS FOR KOLBA LABS - FINANCIAL
Example
Corporations
External
Internal
• UNDP TTF/Innovation• Existing project funds • Unicef core funding
• Central Bank• USAID• EU• Denmark
• Coca Cola• Microsoft• Armenian companies
Foundations• Armenian foundations
Likelihood of success
• High
Comments
• HQ funding discussion needs to start immediately
• Medium • Innovation & technology high on USAID agenda
• Medium • Needs to bring sectors close to company’s core business
Funding source
Individuals
• Crowd funding
Funding for (e.g.)
• Co-leads• Initial round of
2014 activities
• Prototype, Alfa, and Beta idea support
• Kolba Labs overall activities
• Award prize for specific challenges of their interest
• Prototype, Alfa and Beta idea support
• Prototype, Alfa and Beta idea support
• Low/Medium
• Low
Pu
bli
cP
riv
ate • Need to map the local
foundations and their areas of interest
• A crowded area. Better to test on existing successful platform, e.g. One Armenia, or kickstarter
25
RESOURCE MOBILISATION OPTIONS FOR KOLBA LABS – IN-KIND
Example
Corporations
External
Internal
• Fully funded UN Volunteers
• Government of Armenia
• USAID
• Coca Cola• Microsoft• Armenian companies
Foundations• Armenian foundations
Likelihood of success
• Medium
Comments
• Discussion needs to start immediately
• High • Innovation & technology high on USAID agenda
• Medium • Needs to tailor pitch • Emphasise how these support
enhance company’s profile
Funding source
Individuals
• Diaspora volunteers (Birthright)
Funding for (e.g.)
• IT specialist
• Kolba Lab office space
• Sharing of mentors
• Computers• Mobile phones
• Office space
• IT Specialist• Kolba Fellows
• ?
• High
Pu
bli
cP
riv
ate • Need to map the local
foundations and their areas of interest
• Specify specs required for the volunteers
KOLBA LAB TEAM CAN START SMALL
26
The Lab- Co-Lead:
Business native- Co-Lead: UN
insider- IT Specialist: digital comms,
venture support- Lab Assistant:
admin, event logistics, research
Lab FellowsVenture support
Research
Lab InternsLogisticsResearch
UNDP Programme Analysts
UNICEF Sector Experts
27
IN ORDER TO FOSTER INNOVATIVE CULTURE, A BI-WEEKLY KOLBA CAFÉ, COMBINED WITH BI-ANNUAL KOLBA AWARD CAN BE INITIATED.
cafe• A bi-weekly Friday casual discussion
forum for all unicef and UNDP staff
• Each agency staff take turns in presenting three innovative approaches that are relevant to their day to day work
• Every 6 months, the person who identified best and relevant innovation receives ‘Kolba award’ from Resident Coordinator
• Coffee and snacks provided to foster relaxing and open atmosphere
28
MEDIUM TERM SOCIAL INVESTMENT FUND SOCIAL ENTREPRENEURS COULD TAP INTO
Funding sizeSmall Large
So
cial
-B
usi
nes
s F
ocu
sB
usi
ne
ssS
oci
al
EXAMPLES
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CROWD FUNDING PLATFORMS THAT SOCIAL ENTREPRENEURS COULD TAP INTO
Description
• The most popular crowd-funding for product development
• Crowd sourced peer to peer loan service
• The first crowd funding platform for development projects
Useful for Kolba incubated entrepreneurs when..
• The idea is linked to physical product development that can excite the consumers
• If the idea has a sustainable business model
• If the idea is socially driven, that needs philanthropic funding
Platform
• Armenia’s first crowd funding platform
Annual budget
• ~ $ 1 billion (2013 est.)
• ~ $20 million
• ~ $1 million
• ~ $100,000
EXAMPLES
• The first technology distribution platform for the last mile
• ~ $ 1 billion (2013 est.)
• If the idea is proven affordable technologies for the poor
• Currently focusing on IT and culture in Armenia.
• Possibly interested in Kolba incubated projects in the future
30
ENVIRONMENT TEAM HAS ALREADY BEEN SUPPORTING INNOVATIVE INITIATIVES. THIS KIND OF INITIATIVES COULD ALSO BE FURTHER SCALED UP THROUGH KOLBA LABS.
Source: Interview with UNDP and Unicef staff
• The inventor approached Environment unit with an idea of a energy saving technology
• Environment unit asked him to develop a prototype and test the efficiency
Nov 2012 May 2013
• The inventor developed a prototype, and visited Environment unit to show the test results
• Environment unit started to prepare GEF application
June 2013 Oct 2013
• Environment unit provided $26,000 to allow the inventor to produce 3,000 units for testing
• The test completed with positive results
Innovation: The small tool that can be easily attached to the tailpile of any car could make the fuel comsuption 25% more efficient
31
PARTNERSHIP ANALYSIS IMAGE
Incubators
Universities
Government
Diaspora
Investors
Ideas Prototype Alpha Beta Roll out/scale
32
THE CURRENT CHALLENGE:(RISKY) JUMPING FROM AN UNTESTED IDEA TO A FULL PROJECT
UNDP• Resources• Reputation
?
“Phase Gate Funnel” Framework from New Product Development
Ideas Prototype Alpha Beta
Fil
ter
Fil
ter
Fil
ter
Fil
ter
(Early & Often) Input from Outside World to Validate / Improve Solution
Addressing Various Aspects
Ideas Prototype Alpha Beta Roll out/scale
1. Sourcing - How to feed the pipeline?
2. Screening – How to screen-out the best…and fail fast on others?
3. Support – How to help teams get trained, their work supported?
4. Feedback – How to get feedback from outside/real world ASAP?
5. Partner – What other people/organizations’ skills to leverage, when?
6. Funding – Who to turn to for funding, at various stages?
7. Staffing – How to define roles & responsibilities?
8. Portfolio Management – How to govern a number of pipelines?
Screening Criteria:Flexible but Increasingly Stringent at Each Phase
Ideas Prototype Alpha Beta Roll out/scale
Good fit internally?
• Fits in mandate? • Fits in mandate? • Fits in mandate? • Fits in mandate?
Addressing right “Market Need”?
• Research agrees with the “need” hypothesis?
• Who locally agrees with the “need” hypothesis?
• Feedback confirms the basic “need” hypothesis?
• Feedback refines the basic “need” hypothesis?
Right “Solution” to the “Need”?
• Does solution pass internal sanity test?
• Pass 1-2 local experts sanity test?
• Risk/reward ratio is favorable?
• Passes 3-5 users “kick-the-tires” test?
• Risk/reward ratio “revisit” still positive
• Passes 5-10 users alpha evaluation?
• Risk/reward ratio “revisit” still positive
Able to test on small scale?
• Sanity check to weed-out the “untestable”
• Draft “Alpha” Test Plan passes initial sanity-check
• Final “Alpha” Test Plan validated by experts?
✔
Good fit with Donor agendas?
• General high-level fit?• Can identify 1-2
possible donors?• Good feedback from
possible donors? • Donor(s) like the
alpha test results
End-scenario “home” if Beta is successful?
• Can imagine it will fit in UN, Govt., Enterprise?
• Discussion with 1-2 possible “homes”
• Good feedback from possible “home”(s)?
• Home like the alpha test results?
Scalable if successful?
• Sanity check to weed-out the “un-scalable”
• High-level migration plan internal review
• High-level migration plan external review
• Mid-level migration plan external review
Support Services:Training, Team & Templates to Make Good People Better
Ideas Prototype Alpha Beta Roll out
Training • Boot Camp Basics • Bootstrap Tactics• Rapid Prototyping
• Test Definition• Feedback Use
• Test Definition• Feedback Use
Support Team • Professors• Generalists
• Mentor• Partner specialists• Professional team
• Mentor• Partner specialist• Testing Team
• Mentor• Specialist(s)• Hand-Off Team
Templates • Product Definition• General Pitch• Project Plan
• Entity Formation• Business Plan• Account Books
• Pilot Plan• Beta Pitch• Funder Pitch
• Pilot Plan• Scale Pitch• Funder Pitch
Other Tools • Yammer • Yammer • Yammer • Yammer
Feedback Loops:From Small Feedback on Many Ideas, to Big Beta Testing of a Few
Ideas Prototype Alpha Beta Roll out
Time Commitment: 15-30 min. 1-4 hours ~5-10 days ~ 2-8 weeks
Typical Format: Interview Kick-the-Tires Short Test Drive Rent-the-Car
End-User• Can I imagine using
this, once “real”? • Is this what I’d expect?
What needs to change? • Does this add
value? How better?• Ready to buy / use
on long-term basis?
NGO / Donor • Does this make
sense?• What projects similar?
• What lessons learned from similar projects?
• Does this work as expected?
• Is this ready for deploying?
Academia
• Does it make sense?• Is there research that
can help?
• What professors or students could help to verify some facts? Or to improve and fill gaps?
• From perspective of a professional end-user, should this add value?
• What changes can be made to make this better / scalable in the future?
Industry• Does the need exist? • Possibly viable
solution?• Product potential? • What’s need pre-
commercialization?
Local Govt. • Can I see benefit for
my locality in future?• Is this what I’d expect?
What needs to change? • Does this add
value? How better?• Ready to promote
or use, long-term?
Nat. Govt. N/A N/A • Does this add
value? How better?• Ready to promote
or use, long-term?
Partnerships:For Sourcing at Different Stages
Ideas Prototype Alpha Beta Roll out
Other Incubators ✔ ✔Other NGOs ✔ ✔ ✔ ✔Universities ✔ ✔Diaspora Network ✔ ✔ ✔ ✔Industry Assoc. ✔ ✔ ✔ ✔Companies ✔ ✔Investors ✔ ✔Local Govt. ✔ ✔ ✔ ✔Nat. Govt. ✔ ✔ ✔Donors ✔ ✔ ✔ ✔
Partnerships:For Training/Expertise & Support (e.g. facilities, networking, services)
Ideas Prototype Alpha Beta Roll out
Mentors & Prof. Firms Training Training Training
OtherIncubators Training Training+Support
Other NGOs Training+Support Training+Support Support Support
UniversitiesTraining+Support Training+Support Support Support
Diaspora Network Training Training Training
Industry Assoc. Training+Support Training+Support Training+ Support Training+Support
Companies Training Training Training+Support Investors TrainingGovt. Support
Partnerships:For Feedback / Testing (including finding End-Users, analyzing Feedback)
Ideas Prototype Alpha Beta Roll out
Mentors ✔ ✔ ✔
OtherIncubators ✔ ✔ ✔ ✔
Other NGOs ✔ ✔ ✔ ✔Universities ✔ ✔
Diaspora Network ✔ ✔ ✔
Industry Assoc. ✔ ✔ ✔
Companies ✔ ✔ ✔Investors ✔Govt. ✔ ✔ ✔Donors ✔ (eventually) ✔ ✔ ✔
FUNDING: MOBILISING RESOURCES AND ALIGNING INCENTIVES
Ideas Prototype Alpha Beta Roll out
UNDP [Selection and/or modification of internal funding process TBD]
NGOs - - Partnerships at “Alpha/Beta” may
include funding support from other
Diaspora Network
Crowd-source funding can be used at all stages. Wealthy individuals may support “pet projects” that were their idea, mentored on, or otherwise align with their interests.
Companies - Partial funding if have commercial or equity interests.
Investors - - If potential to scale a for-profit startup.
Local Govt. Partial funding (i.e. subsidized co-funding) - -
Nat. Govt. Standard funding model, but emphasizing “phased approach for risk mitigation”
Donor Orgs Standard funding model…..but may want to also ask for flexible “theme seed funding”
Running Multiple Program Funnels in Parallel:Leveraging Resources & Increasing Network Effects
Governance
Environment
Socio-Econ.
Governance:How to Adapt Portfolio Management Tools from Silicon Valley?
Current supply of resources available vs demand for project resources. Resource bottlenecks.
Resource Analysis
Optimal, Prioritized Project Portfolio
1.
2.
3.
4.
5.
6.
7.
8.
9.
Risk vs ReturnAssessment
Technical, process, and user-uptake risks versus benefits / ROI
Project Road Map
Sequencing of product introduction & product-related bus./clinical process changes
StrategicAlignment Matrix
Contribution of individual projects to achieving strategic goals
Impact Assessment
Time & Money
Strategic Goals
InternalImpact
ExternalImpact
Value of project to various end-users, and overall clinical/ competitive strength
Change to existing product range & internal processes
Key project financial indicators: from HIT, business and clinical perspectives
Financial Model
Project Timing Start & end dates
• Aaaa aaaaaa• Bbbb bbb• Cccc ccc ccc• Ddddd ddd• Eeeee eee eeee
Projects to be resourced
ProjectProfiles
GOVERNANCE: PORTFOLIO MANAGEMENT TOOLS
NoChange
Tuning andIncrementalImprovements
Major Upgrade to Single Dept.or Practice Area
NextGenerationProcess
NewCoreProcess
New CoreProduct
Addition toProduct Family
Add-Ons andEnhancements
No Change
Next Generationof Core Product
Strategic change in the environment. Defines new development pathways; delivering value; redefines the industry.
Foundation for future generations of projects/services and a strong competitive presence.
Leverages platform projects/services and provides niche/regional alternatives for stakeholders.
Products with little substantive improvement over current alternatives, but may have importance.
SUPPORT
DERIVATIVE
PLATFORM
BREAKTHROUGHor DISRUPTIVE
Process Changes
ProductChanges
Changes in Business Processes
Projects/Services Offering
New Functions or Better Experience
GOVERNANCE: EXAMPLE OF A WELL-BALANCED PORTFOLIO
SUPPORT
DERIVATIVE
PLATFORM
BREAKTHROUGHor DISRUPTIVE
NoChange
Tuning andIncrementalImprovements
Major Upgrade to Single Dept.or Practice Area
NextGenerationProcess
New CoreProduct
Addition toProduct Family
Add-Ons andEnhancements
No Change
Next Generationof Core Product
Process Changes
ProductChanges
Changes in Clinical & Business Processes
Apps Offering New Functions or Better Experience