5. HOW DO WE GET TO BETTER IDEAS – BEFORE AND AFTER
Who
• 3 UNDP staff
• few phone calls?
Where
• Office
Evidence
• Secondary
research
• No precedents
• No feedback loops
When
Solution identified
ex ante
How
• 1 solution preidentified
• Internal
process
• Top-down
• Linear
•UNDP staff
•Universities
•Private sector
•Local Partners
•Start ups
•Individuals
•International
networs
• Field
• Local
partners
• Gained through
field tests
• Precedents
• Continuous
feedback loops
Solution identified
ex post
• Portfolio
approach
• Number of
hypothesis
tested
concurrently
• Co-design
• Open, public
process
• Continuous
improvement
6. THE NO-SILOS APPROACH TO PROJECT PLANNING
Pre-PAC
Beta
Graduation
Alpha
LPAC
Does the solution
exist already?
Yes
Alpha
Beta
Graduation
• Research
• Partners outreach
• Social media/comms
• Open call for ideas
Filter
Project
Opportunity
(idea or donor
driven)
Filter
Lab
Proto
type
Filter
Ideas
Filter
No
Filter
“Gatekeeper”
(UNDP DRR)
Filter
„Lab heavy‟: develop
solutions from scratch
„Lab light‟: import, test
and enhance existing
solutions
7. SUMMARY
- 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
9. BENEFITS OF THE “PHASE GATE FUNNEL” PROCESS
Efficient Allocation of Resources:
Systematically move an untested idea
through multiple “gates” of screening
criteria
Flexible Sourcing
•“Make” some ideas from scratch
•“Partner” on prototyping
•”Adopt” a successful project that
needs more/continued support
Make
Partner
Challenges
Experiments
Alpha
Adopt
Filter
Prototype
Filter
Ideas
Filter
Filter
Adopt
Beta
Small Real-World Evaluations
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.
10. 1.
2.
3.
4.
Beta
Graduation from Lab
Alpha
Filter
Prototype
Filter
Ideas
Filter
Filter
THE THEORY
Three ways to
roll out
Government
UNDP
Enterprise
Speed – iterations for faster learning & improvement
Quality – best projects get through the filters
Relevance – iterations based on feedback from external world (early and often)
End Results Oriented – interim successes carried forward to ultimate "launch"
11. Ideas
① The Lab
conducts research
and finds that no
solutions exist.
UNDP asks
stakeholders to
submit ideas to
address anticorruption 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.
Prototype
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.
Alpha
Beta
Graduation from Lab
FOR EXAMPLE: HOW A PROJECT TO TACKLE ANTI-CORRUPTION AT
THE LOCAL LEVEL COULD BE INCUBATED AND ROLLED OUT
④ Five ideas are ⑤ Two ideas
tested in partner
are further
communities.
improved with
the support of
Based on the
the
data, two ideas
Ombudsperson.
have proven to be These ideas are
more effective
introduced
than others.
across a region.
Roll out/scale
⑥ One of
the two
ideas is
picked up
by the
government
of Armenia
to scale
nationally.
12. CAMPAIGNS & CALLS FOR IDEAS
Recommended
Open
Nature of problem
statement
Example
Open ended
Theme/Sector
Specific
Specific
Issue specific
Defined
question
Pros
Cons
„Find problems that
matter to you, and
propose solutions‟
• Able to engage wider
segment of the society
with different interest
and background
• Ideas submitted may
not be within UNDP‟s
mandate
„Find problems in the
education sector, and
propose solutions‟
• Ideas/solutions will be
aligned UNDP‟s
mandate
• N/A
„Find problems in the
area of energy
efficiency, and propose
solutions‟
• Ideas/solutions could
be immediately
integrated into the
ongoing
projects/activities
• Critical issues that
UNDP is not aware of
may not be discovered
„Please propose ideas to
increase the use of
public transport‟
• Ideas/solutions could
be immediately
integrated into the
ongoing
projects/activities
• Critical issues that
UNDP is not aware of
may not be discovered
13. FIVE YEAR PLAN
Phase 3: 2017~
Phase 2:2015-2016
Phase 1: 2014-2015
Youth support
outputs in Armenia
• 7 incubation cycles (3 in
2014, 4 in
2015), engaging 1,500
youth.
• At least 14 viable ideas
graduated
Transforming
programming
approach
• Introduce and test Kolba
Labs concept in Armenia
• By end 2015, Kolba Labs
in Armenia sustained by
external resources
• 11 incubation cycles (5 in
2016, 6 in
2017), engaging 2,400
youth.
• At least 25 viable ideas
graduated
• Introduce Lab concept
across the region
• 13 incubation cycles (6 in
2017, 7 in
2018), engaging 3,000
youth.
• At least 30 viable ideas
graduated
• Introduce Lab concept
globally
Year
Funding
requirements
2014
2015
2016
2017
2018
2019
Rqmt
172,000
198,000
230,000
260,000
268,000
TBD
Gap
108,000
134,000
206,000
236,000
244,000
TBD
12
14. KOLBA LABS REVIEW TEAM LOOKED AT TWO BROAD ISSUES EMPOWERING YOUTH AND PROGRAMMING CYCLE
Transforming the
programming
process
Current
scope
Initiative to
empower youths
Initial
scope
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
USAID/EDMC CEED
One Armenia
• Jemma Israyelyan, CEED Armenia
• David Bequette, In-Country Director
Director
• Narek Khachatryan, IT Director
• Edgar Saghatelyan, CEED Armenia
• Nane Toumanyan, Content Director
Marketing Manager
• Narek Manukyan, CEED Armenia Project Enterprise Incubator Foundation
Manager
• Bagrat Yengibaryan, EIF Director
• Levon Galstyan, Senior Expert, Pragma
Corporation
Microsoft Innovation Center
• Frunzik Voskanyan, Workforce and
• Yeva Hyusyan
Enterprise Expert, Pragma Corporation
mLab ECA
TUMO Center for Creative Technologies • Mariam Davtyan, Director
• Marie Lou Papazian, Director
National Instruments Institute
Repat Armenia
• Aram Salatian, Director
• Vartan Marashlyan, Executive Director
Armenian National Engineering
Small & Medium Enterprise Development Laboratory
National Centre
• Amalia Mkhitaryan, ANEL Coordinator
• Violeta Virabyan, International
Cooperation Programmes Officer
American University of Armenia
• Gohar Ghabuzyan, Women MEME
• Sergey Tantushyan, Professor, AUA
Development Project Coordinator
Business School
Unicef
• Henriette Ahrens, Representative
• Marina Ter Sargsyan, Head of Operations Union of IT Entrepreneurs
• Mihran Hakobyan, Health Policy Expert • Karen Vardanyan, Executive Director
• Hasmik Aleksanyan, Executive Assistant
14
16. 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
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
Beta
Graduation from Lab
Alpha
Filter
Prototype
Filter
Ideas
Filter
Filter
① Find Ideas to scale
Three ways to
roll out
Government
UNDP
Enterprise
④ Develop
ideas further
and test as a
pilot project
16
18. PATTERN 2: FROM PROTYPE 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
Beta
Graduation from Lab
Alpha
Filter
Prototype
Filter
② Source prototype initiatives to scale
Three ways to
roll out
Government
UNDP
Enterprise
③ Develop
ideas further
and test as a
pilot project
17
19. PATTERN 3: ADOPT PROJECTS AND SCALE
② Find
projects that
have initial
success
Beta
Graduation from Lab
Alpha
Filter
③ Adopt projects and scale
Three ways to
roll out
Government
UNDP
Enterprise
③ Develop
ideas further
and test as a
pilot project
18
21. IN THE BUSINESS AREA, MANY PLAYERS ARE PROVIDING INCUBATION
SUPPORT TO ENTREPRENEURS
Incubator
Established
Sector focus
Financial
Services provided support
SME National
Center
2002
• Agroprocess
• Production
• Loan guarantee
• Business
consulting
• Information
provision
CEED project
2012
• IT
• Pharmaseuti
cal
•
•
•
•
Microsoft
Innovation Center
2011
• IT
• Facility
• Networking
• Training courses
Regional Mobile
Application Lab
2011
• Mobile app
Training
Consulting
Networking
Connection to VC
• Office space
~ $12,000
(loan)
N/A
~ $50,000
~ $10,000
20
22. THERE IS A SIGNIFICANT OPPORTUNITY TO MAINSTREAM KOLBA LAB
PROCESS INTO THE EXISTING PROGRAMMES
Question asked to UNDP and Unicef
‘What are the challenges that your programme is facing?’
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?
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?
Source: Interview with UNDP and Unicef staff
SOCIAL PROTECTION
HEALTH & NUTRITION
• 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?
• 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
21
23. „KOLBA LAB ONLINE‟ COULD GENERATE ADDITIONAL IDEAS AND
SHOWCASE EXTERNALLY
CHALLENGES PAGE IMAGE
SHOWCASING PAGE IMAGE
Powered by
Challenges
Adopted ideas
Breast feeding campaign
Unicef is seeking campaign ideas to
increase breast feeding in Armenia.
Challenges
Submissions
25 ideas
- Read more
Submit ideas!
Fruit drying technologies
Submissions
8 ideas
UNDP is seeking ideas and
technologies for low cost fruit drying
technologies
Powered by
Submit ideas!
Adopted ideas
No plastics campaign
100
Unicef implemented the „No Plastics‟
campaign. See how this impacted the
community:
- Read more
Fuel efficient tool
UNDP supported the incubation of
technology that can save up to 20% of
fuel consumption
- Read more
50
- Read more
Inclusive society for the people
with disability
UNDP and Unicef are seeking ideas
to make public spaces more accesible
for the people with disability
- Read more
Submissions
15 ideas
Submit ideas!
New ways of farming
UNDP and Unicef jointly implemented
a new community farming method.
- Read more
It might be worth discussing with the Unicef Innovation team the possibility of „borrowing‟ Unicef Innovation website
design and backend.
Source: Adopted from Unicef Innovation Page
34
24. RESOURCE MOBILISATION OPTIONS FOR KOLBA LABS - FINANCIAL
Funding source
Funding for (e.g.)
Comments
Public
Corporations
• Co-leads
• Initial round of
2014 activities
• High
• HQ funding discussion needs
to start immediately
•
•
•
•
• Prototype, Alfa,
and Beta idea
support
• Kolba Labs
overall activities
• Medium
• Innovation & technology high
on USAID agenda
• Coca Cola
• Microsoft
• Armenian companies
• Award prize for
specific
challenges of
their interest
• Medium
• Needs to bring sectors close
to company‟s core business
• Prototype, Alfa
and Beta idea
support
• Low/Medium
• Need to map the local
foundations and their areas of
interest
• Crowd funding
External
• UNDP TTF/Innovation
• Existing project funds
• Unicef core funding
• Armenian foundations
Internal
Private
Example
Likelihood of
success
• Prototype, Alfa
and Beta idea
support
• Low
• A crowded area. Better to test
on existing successful
platform, e.g. One Armenia, or
kickstarter
Central Bank
USAID
EU
Denmark
Foundations
Individuals
23
25. RESOURCE MOBILISATION OPTIONS FOR KOLBA LABS – IN-KIND
Funding source
Funding for (e.g.)
Comments
Public
Corporations
• IT specialist
• Medium
• Discussion needs to start
immediately
• Kolba Lab
office space
• Sharing of
mentors
• High
• Innovation & technology high
on USAID agenda
• Coca Cola
• Microsoft
• Armenian companies
• Computers
• Mobile phones
• Medium
• Needs to tailor pitch
• Emphasise how these support
enhance company‟s profile
• Armenian foundations
External
• Fully funded UN
Volunteers
• Government of Armenia
Internal
Private
Example
Likelihood of
success
• Office space
• ?
• Need to map the local
foundations and their areas of
interest
• Diaspora volunteers
(Birthright)
• IT Specialist
• Kolba Fellows
• High
• Specify specs required for the
volunteers
• USAID
Foundations
Individuals
24
26. KOLBA LAB TEAM CAN START SMALL
The Lab
- Co-Lead: Business native
- Co-Lead: UN insider
- IT Specialist: digital
comms, venture support
- Lab Assistant: admin,
event logistics, research
Lab Interns
UNDP Programme
Analysts
UNICEF Sector Experts
Logistics
Research
Lab Fellows
Venture support
Research
25
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
26
28. MEDIUM TERM SOCIAL INVESTMENT FUND SOCIAL ENTREPRENEURS
COULD TAP INTO
Social
SocialBusiness
Focus
Business
EXAMPLES
Small
Funding size
Large
27
29. CROWD FUNDING PLATFORMS THAT SOCIAL ENTREPRENEURS COULD
TAP INTO
EXAMPLES
Platform
Description
Annual budget
Useful for Kolba incubated entrepreneurs
when..
• The most popular
crowd-funding for
product development
• ~ $ 1 billion
(2013 est.)
• The idea is linked to physical product
development that can excite the
consumers
• Crowd sourced peer
to peer loan service
• ~ $ 1 billion
(2013 est.)
• If the idea has a sustainable business
model
• The first crowd
funding platform for
development projects
• ~ $20 million
• If the idea is socially driven, that needs
philanthropic funding
• The first technology
distribution platform
for the last mile
• ~ $1 million
• If the idea is proven affordable
technologies for the poor
• Armenia‟s first crowd
funding platform
• ~ $100,000
• Currently focusing on IT and culture in
Armenia.
• Possibly interested in Kolba incubated
projects in the future
28
30. ENVIRONMENT TEAM HAS ALREADY BEEN SUPPORTING INNOVATIVE
INITIATIVES. THIS KIND OF INITIATIVES COULD ALSO BE FURTHER
SCALED UP THROUGH KOLBA LABS.
Innovation: The small tool that can be easily attached to the
tailpile of any car could make the fuel comsuption 25% more
efficient
Nov 2012
• 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
Source: Interview with UNDP and Unicef staff
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
29
34. 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?
35. 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 weedout 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 weedout the “un-scalable”
• High-level migration
plan internal review
• High-level migration
plan external review
• Mid-level migration
plan external review
✔
36. 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
37. Feedback Loops:
From Small Feedback on Many Ideas, to Big Beta Testing of a Few
Ideas
Time
Commitment:
Prototype
Alpha
Beta
15-30 min.
~5-10 days
~ 2-8 weeks
Interview
Typical
Format:
1-4 hours
Kick-the-Tires
Short Test Drive
Roll out
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 enduser, should this
add value?
• What changes can
be made to make
this better /
scalable in the
future?
• Does the need exist?
• Possibly viable solution?
• Product potential?
• What‟s need precommercialization?
• 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?
N/A
N/A
• Does this add
value? How better?
• Ready to promote
or use, long-term?
Industry
Local Govt.
Nat. Govt.
38. 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
✔
39. Partnerships:
For Training/Expertise & Support (e.g. facilities, networking, services)
Ideas
Mentors &
Prof. Firms
Other
Incubators
Prototype
Training
Alpha
Beta
Roll out
Training
Training
Training
Training+Support
Other NGOs
Training+Support
Training+Support
Support
Support
Universities
Training+Support
Training+Support
Support
Support
Training
Training
Training
Training+Support
Training+ Support
Training+Support
Training
Training
Training+Support
Diaspora
Network
Industry
Assoc.
Companies
Training+Support
Investors
Training
Govt.
Support
41. FUNDING: MOBILISING RESOURCES AND ALIGNING INCENTIVES
Ideas
UNDP
NGOs
Diaspora
Network
Alpha
Prototype
Beta
Roll out
[Selection and/or modification of internal funding process TBD]
-
-
Partnerships at “Alpha/Beta” may
include funding support from other
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
-
Investors
-
Partial funding if have commercial or equity interests.
-
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”
42. Running Multiple Program Funnels in Parallel:
Leveraging Resources & Increasing Network Effects
Governance
Socio-Econ.
Environment
43. Governance:
How to Adapt Portfolio Management Tools from Silicon Valley?
Impact Assessment
Internal
Impact
Change to existing
product range &
internal processes
External
Impact
Value of project to
various end-users,
and overall clinical/
competitive strength
Risk vs Return
Assessment
Technical, process,
and user-uptake risks
versus benefits / ROI
Optimal, Prioritized
Project Portfolio
Project Road Map
Time & Money
1.
Project
Profiles
Financial
Model
Project
Timing
Key project financial
indicators: from HIT,
business and
clinical perspectives
Start & end dates
Strategic Goals
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•Ddddd ddd
•Eeeee eee eeee
Projects to be
resourced
Resource Analysis
2.
3.
4.
Sequencing of product
introduction & productrelated bus./clinical
process changes
Strategic
Alignment Matrix
Contribution of individual
projects to achieving
strategic goals
5.
6.
7.
8.
9.
Current supply of
resources available vs
demand for project
resources. Resource
bottlenecks.
44. GOVERNANCE: PORTFOLIO MANAGEMENT TOOLS
Changes in Business
Processes
Process Changes
New
Core
Process
New Core
Product
Next Generation
of Core Product
Product
Changes
Addition to
Product Family
Add-Ons and
Enhancements
Projects/Services
Offering
New Functions or
Better Experience
No Change
Next
Generation
Process
BREAKTHROUGH
or DISRUPTIVE
PLATFORM
Major Upgrade
to Single Dept.
or Practice Area
Tuning and
Incremental
Improvements
No
Change
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.
DERIVATIVE
Leverages platform
projects/services and provides
niche/regional alternatives for
stakeholders.
SUPPORT
Products with little substantive
improvement over current
alternatives, but may have
importance.
45. GOVERNANCE: EXAMPLE OF A WELL-BALANCED PORTFOLIO
Changes in Clinical &
Business Processes
Process Changes
Next
Generation
Process
New Core
Product
Next Generation
of Core Product
Product
Changes
Addition to
Product Family
Add-Ons and
Enhancements
Apps Offering
New Functions or
Better Experience
No Change
Major Upgrade
to Single Dept.
or Practice Area
Tuning and
Incremental
Improvements
BREAKTHROUGH
or DISRUPTIVE
PLATFORM
DERIVATIVE
SUPPORT
No
Change
