Portfolio Management Flashcards

1
Q

Sr Mgmt needs to set goals for the firm’s development activities that will…

A
  • motivate action
  • guide decision making
  • indicate which behaviors will be rewarded
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2
Q

Financial models yield the best or worst economic value?

A

Worst

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3
Q

Benchmark businesses rely on what 3 Portfolio Methods?

A
  • Financial Method
  • Strategic Approach
  • Scoring Model
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4
Q

Benchmark Business PM Style

A
  • rated well across the board
  • most realistic
  • used by mgmt
  • highly effective
  • fits mgmt style

41.8%

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5
Q

Duds Business PM Style

A
  • wastes time
  • unrealistic
  • not used by mgmt

18.1%

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6
Q

Cowboy Business PM Style

A
  1. 1%
    - shoot from the hip
    - poor quality PM model
    - simplistic
    - mgmt likes approach
    - views processes as efficient
    - fits mgmt decision style
    - smallest cluster
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7
Q

Crossroad Business PM Style

A

28%

  • highly recommended, rated & realistic
  • mgmt doesn’t fully embrace
  • doesn’t fit mgmt style
  • not rated as efficient or effective
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8
Q

An estimated _____% of firms sales today come from products introduced within the last 5 years.

A

32%

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9
Q

What is the weakest facet of all product management activities?

A

Project Selection

Project Prioritization

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10
Q

Behavioral Approach to PM

A

Concensus decision

  • Delphi
  • Q-Sort
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11
Q

Analytical Hierachy Approach to PM

A

Decisions based on paired comparisons of both projects and criteria

Ex: Export Choice
a team of managers arrive at a set of projects

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12
Q

Strategic Approach to PM

A
  • driven by strategy of the business

- decides split of resources across different catagories to create strategic buckets

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13
Q

Options Priced Theory

A

Kodak

Treating each stage of the project similar to purchasing an option on a futures investment

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14
Q

Pobablistic Financial Model

A

Monte Carlo Simulation

Decision Trees

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15
Q

PM Financial Models & Financial Indices

A
  • NPV
    IRR (internal rate of return)
    Payback Methods
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16
Q

What is IRR?

A

Internal Rate of Return

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17
Q

What are the results for doing too many projects in a limited time?

A
  • longer cycle time
  • poor quality of execution
  • underperforming products
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18
Q

What yields the best porfolio?

A

Strategic Method + Scoring Approach

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19
Q

Who are the top performers in measuring Business Portfolio?

A

Benchmark Business

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20
Q

Bottom Up PM Approach

A
  • strategy criteria built into a selection criteria used to judge each project
  • results in single portfolio
  • assures all are on strategy
  • doesn’t result in a desired % of spending to particular types of projects
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21
Q

Engineers should be assigned to no more than ___ projects

22
Q

What Stage is Portfolio Mgmt?

A

Stage 4 - Development

23
Q

New product & technology choices today determine what the company will look like ____ years out.

24
Q

What is Portfolio Mmgt about?

A

Resource allocation to achieve the business’s new product and technology objectives

25
Keys to Portfolio Mgmt
- Have a plan - Focus on strategy - Led by Sr Mgmt - Eliminate emotion from decisions - Properly assign resources
26
Top-Down PM Approach (Strategic Buckets)
- Vision and strategy developed - Mgmt decides where resources will be spent - Buckets with ideal spending defined - Project prioritized within buckets - spending reflects business strategy
27
Most Dominate Porfolio Scoring Approach
Business Strategy Approach
28
Most Popular Portfolio Scoring Approach
`Multiple Methods - Financial - Business Strategy - Bubble Diagrams - Scoring Models
29
Why isn't NPV a good financial criteria?
1. It ignores probability and risk | 2. Assumes financial forecasts are accurate
30
Non-Financial Criteria for Scoring
- Fit to Strategy - Market attractiveness - Reward vs risk
31
Financial Criteria in Scoring
- ROI - NPV - Break even point
32
Goals of Portfolio Mgt
- Maximize value of portfolio - Developing balanced projects / portfolio - Assuring projects are consistent with business strategy
33
Senior Mgr's role in PM
- Direction setter - product line architect - Portfolio Mgr - Portfolio Process owner / creator
34
Breakthrough Projects
New Platforms | New Technologies
35
Platform Projects
- new products - improvements - enhancements - dirivatives - supporting capabilties
36
How PM and NPD Processes are related
products enter PM at Development stage products can be killed in 2 places 1. process gate 2. Portfolio mgmt
37
PM Characteristics
- deals with future events - dynamic decisions - resource limited - projects are different stages of completion - resources often shared with other business functions
38
Value of PM
- collaborative decision by sr mgmt - consistent decision tools - link between strategy and execution - focus on new and existing products - decrease time to market - increase ROI
39
Portfolio Framework
``` Portfolio Planning - Criteria + Tools Portfolio Assessment - Review each project and overall portfolio Portfolio Review - quarterly Resoruce Management ```
40
Portfolio Mgmt Definition
- Portfolio Assessment - Resource Mgmt - Portfolio Review
41
Depiction of Portfolio
Maintenance - Big Winners | Dog - Long Shots
42
Defintion of Portfolio
current funded and underway - R&D projects - technology - new product efforts set of projects company is investing in and making strategic tradeoffs
43
___% of companies said they have a well-defined portfolio process (2003)
56%
44
Portfolio Mgmt Means..
Doing the right projects
45
Development Funnel
collecting and screening ideas
46
Development Funnels 4 Process Imperative
- creative ideas need to be encouraged and nutured - creative ideas need to be tested and evaluated - creative ideas combined with other ideas to define effective projects - focused resources - shared commitments
47
What issues need to be addressed to create the best product line architecture for the business?
- Position - Type - Timing - Relationships
48
What is the benefit of the APP (aggregate project plan)
- manages project portfolio | - looks at the future as well as the present
49
What 2 tasks are required in putting together the APP (aggregate project plan)
1. Defining the project set | 2. Matching projects to capabilities and capacity
50
Portfolio Mgmt is about..
The Future Limted Resources Dynamic Environment
51
When Allocating Resources, its important to know
How many resources you have
52
3 Keys to Portfolio Mgmt are
1. Strategy 2. Resources 3. Sr Mgmt