strattiD

stratti:D

2009-05-25T11:15:00.001-07:00

the Wellington based consultancy that provides Government and Private sector with the tools and methodologies required to make informed decisions, using proven mathematical and psychological analytics.

INTRODUCTION

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The stratti-D Approach to project prioritization and governance overcomes the natural emotional and competitive tendencies in budget discussion by providing an easy to use framework. Challenges to the assumptions, ground rules, and priorities no longer de-rail the discussion but instead provide further clarity into the organization goals which directly improve the final outcome.

the result … a scale of priorities for the objectives and sub-objectives that is a set of criteria, with relative weightings that are used as a basis for business case decisions on investment in projects.

Step A: Preparation

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Prior to making any critical decision, it is important to “prepare” the participants who contribute to the prioritization of projects within the organization. The key objective of this phase is to set expectations with the participants about how the decision process is going to occur and collect the data needed to make the decision. strattI:-D consultants will conduct interviews with key participants prior to formal meeting.
Business representatives : responsibility for the decisions.
Those who will implement the decision
SME’s who will help make the decision
Financial representatives: reasonable cost estimates

Step B: Criteria Development

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This is critical to understanding the goal and developing consensus among decision makers. In this stage we will frame the entire decision. We will work with your team to prioritize business objectives and evaluation criteria to prepare for assessment of projects. This step consists of multiple facilitated meetings.
During the initial meeting the participants will brainstorm objectives and criteria and then structure them into a hierarchical model. A working group will be appointed for each goal to refine the meaning and choose metrics for each.

Step C: Data Collection

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The evaluation criteria and rating scales are used to focus the business case data requests from the project owners/advocates. The project owners/advocates are given several weeks to come up with responses to the data requests. Advocates are required to provide their best information for how the project contributes to the decision criteria. During this time advocates should be tightening up cost requests in order to prepare for the final allocation.

Step D: Assessment of Alternatives

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During this step the team re-convenes to rate the various projects against the criteria. The definitions in the rating scales include adjectival and numeric keys to help the evaluators gauge the contribution of each project to the priorities of the organization. The intent of this step is to remove the subjectivity from the analysis. The result is a prioritized list representing the relative value of each of the projects to the stated business objectives

Step E: Define Budget Rules

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Not all projects are the same. Funding sources vary and there are inter-dependencies which must be recognized in the in the final prioritization. During this phase we document these facts.

Step F: Budget Allocation

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Once we have a clear understanding of teach projects priority and their interdependencies we are able to create a master list of projects which are directly traceable back to the business priorities. Then the decision makers are ready to allocate the budget based on business rules and strategic value.