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The aspect of portfolio management varies from one organization to the other as seen in the case of IBM and Deloitte. With their intentions to optimize their operations, IBM uses the Q-sort approach while Deloitte uses the real option analysis. The study shows that both approaches have their strengths and have been helpful in furthering the goals of the organization in managing their finances.
A key strength of the real options analysis is the provision of insights used to manage projects in order to leverage flexibility while limiting downside risks. However, it has not been possible or practical to apply sophisticated techniques associated with this approach to value projects. On the contrary, this approach has demonstrated how simple methods such as MUA and ENPV can be employed to account for value options. This can be achieved through recognizing a wide range of decision infrastructure and improved accounting to cater for risks (Sanwal, 2007).
The Q sort approach appears to be popular: this is because it is simple and easy to understand thus allowing participants to have equal influence in the process of making decisions. Researchers have indicated that this approach is the most efficient and effective in promoting consensus among employees. Its weaknesses are associated with lack of prioritizing projects based on benefit verses cost, analysis and explicit criteria logic. The strategy has used a process that is not transparent and cannot generate useful documentation to explain reasons for prioritizing projects. The outsiders may perceive this strategy as purely political. Looking at the Q sort approach, it relies of participants who must impartially understand and complete each project. If the participants do not have the appropriate knowledge or if they fail to understand the vital issue of the project, the Q sort approach is not likely to produce optimal project portfolios (Rajegopal, Philip & James, 2007).
Discuss any improvements in the selection process of either firm that you would recommend.
With the current economic conditions, Deloitte is producing more with less. The company is under pressure to maintain or reduce budgets while scrutinizing their spending and increase the importance of effective identification, delivery and selection of project portfolios (Sanwal, 2007). These projects have to be in line with the organizational strategies that maximize income. The company has made improvements on its project portfolio selection approaches providing a handshake in value optimization. These adjustments led to the adoption of the multi-criteria analysis approach based on SMART. This is an acronym for that describes the desired…[continue]
"Read IBM Case Study Deloitte Consulting Case Study Kerzner Chapter 15 You Prepare A Written Summary Address Questions Compare Contrast Project Portfolio Management Approaches IBM Deloitte Consulting Rank Select Projects Respective Portfolios" (2013, February 11) Retrieved March 8, 2014, from http://www.paperdue.com/essay/Read-IBM-case-study-85826
"Read IBM Case Study Deloitte Consulting Case Study Kerzner Chapter 15 You Prepare A Written Summary Address Questions Compare Contrast Project Portfolio Management Approaches IBM Deloitte Consulting Rank Select Projects Respective Portfolios" 11 February 2013. Web.8 March. 2014. <http://www.paperdue.com/essay/Read-IBM-case-study-85826>
"Read IBM Case Study Deloitte Consulting Case Study Kerzner Chapter 15 You Prepare A Written Summary Address Questions Compare Contrast Project Portfolio Management Approaches IBM Deloitte Consulting Rank Select Projects Respective Portfolios", 11 February 2013, Accessed.8 March. 2014, http://www.paperdue.com/essay/Read-IBM-case-study-85826