Portfolio management for new products /
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| Author / Creator: | Cooper, Robert G. (Robert Gravlin), 1943- |
|---|---|
| Imprint: | Reading, Mass. : Addison-Wesley, c1998. |
| Description: | xv, 230 p. : ill. ; 22 cm. |
| Language: | English |
| Subject: | |
| Format: | Print Book |
| URL for this record: | http://pi.lib.uchicago.edu/1001/cat/bib/3010673 |
Table of Contents:
- Exhibits
- Acknowledgments
- Chapter 1. The Quest for the Right Portfolio Management Process
- What Is Portfolio Management?
- What Happens When You Lack Effective Portfolio Management
- A Roadmap of the Book
- Portfolio Management Is Vital
- Much Room for Improvement
- Major Challenges for Portfolio Management
- Some Definitions
- Chapter 2. Three Decades of RandD Portfolio Methods: What Progress?
- Recent Advances in Portfolio Management Methods
- Where Portfolio Management Stands Today
- Major Gaps between Theory and Practice
- Portfolio Management: It's Not So Easy
- Requirements for Effective Portfolio Management
- What the Leaders Do: Three Goals in Portfolio Management
- Chapter 3. Portfolio Management Methods: Maximizing the Value of the Portfolio
- Goal 1. Maximizing the Value of the Portfolio
- Using Net Present Value to Get Bang for Buck
- Expected Commercial Value
- The Productivity Index (PI)
- Options Pricing Theory (OPT)
- Dynamic Rank-Ordered List
- The Dark Side of the Financial Approaches to Project Evaluation
- Valuation Methods: Scoring Models
- Developing and Using Scoring Models
- Assessment of Scoring Models
- Checklists As Portfolio Tools
- Paired Comparisons
- Value Maximization Methods: Summing Up
- Chapter 4. Portfolio Management Methods: Seeking the Right Balance of Projects
- Goal 2. Achieving a Balanced Portfolio
- Bubble Diagrams
- Variants of Risk-Reward Bubble Diagrams
- Other Bubble Diagrams
- Bubble Diagram Recap
- Other Charts for Portfolio Management
- Balance: Some Critical Comments
- Chapter 5. Portfolio Management Methods: A Strong Link to Strategy
- Goal 3. The Need to Build Strategy into the Portfolio
- Linking Strategy to the Portfolio: Approaches
- Developing a New Product Strategy for Your Business--A Quick Guide
- Moving to the Attack Plan
- Product and Technology Roadmaps
- Strategic Buckets: A Powerful Top-Down Approach
- Strengths and Weaknesses of Top-Down Approaches
- The Special Case of Platform Projects
- A Variant on Strategic Buckets: Target Spending Levels
- Bottom-Up Approach: Strategic Criteria Built into Project Selection Tools
- Top-Down, Bottom-Up Approach
- But How Much Should We Spend?
- Summary
- Chapter 6. Portfolio Management Methods Used and Performance Results Achieved
- The Average Business
- The Best and Worst Performers
- Satisfaction with Portfolio Management Methods
- The Nature of Portfolio Methods Employed
- Popularity and Use of the Various Portfolio Methods
- Which Methods the Best Performers Use
- Specific Project Selection Criteria Employed
- Selecting Projects in Rounds
- How Specific Portfolio Methods Perform
- The Benchmark Businesses
- Conclusions and Advice from Our Practices and Performance Study
- Chapter 7. Challenges and Unresolved Issues
- General Conclusions
- Specific Conclusions and Challenges Identified in Effective Portfolio Management
- Challenges and Issues
- Portfolio Management Is Not the Complete Answer
- The Path Forward
- Chapter 8. Data Integrity: Obtaining Reliable Information
- Types of Information Required
- Marketing, Revenue, and Pricing Data
- Manufacturing or Operations and Related Costs
- Estimating Probabilities of Success
- Estimating Resource Requirements
- Deal with Uncertainties: Sensitivity Analysis and Monte Carlo Simulation
- Summary
- Chapter 9. Making Strategic Allocations of Resources: Deployment
- In Search of the Right Portfolio Method
- Resource Allocation Across Business Units: The Methods
- Deciding the Spending Splits: The Strategic Buckets Model
- Strategic Buckets: A Step-by-Step Guide
- Some Features of the Strategic Buckets Decision Process
- Summary
- Chapter 10. Making Portfolio Management Work for You: Portfolio Management and Project Selection
- Three Key Components of the Portfolio Management Process
- Strategy: The First Key Driver of the Portfolio Management Process (PMP)
- Gating: The Second Key Driver of the Portfolio Management Process
- Portfolio Reviews: The Third Key Driver of the PMP
- Two Fundamentally Different Approaches to a Portfolio Management Process
- Approach 1. The Gates Dominate--An Overview of How It Works
- Approach 2. The Portfolio Review Dominates
- Pros and Cons of Approach 1 Versus Approach 2
- In Conclusion: An Integrated Decision System
- Chapter 11. Designing and Implementing the Portfolio Management Process: Some Thoughts and Tips Before You Charge In
- Before You Charge In
- Stage 1. Defining the Requirements
- Stage 2. Designing the Portfolio Management Process--Key Action Items
- Stage 3. Trial Installation and Adjustments
- Stage 4. Implementation and Improvement
- Winning at New Products
- Appendixes
- Appendix A. Overhauling the New Product Process
- Appendix B. Sample Gate 3 Screening Criteria (Scored)
- Appendix C. NewPort Max Software: A Tool for New Product Portfolio Management
- Appendix D. The NewProd 3000 Model
- Reference Notes
- Index
- About the Authors
