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See what business
leaders are saying
about PROXI...
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Project Approval Committees:
Various cross-functional managers
of a business unit will meet
periodically, to evaluate project
investment candidates. Such committees review
information from multiple data
sources that contain project
schedules, financial forecasts,
human resource needs, and
development costs.
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 Scoring Models:
Project Approval Committees often
utilize internally-developed spreadsheet scoring models
to rate and rank projects on a set of
quantitative and qualitative dimensions.
Combining the set of ratings for each
project, per a weighted-average formula,
provides a subjective measure of overall
attractiveness. The resulting
index-style ranking serves as the
prioritization basis by which
resources are allocated. Many
commercially-available software
tools and management consultancy
frameworks employ similar scoring
models to combine financial
forecasts, strategic
criteria, and normative data into an
overall attractiveness score for
each project.
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 Bubble Charts: Scoring
models are often accompanied by
"Bubble Charts" that show the
project mix/balance of a portfolio
scenario
distributed across a
two-dimensional space. Often,
the characteristics on the x and
y axes will be segmented to
create 2x2 or 3x3 matrices. Bubble charts
are simply qualitative views and
do not offer any analysis
functionality.
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 Enterprise Systems:
Data warehouse systems and
many generalized business reporting
applications offer modules aimed at
"Project Portfolio Management"
(PPM). Such modules provide
some query-based capabilities to
display dashboards of
performance metrics
for "trial and error" portfolio
scenarios. Users can select any
number of
projects as a test portfolio and
then view "rolled up"
sets of project metrics
purported to be a "portfolio view".
Similarly crude features are often appended to Product
Lifecycle Management (PLM)
systems,
Enterprise Resource Planning (ERP)
tools,
and a range of business
intelligence software applications.
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