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Optimize Project Intake, Approval and Prioritization

発行 Info-Tech Research Group 商品コード 603334
出版日 ページ情報 英文 155 Pages
納期: 即日から翌営業日
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プロジェクトの採択、承認、優先順位設定プロセスの最適化 Optimize Project Intake, Approval and Prioritization
出版日: 2018年01月18日 ページ情報: 英文 155 Pages





  • プロジェクト処理能力の点で問題を抱えているプロジェクトマネジメントオフィス (PMO) のディレクター
  • 事業部門のニーズの変化に対するIT部門の対応力を改善したいと考えているCIO
  • IT部門のプロジェクトポートフォリオに関して事業面の全般的な価値を高めたいと考えているCIO


  • プロジェクト採択と優先順位設定のためのプロセスをリソースの能力および戦略的な目標と一致させる。
  • 要求の事前予測と事後対応のバランスをとる。
  • 価値の低いプロジェクトに対するポートフォリオの無駄を減らす。
  • プロジェクトの実施に関する事業部門の利害関係者の期待と満足度を適正なレベルに保つ。
  • 価格が安くて効果の大きいツールやテンプレートを使い最適なプロジェクト採択プロセスを実現する。



  • プロジェクトの価値を評価するためのスコアカード開発ツール (.xlsx)
  • プロジェクトポートフォリオ管理 (PPM) 評価レポート (Info-Techの診断プログラム)
  • 標準的な作業手順のテンプレート (.docx)
  • プロジェクトリクエストフォーム (.docx)
  • プロジェクト分類マトリクス (.xlsx)
  • 期待される利益についてのフォーム (.xlsx)
  • 提案されたプロジェクトの技術評価ツール (.xlsx)
  • 投資対効果検討書のテンプレート (.docx)
  • プロジェクト採択と優先順位設定のためのツール (.xlsx)
  • プロセスパイロットプランのテンプレート (.docx)
  • 影響評価とコミュニケーションプランニングのためのツール (.xlsx)
Product Code: 77426

Capacity-constrained intake is the only sustainable path forward.

For years, the goal of project intake was to select the best projects. It makes sense and most people take it on faith without argument.

But if you end up with too many projects, it's a bad strategy.

Don't be afraid to say NO or NOT YET if you don't have the capacity to deliver. People might give you a hard time in the near term, but you're not helping by saying YES to things you can't deliver.

This research is designed for:

  • PMO Directors who have trouble with project throughput
  • CIOs who want to improve IT's responsive-ness to changing needs of the business
  • CIOs who want to maximize the overall business value of IT's project portfolio

This research will help you:

  • Align project intake and prioritization with resource capacity and strategic objectives
  • Balance proactive and reactive demand
  • Reduce portfolio waste on low-value projects
  • Manage project delivery expectations and satisfaction of business stakeholders
  • Get optimized project intake processes off the ground with low-cost, high-impact tools and templates

The appetite to approve more runs directly counter to the shortage of resources that plagues most IT departments. This tension of wanting more from less suggests that IT departments need to be more disciplined in choosing what to take on.

Info-Tech's methodology for optimizing project intake delivers extraordinary value, fast. In the first step of the blueprint, you will prototype a set of scorecard criteria for determining project value.

The Project Value Scorecard Development Tool is designed to help you develop the project valuation scheme iteratively. Download the pre-filled tool with content that represents a common case, and then, customize it with your data.

Info-Tech's practical, tactical research is accompanied by a suite of tools and templates to accelerate your process optimization efforts.

Tools and templates:

  • Project Value Scorecard Development Tool (.xlsx)
  • PPM Assessment Report (Info-Tech Diagnostics)
  • Standard Operating Procedure Template (.docx)
  • Project Request Forms (.docx)
  • Project Classification Matrix (.xlsx)
  • Benefits Commitment Form (.xlsx)
  • Proposed Project Technology Assessment Tool (.xlsx)
  • Business Case Templates (.docx)
  • Intake and Prioritization Tool (.xlsx)
  • Process Pilot Plan Template (.docx)
  • Impact Assessment and Communication Planning Tool (.xlsx)

Info-Tech uses PMI and ISACA frameworks for areas of this research.

In addition to industry-leading frameworks, our best-practice approach is enhanced by the insights and guidance from our analysts, industry experts, and our clients. Our peer network of over 33,000 happy clients proves the effectiveness of our research. Our team conducts 1,000+ hours of primary and secondary research to ensure that our approach is enhanced by best practices.

In the past 12 months, Info-Tech clients have reported an average measured value of $44,700 from undertaking a guided implementation of this research.

Executive Summary


  • As a portfolio manager, you do not have the authority to decline or defer new projects - but you also lack the capacity to realistically say yes to more project work.
  • Stakeholders have unrealistic expectations of what IT can deliver. Too many projects are approved, and it may be unclear why their project is delayed or in a state of suspended animation.


  • The cycle of competition is making it increasingly difficult to follow a longer-term strategy during project intake, making it unproductive to approve projects for any horizon longer than one to two years.
  • As project portfolios become more aligned to "transformative" projects, resourcing for smaller, department-level projects becomes increasingly opaque.


  • Establish an effective scorecard to create transparency into IT's capacity and processes. This will help set realistic expectations for stakeholders, eliminate "squeaky wheel" prioritization, and give primacy to the highest value requests.
  • Build a centralized process that funnels requests into a single intake channel to eliminate confusion and doubt for stakeholders and staff while also reducing off-the-grid initiatives.
  • Clearly define a series of project approval steps, and communicate requirements for passing them.
  • Developing practices that incorporate the constraint of resource capacity to cap the amount of project approvals to that which is realistic will help improve the throughput of projects through the portfolio.
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