A Leveraged Portfolio Management Approach Applying the the CBOE Russell 2000 PutWrite Index

2017 ◽  
Author(s):  
Russell Rhoads ◽  
Lauren Ravalli
Keyword(s):  
Portfolio Management ◽  
Management Approach

A business process and portfolio management approach for Industry 4.0 transformation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sophie Richard ◽  
Robert Pellerin ◽  
Jocelyn Bellemare ◽  
Nathalie Perrier
Keyword(s):  
Business Process ◽  
Portfolio Management ◽  
Research Methodology ◽  
Industry 4.0 ◽  
Process Analysis ◽  
Management Approach ◽  
Project Portfolio ◽  
Manufacturing Companies ◽  
Project Portfolio Management ◽  
Content Type

PurposeThe purpose of this paper is to address the difficulties faced by manufacturing enterprises by providing a project portfolio management approach supporting the selection and prioritization of various Industry 4.0 projects where business process analysis is used to ensure the strategic alignment and value of the project portfolio.Design/methodology/approachThe design research methodology, a mixed applied research methodology, was used to develop and test the proposed approach.FindingsDespite the growing interest of the scientific and industrial communities in I4.0, it seems that there is no method by which manufacturing companies can select a large number of improvement projects. Moreover, studies tend to focus on the evaluation and implementation of a single technology, while the transformation of an intelligent plant requires the consolidation and coordination of many initiatives to achieve a global objective.Originality/valueThe proposed project portfolio management model offers support to enterprises during their digital transformation and improves their processes by integrating technology levers through consistent and achievable selection of I4.0 initiatives while meeting strategic goals and objectives.

Demand Management as a Success Factor in Project Portfolio Management

2017 ◽  
pp. 202-219
Author(s):  
Luca Romano ◽  
Roberta Grimaldi ◽  
Francesco Saverio Colasuonno
Keyword(s):  
Portfolio Management ◽  
Demand Management ◽  
Value Added ◽  
Management Approach ◽  
Success Factor ◽  
General Strategy ◽  
Strategic Objectives ◽  
Market Situation ◽  
New Ideas ◽  
Continuous Demand

Demand Management is the process an organization puts in place to internally collect new ideas, projects and needs during the creation of a Portfolio (from now on PTF). This collection is done internally but should also consider the external market situation and the general Strategy of the Organization. Demand contains two main actions: initiatives Collection and Assessment (following the Strategic Objectives definition) and preceding the start of the Portfolio budgeting, prioritization and selection phases. What is possible to do to better manage Demand and maximize the value added to Portfolio Management? The first opportunity is that Demand can represent a connection with the business and the entire Organization. A second opportunity is that a continuous Demand Management approach can simplify the portfolio collection, prioritization and selection. For Demand Management to be a real opportunity in Portfolio Management should be organized and planned respecting the interpretation of the matter and the maturity of the Organisation and should be also treated as a specific matter.

KNOWLEDGE-BASED PORTFOLIO MANAGEMENT: A TAXONOMY FOR LESSONS LEARNED

2017 ◽  
Vol 4 (1) ◽  
Author(s):  
Gorkem Eken ◽  
Gozde Bilgin ◽  
Irem Dikmen ◽  
M. Talat Birgonul
Keyword(s):  
Portfolio Management ◽  
Review Process ◽  
Lessons Learned ◽  
Management Approach ◽  
Success Factor ◽  
Critical Success Factor ◽  
Construction Companies ◽  
Knowledge Based ◽  
Critical Success

Portfolio management comprises of identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work to achieve specific strategic business objectives. Utilizing a knowledge-based portfolio management approach can be a critical success factor for construction companies. This research aims to present a taxonomy to facilitate the learning process within a knowledge-based project portfolio management system. The taxonomy is capable of codification and classification of lessons revealed during life cycle of projects to enhance their retrieval. Within this context, following a detailed literature review process, the taxonomy is structured under four main categories as "project", "process", "actor", and "resource”. Categories provided in the taxonomy enable tagging of the lessons learned according to the intended level of detail, facilitate retrieval and reuse of the lessons learned in forthcoming projects. In this paper, we will present the structure of the proposed taxonomy and discuss how it can be used to improve portfolio management in construction.

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