By Eric Landree, Richard Silberglitt, Brian G. Chow, Lance Sherry, Michael S. Tseng
This description of the appliance of the RAND Corporation1s PortMan portfolio research and administration technique and Delphi consensus-building technique for the nationwide safety corporation (NSA) info Sharing companies (ISS) department highlights how those equipment permit the data-driven research of venture portfolios and the allocation of study and improvement (R&D) and operations and upkeep (O&M) assets in keeping with price, probability, and value.
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Extra resources for A Delicate Balance: Portfolio Analysis and Management for Intelligence Information Dissemination Programs
Individual project descriptions were not provided to RAND or to the participants. Therefore, the participants needed to rely on their own knowledge of the project to answer each value or risk question. For the pilot study, individual projects were numbered from 1 to 33. The must pay projects (red) show a bimodal distribution with a majority of the projects located in the lower right quadrant. The remaining must pay projects were located near the center of the chart, and appeared to have a significantly higher degree of value and risk compared to the rest of the must pay projects.
This suggests that, below this funding level, capabilities associated with those two metrics will decrease significantly unless a portfolio with less than the maximum total EV is chosen. In other words, in this program budget range, there is a tradeoff between total EV and value metrics OM3 and OM4, which represent the capabilities of margin and recovery. 6 provide a direct comparison of the ISS funding priorities to the results from RAND’s PortMan analysis assuming no lifecycle costs (FY08C). The up-arrows indicate that the ISS funded the project at greater than 50 percent of the total proposed cost, and the down-arrows indicate that the project was funded at less than 50 percent of its total cost.
This was done because the limited number of R&D projects in the portfolio made analyzing them separately from the O&M projects impractical. Throughout the subsequent analysis, the R&D and O&M projects and metrics are labeled and colored differently to distinguish one from the other. 20 A Delicate Balance RD2 compared to the sum of value metrics RD3 and RD4 (R&D projects are shown in blue). The dashed line defines the function y=x. 4 shows that the O&M projects did not contribute as much to system recovery and additional margin (based on responses to questions OM3 and OM4, see Appendix C) as they did to current operations or criticality of the final products (based on responses to questions OM1 and OM2, see Appendix C).
A Delicate Balance: Portfolio Analysis and Management for Intelligence Information Dissemination Programs by Eric Landree, Richard Silberglitt, Brian G. Chow, Lance Sherry, Michael S. Tseng
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