Optimize Project Intake, Approval, and Prioritization

Deliver more projects by giving yourself the voice to say “no” or “not yet” to new projects.

Onsite Workshop

Poor project intake, approval, and prioritization process leads to:

  • Low rates of successful project delivery that fails to achieve desired project outcomes, with budget overruns and blown delivery deadlines.
  • Ad hoc intake and prioritization scheme alienates stakeholders and misses opportunities, while IT staff struggles with never-ending, demoralizing pile of project work.
  • A futile project portfolio weighed down by projects with low business value.

Good project intake, approval, and prioritization process leads to:

  • Improved rates of successful project delivery – in scope, on budget, on time, with the right quality.
  • Only the projects for which IT has capacity to deliver are approved, and IT can meet that expectation.
  • Projects yielding the best value and benefits for the business and IT comprise the project portfolio, maximizing IT’s contribution to the business.

Module 1: Refocus on Project Value to Set Realistic Goals

The Purpose

  • Set the course of action for optimizing project intake, approval, and prioritization by examining the current state of the process, the team, the stakeholders, and the organization as a whole.

Key Benefits Achieved

  • The overarching goal of optimizing project intake, approval, and prioritization process is to maximize the throughput of the best projects. To achieve this goal, one must have a clear way to determine what are “the best” projects.

Activities: Outputs:
1.1 Define the criteria with which to determine project value.
  • Draft project valuation criteria
1.2 Envision your target state for your optimized project intake, approval, and prioritization process.
  • Examination of current process, definition of process success criteria

Module 2: Examine, Optimize, and Document the New Process

The Purpose

  • Drill down into, and optimize, each of the project intake, approval, and prioritization process.

Key Benefits Achieved

  • Info-Tech’s methodology systemically fits the project portfolio into its triple constraint of stakeholder needs, strategic objectives, and resource capacity, to effectively address the challenges of establishing organizational discipline for project intake.

Activities: Outputs:
2.1 Conduct retrospectives of each process against Info-Tech’s best practice methodology for project intake, approval, and prioritization process.
  • Documentation of new project intake, approval, and prioritization process
2.2 Pilot and customize a toolbox of deliverables that effectively captures the right amount of data developed for informing the appropriate decision makers for approval.
  • Tools and templates to aid the process

Module 3: Pilot, Plan, and Communicate the New Process

The Purpose

  • Reduce the risks of prematurely implementing an untested process.
  • Methodically manage the risks associated with organizational change and maximize the likelihood of adoption for the new process.

Key Benefits Achieved

  • Engagement paves the way for smoother adoption. An “engagement” approach (rather than simply “communication”) turns stakeholders into advocates who can help boost your message, sustain the change, and realize benefits without constant intervention or process command-and-control.

Activities: Outputs:
3.1 Create a plan to pilot your intake, approval, and prioritization process to refine it before rollout.
  • Process pilot plan
3.2 Analyze the impact of organizational change through the eyes of PPM stakeholders to gain their buy-in.
  • Organizational change communication plan

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Onsite Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn’t enough, we offer low-cost onsite delivery of our Project Workshops. We take you through every phase of your project and ensure that you have a road map in place to complete your project successfully.

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