A Delicate Balance: Portfolio Analysis and Management for by Eric Landree, Richard Silberglitt, Brian G. Chow, Lance

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 approach for the nationwide safeguard service provider (NSA) info Sharing companies (ISS) department highlights how those tools permit the data-driven research of venture portfolios and the allocation of analysis and improvement (R&D) and operations and upkeep (O&M) assets in response to price, danger, and value.

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Based on these initial results, one clear recommendation would be to focus resources on risk-mitigation strategies or new R&D pro- PortMan Evaluation of the NSA ISS Portfolio 19 grams to support or replace SERV1 and TOOL1. These EV results also suggest that in the event of a reduction in total budget, the projects below the 5-percent line should be preferentially cut or reduced. 4 presents a comparison of the different components of value for each of the projects in the portfolio. The sum of value metrics OM1 and OM2 are plotted along the x-axis and the sum of metrics OM3 and OM4 (O&M projects are shown in orange) along the y-axis.

This method of combining the value metrics highlights the differences between projects, as compared to the sum of the metrics. 2) of the maximum possible expected value of 1,024. Out of all the projects in the portfolio, only one, SERV1, had a total EV that was greater than 20 percent of the maximum possible EV. 61). 51). According to these results, two projects that are among the top five according to EV also have the highest level of risk. Based on these initial results, one clear recommendation would be to focus resources on risk-mitigation strategies or new R&D pro- PortMan Evaluation of the NSA ISS Portfolio 19 grams to support or replace SERV1 and TOOL1.

The objective function was defined as the sum of the EV of every project selected for a particular portfolio5, referred to as the portfolio EV. The constraint was that the total cost for the portfolio, defined as the summed cost of each individual project contained within the portfolio, must not exceed the available budget. , not selected as part of the portfolio). While the LP method is capable of including information concerning partially funded projects, 6 the information necessary to include partially funded programs was not available in this study.

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