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 strategy and Delphi consensus-building technique for the nationwide safety corporation (NSA) info Sharing companies (ISS) department highlights how those tools permit the data-driven research of undertaking portfolios and the allocation of study and improvement (R&D) and operations and upkeep (O&M) assets in accordance with price, danger, and price.
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Additional resources for A Delicate Balance: Portfolio Analysis and Management for Intelligence Information Dissemination Programs
Five of the projects involve developing network or Web-enabled services (SERV). Seven of the projects are support activities (SUPP) that provide personnel or other resources to help process and create final SIGINT products and reports or to help maintain current systems. Four of the projects are developing specific hardware and/or software tools (TOOL) in support of ISS’s primary function. These tools were characterized as standalone pieces of hardware or software intended to do a specific task, as opposed to services, which potentially involved several systems made up of multiple pieces of hardware and/or software to provide a capability or function.
MOD1 R&D Service integration and modernization activities. APPENDIX B Research and Development Questions This appendix includes the value and risk metric questions for each R&D project that were posed to the participants in the Delphi exercise. It also includes other information provided to the participants, such as a description of the desired end state assuming that all of the capabilities have been achieved, and example questions. The participants were given four possible answers to each question, along with corresponding scale thresholds to assist them in selecting the most appropriate answer.
However, it is then included in a portfolio with a lower total program budget, shown in column P. This occurs as a result of the different EV-to-cost ratios for each project and LP method, which results in the selection of projects that combine to achieve the highest portfolio EV for the available budget. 5 SERV1 SERV2 TOOL2 SERV3 TOOL1 SUPP3 SUPP1 SERV5 TOOL3 SUPP7 SUPP2 SUPP4 SERV4 SUPP6 MOD1 SUPP5 TOOL4 Portfolio Total EV Project EV Project Name 22 A Delicate Balance PortMan Evaluation of the NSA ISS Portfolio 23 up may be used to select a less-expensive project, even if that project has a lower project EV.
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