Section 6: Define

a Demand Intake
and Prioritization
Process

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 Roll Out Capabilities and Assess and Evolve the
Establish Buy-in and Objectives Lay the Foundations
Services PMO

Section 6: Define a Demand Intake and Prioritization Process

Section 6: Define a
• 6.1 Create a Streamlined Demand Intake Process
Demand Intake Process
• 6.2 Create a Systematic Prioritization Mechanism
• 6.3 Establish Options for Deprioritized Projects

Section 7: Define Project

Management Methods

Section 8: Create Effective

Portfolio Management and
Governance

Section 9: Design
Resource Capacity
Planning Processes

Section 10: Implement

a Benefits Realization
Framework

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6.1 Create a Streamlined Demand Intake Process
Common Solutions to Streamlining Demand Intake and Prioritization

Building and evaluating business Business sponsors get emotionally

Common Challenges
cases is a time-consuming invested in ideas and are unhappy
with Demand Intake
Processes process. when they are deprioritized.

Use lightweight evaluation criteria Develop a project ideation form that

Potential to reduce time spent on building is brief and enables improved ideas
Solutions and evaluating business cases in for investments that advance the
the ideation phase. enterprise’s mission.

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6.1 Create a Streamlined Demand Intake Process
Moneris’ Approach to Streamlining Demand Intake and Prioritization

Traditional Approach Result • To streamline initiative

Business Casing Process
demand process,
• Prioritized List
Executive Follow-up Moneris developed a
Detailed cost/benefit analysis, Prioritization
Review of Prioritization • Moderate Level
scope and timeline, identify key
Proposals
Discussion
Discussions of Consensus
simple project intake
stakeholders, narrative context form underpinned by a
scoring model that
generates a single score
Fraught, inefficient prioritization
discussions require multiple for each project. The
sessions for executives to make form is based on
prioritization decisions. mission-weighted
evaluation dimensions
Moneris Approach and designed to prevent
Result sponsor bias.
Executive Prioritization
Project Control Group • Prioritized List
Discussion Based
Intake Form Validation
on Forced Rank • High Level of
Business Casing Process • An independent control
(Ad Hoc) (Biweekly) group validates form
(Monthly) Consensus
responses to ensure
fairness and objectivity,
Executives have a shared basis for Further analysis and business and approved project
discussion that is simple, objective casing only occurs for greenlit
and tied to enterprise priorities, projects. scores are meaningfully
leading to more efficient, less force-ranked.
contentious prioritization decisions.

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6.1 Create a Streamlined Demand Intake Process
CUNA Mutual’s Project Idea Evaluation Template to Enable Self-Assessment of Project Ideas

• CUNA’s PMO provides a simple

SharePoint template to assess
and prioritize ideas such as new
product development and
business process improvement.

• The information captured in the

template is intentionally minimal,
so that business leaders do not
need to build out a detailed
business case in the ideation
stage.

• The template also provides a

standardized way to track project
proposals throughout the
prioritization process.

Source: CUNA Mutual

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6.1 Create a Streamlined Demand Intake Process
Customizable Demand Intake Form Template(1/2)

Instructions: Use this Demand Intake Form to Capture Necessary Information Needed For Initiative Approval
Initiative Ownership
Initiative Name
Initiative Sponsor
Solution Owner
Initiative Description
Current Situation/Opportunity (As-Is)
<Describe why the initiative is needed as a problem to solve or a potential improvement>
Solution Scope (To-Be)
<Describe the changes needed to remedy the problem or capitalize upon the opportunity>
Expected Results (Measures of Success)
<Describe what will be observed and measurable after the initiative is complete as evidence of success>
Key Assumptions & Risks
<Describe what must be validated through planning, and unknowns that will be addressed in later stages of the initiative lifecycle>

Use the text in blue to ensure Contextualize subsections within the

stakeholders think about each demand intake form template based
subsection in a uniform way. on organizational needs and stakeholder
preferences.

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6.1 Create a Streamlined Demand Intake Process
Customizable Demand Intake Form Template(1/2)

Expected Value
Strategic Objective Initiative Alignment to Objective Initiative Contribution to Objective
<Objective 1> <Low, Medium, High> <Explain how the proposed initiative will help realize the objective>

<Objective 2> <Low, Medium, High> <Explain how the proposed initiative will help realize the objective>

Scope of Initiative Impact

Customer <N/A, Low, Medium, High>
Business <N/A, Low, Medium, High>
Technology <N/A, Low, Medium, High>

Resources Required
Timeframe
<General timeframe required to complete the initiative and when value realization is expected to begin>
Costs
Hardware/Software Purchase <N/A, Low, Medium, High>
<Enter line item> <N/A, Low, Medium, High>
Funding Source
<Name of Departments/Functions>

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 6.1 Create a Streamlined Demand Intake Process
Template Used to Communicate Potential Value of a Proposed/In-Flight Initiative to Business Leaders

Product/Project Example: Value Development

Product: the goal of this project is to create (a) access into availability and (b) provide the patient an opportunity to say where and when they would like to have their
procedure. (Example use case) was the choice for pilot to test and leverage the platform to offer “self-scheduling” options for patients, giving them an improved patient
experience and reduce calls.

Business Leaders Potential Value and Impact

• Name of Executive Sponsor • Selection factors are largely centered around convenience when selecting a location for a procedure
• Business Leaders • % say “insurance acceptance” is important
• % say “appointment availability” is important
• % say location near home or work is important HCA Healthcare uses
• On track to schedule over # procedures in 2021
ITG Product Team
• Names of IT Product/Project • Of all calls received, % of them are for (named procedure) a potential value
Leaders
• Marketing opportunity is clear based on success with procedure campaign that kicked off in August analysis template to
• Key Team Members • In terms of output: In # mo. # emails were sent, with # matched with an estimated revenue impact of $.
• (Name of Market) was a market leader for engagement and has provided feedback to other markets. enable delivery teams
and business
FTE impact (+/-) – pilot(s) to test sponsors align on
impact to operations
Key Facts & Figures Next Steps
expected value to be
• There are # people over # years old in managed • Firm up key decisions and requirements to drive high- delivered.
Projected Financial Impact markets recommended to have a procedure every year fidelity comps, which help visualize the patient
• $ Saved (combination of screening and diagnostic). experience; once signed off by the business we’ll lock
• (Example demographic) make up % of patient in timing and pilot dev will begin.
population; influence $ in contribution margin per year • The team is exploring options to update EMR with
across company. patients’ input during scheduling; temporary technology
• Partnership opportunities exist with our messaging tested via proof of technology.
team; in patient findings, # of respondents (appx # • Post procedure, we’ll look at other use cases. The
patients) prefer any communication than phone call for team is also exploring how this same access to
appt reminders, confirmations, etc. availability could be used for scheduling by physician
office(s).

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6.2 Create a Systematic Prioritization Mechanism
Sample Project Prioritization Framework

2
Use the prioritization criteria to score
and stack rank projects before any
qualitative assessment of priority or
interdependencies.

Prioritized by
Projects Score
1 Project D 92
PMO leaders responsible for
enabling project prioritization
Project E 80
must be able to readily
address the demand for Risk Management
initiatives and evaluate and Project C 78
prioritize competing candidate
investment proposals using a Project A 75
standardized framework.
Project B 69

Source: Gartner
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6.2 Create a Systematic Prioritization Mechanism
Sample Portfolio Prioritization Criteria
Identify metrics and scoring mechanism for portfolio prioritization aligned to the prioritization framework (as seen on previous page)

Strategic Alignment: The alignment of the project with the investment strategy and the organization’s digital business goals
and objectives
Metric Scoring Mechanism (0-5)
Alignment with overall enterprise strategy and vision
0- No alignment and measurable impact, 5- explicit alignment and
measurable impact
Level of business sponsorship and engagement

0- Board initiated with no business or IT involvement, 5 – Business or IT

initiated
Degree of strategic planning and involvement of IT planners
Business Process Impact: How the project will impact the 0- organization’s
No involvement need to redesign
of strategy business
and IT planning processes
so far, andand
5 – Strategy more
IT
closely integrate the supply chain, or similar process-intensive initiatives
planning teams are involved from early stages
Metric Scoring Mechanism (0-5)
<enter metric>
Project scope and breadth of business process change
0- No change
<enter scoringto business processes, 5- Complete transformation to the
mechanism>
organization
Ability of solution to support new organizational structures

0- Board initiated with no business or IT involvement, 5 – Business or IT

10
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initiated
<enter metric>
6.2 Create a Systematic Prioritization Mechanism
Sample Portfolio Prioritization Criteria

Technical Architecture: The integration, scalability and resilience of the databases, operating systems, applications and
networks that the organization either has or plans to implement
Metric Scoring Mechanism (0-5)
Enhances and/or positions the technical platform for the 0- No changes, 5- Strongly Enhances/Positions
future
Enhances and/or positions communications/networking 0- No changes, 5- Strongly Enhances/Positions
standards and strategy for the future
<enter metric>

<enter
Direct Payback: The conventionally understood financial scoringthat
benefits mechanism>
a project can deliver, such as cost savings and
better information
Metric Scoring Mechanism (0-5)
Length of the return on investment (ROI) period 0- ROI 36 month or greater, 5- ROI 12 month or less
<enter metric>

<entertolerance
Risk Management: The identification of the organization’s scoring mechanism>
for risk through the ability of the proposed initiatives to
lower organizational risks
Metric Scoring Mechanism (0-5)
Lowers operational risk to the organization 0- No change, 5- Significantly lower

<enter
11 metric>
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6.2 Create a Systematic Prioritization Mechanism
Framework to Depoliticize Portfolio Decision Making

TD Ameritrade’s PMO
depoliticizes portfolio
decision making by
clearly defining the
scope and information
to be examined in each
meeting along with the
stakeholders involved.

For more information, see Gartner’s INSERT HYPERLINK HERE

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6.3 Establish Options for Deprioritized Initiatives
Options to Support Deprioritized Initiatives

Creating options for deprioritized initiatives helps the PMO:

1. Engage its stakeholders better
2. Create alternative channels for outcomes achievement
3. Depoliticize portfolio prioritization

Option 1:
PMO Initiative Sponsor Augment Scope of Request

Change the nature of the request to

address a more important aspect of the
underlying business issue

Option 2:
Employ “Self-Service” Consultancy

PMO provides initiative oversight for the

initiative sponsor to carry out small-scale
initiatives using external contractors
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