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A Decision-Making Framework for Project Portfolio Planning at Intel Corporation

Author

Listed:
  • Siddhartha Sampath

    (Decision Engineering Group, Intel Corporation, Chandler, Arizona 85226)

  • Esma S. Gel

    (School of Computing, Informatics, and Decision Systems Engineering, Ira A. Fulton Schools of Engineering, Arizona State University, Tempe, Arizona 85281)

  • John W. Fowler

    (Supply Chain Management Department, W. P. Carey School of Business, Arizona State University, Tempe, Arizona 85287)

  • Karl G. Kempf

    (Decision Engineering Group, Intel Corporation, Chandler, Arizona 85226)

Abstract

The work we describe addresses the problem of deciding between project-funding opportunities under budget and headcount constraints. Although the projects lead to products that yield revenue in the market, complex interactions between the projects and products make the selection of a portfolio difficult. Furthermore, the senior managers in the company have a wealth of business intuition that can inform the required decisions. We combine modeling, simulation, and optimization techniques to provide a set of the best portfolios possible from the proposed projects and resulting products. We also provide a rich set of analysis and visualization tools for the decision makers to use in exploring the suggested portfolios and applying their intuition to make the final selection. The resulting interplay between analytics and intuition produces better business solutions through a more focused and effective debate in a shorter time than previously achieved.

Suggested Citation

  • Siddhartha Sampath & Esma S. Gel & John W. Fowler & Karl G. Kempf, 2015. "A Decision-Making Framework for Project Portfolio Planning at Intel Corporation," Interfaces, INFORMS, vol. 45(5), pages 391-408, October.
    • Handle: RePEc:inm:orinte:v:45:y:2015:i:5:p:391-408
    DOI: 10.1287/inte.2015.0809
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    References listed on IDEAS

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    1. V. Krishnan & Karl T. Ulrich, 2001. "Product Development Decisions: A Review of the Literature," Management Science, INFORMS, vol. 47(1), pages 1-21, January.
    2. Gerd Gigerenzer & Reinhard Selten (ed.), 2002. "Bounded Rationality: The Adaptive Toolbox," MIT Press Books, The MIT Press, edition 1, volume 1, number 0262571641, December.
    3. Matthew J. Liberatore & George J. Titus, 1983. "The Practice of Management Science in R&D Project Management," Management Science, INFORMS, vol. 29(8), pages 962-974, August.
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    Cited by:

    1. Christian Thies & Christoph Hüls & Karsten Kieckhäfer & Jörg Wansart & Thomas S. Spengler, 2022. "Project portfolio planning under CO2 fleet emission restrictions in the automotive industry," Journal of Industrial Ecology, Yale University, vol. 26(3), pages 937-951, June.
    2. Theresa Eckert & Stefan Hüsig, 2022. "Innovation portfolio management: a systematic review and research agenda in regards to digital service innovations," Management Review Quarterly, Springer, vol. 72(1), pages 187-230, February.
    3. Liesiö, Juuso & Salo, Ahti & Keisler, Jeffrey M. & Morton, Alec, 2021. "Portfolio decision analysis: Recent developments and future prospects," European Journal of Operational Research, Elsevier, vol. 293(3), pages 811-825.

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