Portfolio and Investment Management
How to optimally choose potential projects with limited resources? We'll show you the solution to this and other portfolio management challenges.
Over 10 years working with portfolio management, we pioneered the development of a single model for comparison between projects, allowing the mathematical comparison between the direct investment (CAPEX) and the administrative project and support.
Using statistical and mathematical pre-configured models, your organization can compare, for example, the benefits and ROI of a new industrial unit construction with a training center construction.
Only those who have helped more than 30 national and multinational companies in making investment decisions involving more than 10 billion dollars are able to support and guide your organization in the proper management of the portfolio.
Key issues addressed
Scope of work
Estimated duration [?]
6 to 8 months
Work Complexity [?]
Client's team (minimum required) [?]
1 Project Manager and 1 Planning Analyst
Client's team allocation x Macrosolutions team allocation [?]
40% Client's Team
60% Macrosolutions' Team
Project estimated number of visits [?]
Maturity Level (minimum required) [?]
Medium to high
Portuguese, English, Spanish
Organizational level of coverage [?]
Supported standards and methodologies
Areas: approach comprehensiveness
|Includes the processes required to ensure that the various elements of the project are properly coordinated.|
|Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.|
|Includes the processes required to ensure timely completion of the project.|
|Includes the processes required to ensure that the project is completed within the approved budget.|
|Quality||Optional||Includes the processes required to ensure that the project will satisfy the needs for which it was undertaken.|
|Includes the processes required to make the most effective use of the people involved with the project.|
|Includes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information.|
|Systematic process of identifying, analyzing, and responding to project risks. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives.|
|Procurement||Optional||Includes the processes required to acquire goods and services from outside the performing organization to attain project scope.|
|EHS||Optional||Involves processes related to work safety, health and environment, including specific regulations.|
|Involves the processes which link projects with corporate strategy through the indicators of the Balanced Scorecard's goals.|