In the case of the large tech portfolio, its management team - made up of project sponsors, function managers (for example, representatives from engineering, financial services and operations, and Nielsen himself) and product portfolio managers (people with long-term project leadership responsibilities in areas such as student services or data management) - vetted projects and came up with a list of 150 for the portfolio team to score. (Nielsen uses MicrosoftMicrosoft Project and Pacific Edge's Project Office to plan and prioritize.) Alles zu Microsoft auf CIO.de

They then prioritized them using a model that has four key tenets:

1. Identify four to seven strategies. BYU's Office of Information Technology does this yearly (for example, limiting technology risk, increasing the reliability of the infrastructure).

2. Decide on one criterion per strategy. For example, the team decided the criterion for limiting technology risk would be whether the technology had been implemented in a comparable organization and the benefits could be translated to BYU easily.

3. Weigh the criteria.

4. Keep the scoring scale simple. BYU uses a scale of one to five. For the technology risk strategy, five might mean that it has been used in a comparable organization and the benefits could be transferred easily; three could mean it's hard to do because it would require changing processes; one might mean they haven't seen it work anywhere else.