Memorandum
To: Paula Wagner VP
CC: Executive Leadership
From: Portfolio Management Team
Date: February 8th 2016
Subject: Portfolio Management Process

Our organization has crossed boundaries and together we have achieved many goals. Although as we all know we are in the business of expanding on opportunity. Today, we are fazed with the challenges of taking advantage of those opportunities due to a lack of control system to ensure the company pursues opportunities that align with our strategic business goals.
The primary goal of portfolio management is to prioritize projects, allocate resources to projects, and identifying which projects to initiate, reprioritize, or terminate. A key focus is ensuring that the overall collection of projects creates the greatest possible value by supporting the objectives of the enterprise. In conjunction to the implementation of an analytic hierarchy process; the implementation of AHP and the use of weighted criteria provide the ability to not only weight benefits but also project risk.

Fist, we establish a project selection criterion; * Contributes to expansion goal * Expansion of current services provided to current customers (new product lines) * Increase Revenue * Increase Customer Satisfaction * Reduce cost of operations * Reduce overhead and warehousing cost.
Upon receipt of a proposed project all proposals will be measured against the project selection criteria by making the determination if the proposed project meets or exceed the requirements above. This is considered a type of funnel where projects that do not add value to the organization are moved out of the way. Upon the completion of the filtering process the prioritization and resource capacity determination begins. Once all projects have been prioritized all projects will have to pass the go/no go determination. All funded projects move on to be