Project Portfolio Prioritisation: Scoring, NPV, Resource Constraints & Capacity

What you'll build

What you will be able to do

Each lab ends with a concrete result that you build yourself and the checker confirms, cell by cell.

• Turn Corvane Group’s list of ten project proposals into a scored inventory: a weighted alignment score against three strategic objectives, a High / Medium / Low tier, and how much of the requested money sits in the High tier.
• Calculate the NPV, IRR and profitability index of all ten proposals at Corvane’s 10% hurdle rate and the payback period of the customer portal with a cumulative cash-flow row.
• Put strategic alignment, NPV and delivery risk on the same 0–5 scale, combine them into a weighted priority score and rank the ten proposals.
• With a $2.1m capital budget you rank Corvane’s proposals by profitability index, build a cumulative cost line, mark which projects are funded and total the NPV the portfolio delivers.
• Check whether Corvane’s four delivery teams can actually staff the selected projects in the next six months: total demand, real capacity after run-the-business work, utilisation and a red flag for overloaded teams.
• Fund the mandatory compliance and security projects first, rank the discretionary ones by PI within the remaining budget, and discover that the top project depends on one that did not make the cut.
• Add Corvane’s projects in PI order, accumulate cost and NPV, read off how much value the $2.1m budget captures and draw the value-vs-cost curve that shows where extra money stops paying off.
• At the Q3 portfolio review you re-rank the eight running projects on their updated scores, show who moved up or down, flag projects whose spending runs ahead of progress and chart Q2 vs Q3 scores for the steering committee.