| dc.description.abstract | Conventional project portfolios often silo execution and capability enhancements, missing dynamic feedback loops that can reveal additional value. This thesis presents a system-aware framework, Innovation Enhanced Project Portfolio Optimization, for evaluating the value uplift of capability enhancements during Project Portfolio Selection. This evaluation includes integrating non-linear growth trajectories with combinatorial sequencing and Pareto-front analysis. Key elements include scenario-based Pareto envelope mapping under varied capital-allocation rules, a no-growth baseline benchmark, and delta-driven Pareto front evaluations to quantify uplift. Applied to a demonstration portfolio, we find that most NPV gains accrue early as growth-rates increase before capex efficiencies and production curves converge to a shared ceiling. Decomposing enhancement value reveals up to 65% NPV uplift from envelope expansion of original sequences plus up to an additional 30% from additional sequence optimization. The amount of uplift is highly dependent upon the evaluation timeframe, enhancement growth rate, business model sensitivity to growth, and capital allocation constraints. Pareto clustering uncovers a core set of projects that consistently dominate, guiding robust funding targets. Practitioners should deploy this method when capability-growth effects materially reshape portfolio priorities or when long-term transformation is at stake. Implementation hinges on reliable business model inputs, calibrated growth-curves, and robust cross-functional discussions that can be enabled by interactive dashboards to visualize envelope shifts and sequence clusters. Iterative “what-if” scenario testing empowers dynamic capital reallocation, transparent performance attribution, and timely investment in high-impact enhancements. Omitting this analysis does not always produce suboptimal outcomes. Organizations may “luck into” optimal sequences when enhancement effects align with intuition. However, without structured modeling, value remains unrecognized and unreproducible, execution contributions can be misattributed, and critical R&D underfunded, limiting organizational learning, adaptation, and the ability to replicate gains. | |
