The importance of time management for the TTP was initially described in Track I, Topic 14: Managing Your Time: The Art of Tech Portfolio Management (Part 1). There is no more important resource to the TTP than their time. Most of us have roughly 40 hours of work in a week and this time must be used wisely to accomplish the multiple goals that challenge the TTP. Typically, the TTP has numerous cases to work on and must decide which ones to work on, and when.
Some cases receive our attention because of urgent issues or sudden problems that arise and must be solved. Other cases rise to prominence because we know they have significant potential of one type or another. The organized TTP will develop a structure in which they prioritize the cases in their portfolio and allocate their day, week and month accordingly. Also, cases require more or less time and attention depending on where they are in the continuum from initial invention disclosure receipt, assessment and triage, pre-negotiation valuation, marketing, negotiation, and signed agreement monitoring.
New disclosures require a special type of attention to determine if they should be added to the TTP’s portfolio – and to develop a working relationship with the inventor(s). TTPs should consider making a master list of all the technologies in their portfolio, and reviewing it on some regular schedule. The TTP should plan for the work they will do on a daily, weekly, monthly, and quarterly basis. The system of portfolio management must also have the ability to flag cases that need urgent attention—typically for IP decision-making.
Find out more on managing the TTP’s portfolio here.