The goals of this process are to:
- consolidate information from the component projects and programmes to understand the portfolio as a whole;
- monitor the performance of the portfolio against its objectives;
- manage the inter-relationships between projects and programmes.
| Indicators | Level 2 attributes |
The difference between a standard and structured portfolio is simply that in a structured portfolio the co-ordination activities must be aligned to the strategic objectives. |
Description | The portfolio organisation is responsible for co-ordinating the life cycles of component projects and programmes. | |
Co-ordinate initiation | The portfolio organisation issues and co-ordinates the issue of mandates. Specialist resources required for identification are co-ordinated at portfolio level. | |
Co-ordinate definition | Management plans exist for all projects and programmes. Specialist resources required for definition are co-ordinated at portfolio level. | |
Co-ordinate delivery | Resource and funding requirements are co-ordinated at portfolio level. | |
Co-ordinate closure | The portfolio management team plans ahead for the re-use of demobilised resources on new projects and programmes. | |
| Indicators | Level 3 attributes | |
Description | A process for co-ordinating project and programme life cycles is defined, implemented and regularly reviewed. | |
Co-ordinate initiation | Where appropriate, project and programme briefs may be prepared at portfolio level to ensure integration and co-ordination. | |
Co-ordinate definition | Standard management plans are defined, regularly reviewed and updated by the portfolio management team. Project and programme delivery plans are aggregated at portfolio level and assessed. | |
Co-ordinate delivery | Progress information is aggregated to assess overall impact on inter-related projects and programmes. Guidance and recommendations are fed back to project and programme management teams. | |
Co-ordinate closure | Consolidated plans are reviewed to assess the impact of demobilising projects and programmes. The portfolio management team co-ordinates project and programme demobilisation and mobilisation to maximise efficient working. | |
