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Management process

The goals of this process are to:

  • assess the suitability of projects and programmes for inclusion in the portfolio;
  • maintain a beneficial and manageable mix of projects and programmes.
Indicators Level 2 attributes

 

The difference between a standard and structured portfolio is primarily that in a structured portfolio the prioritisation and balancing activities must be aligned to the strategic objectives.

Description

The portfolio organisation is responsible for selecting, categorising and prioritising projects and programmes. It is also responsible for balancing the overall portfolio.

Select projects and programmes

A board exists within the portfolio that has responsibility for reviewing business cases and making go/no go decisions.

Categorise

Projects and programmes are categorised according to their main characteristics.

Prioritise

Projects and programmes are prioritised according to simple characteristics such as business return.

Balance

Objectives are defined with regard to the required balance of the portfolio. The portfolio is regularly assessed against these objectives.

 
Indicators Level 3 attributes

Description

A process for managing the portfolio is defined, implemented and regularly reviewed.

Select projects and programmes

Boards exist within a scheme of delegation that enables them to give authorisation within defined limits.

Briefs and project or programme management plans are assessed against available capacity and strategic objectives.

Categorise

Projects and programmes are categorised according to multiple characteristics allowing complex analysis of the portfolio.

Prioritise

Projects and programmes are prioritised according to multiple weighted characteristics allowing complex analysis of the portfolio.

Balance

The characteristics of a balanced portfolio are defined in inter-related and weighted terms.

The portfolio is regularly assessed against these objectives.

 

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Management process

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