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. | |
