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Planview Customer Success Center

Strategic Funding

Definition

This capability supports defining the organization’s strategic missions and initiatives.

This capability provides the mechanism to define/manage the organization’s strategic initiatives and set financial time-phased budgets or targets against which planned and in-flight investments can be analyzed.

Business Outcomes

Strategic Planning

  • We can define our organizational strategy in the form of a strategic plan and we can describe and define the elements of this strategic plan and assign ownership.

Initiative Planning

  • We can define, describe and categorize strategic initiatives based on our organizational data model and attributes.

Budgeting

  • We can define budgets and targets for the elements of the strategic plan that represent the investment “pot” of money for the portfolio and the benefits/ revenue targets that the portfolio must generate.

  • We can support investment planning by providing the context of strategic financial targets against which demand can be analyzed and an assessment made on the ability to take on new investments.

Process Flow

           

Click a process step shape inside a light blue area for more information; hover for a quick view of the definition

           

Define organizational strategic goals or funding structure Describe and categorize strategies Create strategic initiatives Describe and categorize initiatives Create/manage financial target and budgets Role-based capacity planning

           

Strategic Planning Process Steps

Defining the organizational strategic goals/funding structure takes place in the Strategies menu of Planview Enterprise One – PRM.

Process Step Description
Define organizational strategic goals or funding structure The Strategy structure is used to manage the initiatives and programs that will deliver the strategic plan of the organization. Customers typically define the strategic structure in one of two ways:
  • Based on the strategic objectives and goals of the organization.
  • Based on the organizations funding hierarchy.

               

    TIP

    The lowest level in the strategy structure is typically defined as a program.

               

Strategy structure levels are determined by the core implementation team and our core consulting team, based on your business needs. Once the levels are determined, users and Planview administrators can add strategic entities to the respective levels.

           

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Strategic structure level example

           


To add a new investment/strategic entity, click the +New option on the action menu () at its parent level.

Action menus are used to either perform an action or to navigate to a different view. The action menu lets you easily build out the structure using +New. If the child only has one label option, that option is dynamically displayed (+New Objective for example). If not, Strategy Type will have an option list for the header type on the next screen.

           

TIP

The +New menu at the top of the screen will allow users to add to the Strategy structure, but the user will also have to define the strategic parent for the new entity.

           

Describe and categorize strategies

The purpose of this step is to describe and categorize the strategies in the portfolio, by populating the relevant data entry screens.

This information can be used to filter or slice analytics downstream in the reporting output process or divide strategic information in to relevant portfolios based on these data points.

If a workflow (lifecycle) is configured, users assigned to the steps will receive a notification when their step is activated.

If a workflow (lifecycle) is not configured, the creator of this new entity will also need to complete an additional screen—Strategy Detail.

           

           

Initiative Planning Process Steps

This part of the process takes place in the Strategy menu of Planview Enterprise One – PRM.

Process Step Description
Create Strategic Initiatives

Following the creation of the Organizational Strategic Goals or Funding Structure, the next step is to create the initiatives that will contain the programs to deliver the work.

Adding initiatives to the strategic structure provides a method of categorization, description and budgeting at a further level of strategic granularity prior to the creation of programs to deliver the work.

The first step in adding a new investment is to complete the Basic Information screen.

If a workflow (lifecycle) is configured, users assigned to the steps will receive a notification when their step is activated.

If a workflow (lifecycle) is not configured, the creator of this new entity will also need to complete an additional screen – Strategic Detail Attributes.

           

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Example of Adding a New Initiative

           

When adding a strategic entity, users will be presented with a Basic screen. Let’s review what some of these fields are for.

  1. The strategic parent will be automatically populated based on the level you selected to add the entity to.
  2. The new entity will be added at a level below the selected entity. Up to 50 characters are allowed for each description.
  3. The strategic and investment approval statuses will be defaulted to the value set for your solution. Depending on your solution for strategic lifecycles, these values may be updated from the Strategy View or they may be updatable only via the lifecycle or from the Investment and Capacity Manager screen.
  4. The target date entered here will be displayed on the Strategy View.
  5. The Lifecycle options may be available to selected, if lifecycles are enabled for the level.
  6. The user adding the entity will be automatically listed as the lifecycle administrator if the user has the appropriate permission. If not, users can select someone from the list.
Describe and Categorize Initiatives

Creating a new initiative will likely include the population of a small amount of (configuration-specific) description and categorization attributes as determined by the data and information needs of the organization.

           

           

Budgeting Process Steps

This part of the process takes place in the strategic financial planning area of Planview Enterprise One – PRM.

Process Step Description
Create/Manage Financial Target and Budgets

Build out the elements of the financial plans so that these budgets can be used to fund programs. The purpose of this step is to define an organization-wide strategic investment budget that will eventually be divided out between the relevant initiatives and programs, acting as the baseline for comparison against the actual cost of delivery.

Organization-wide investment budgets can be defined in the financial plan at any level of the investment/strategy structure. The budget can be assigned to different business units or strategic programs, based on the investment/strategy structure.

Financial data summarization, roll-up and spread-down features can be used to support gated, top-down and bottom-up planning.

Planview Enterprise One – PRM supports both the top-down and bottom-up strategic budget planning. For top-down planning, budgets can be assigned to a level of the strategy structure on the Financial Planning Detail screen, then spread down to lower levels. For bottom-up planning, budgets are captured at the lower levels and can be summarized or rolled up to the higher levels.

It is important that the budget is available at the appropriate planning level so that further analysis of the investments can be performed.

           

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Financial Planning Detail - General Overview

           

           

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Managing account lines and editing data on the Financial Planning Detail screen

           

For more information, see Financial Planning Detail Screen Basics, Understanding Financial Models and Versions, Rolling Up Child Values in a Financial Plan, Spreading Values Across Children in a Financial Plan, or Summarizing Financial Planning Data.

           

           

Best Practices

Coming soon.

           

           

Outputs, Reports, and Analytics

This solution capability is supported by the following outputs, reports, and analytics.

Type Associated Outputs, Reports, and Analytics Description
Analytic STR01 - Strategy/Program Portfolio Details Strategy portfolio analytic that summarizes key data points relating to the strategic hierarchy—the strategic missions, objectives, and investment programs of the organization.
Screen Strategy Portfolio View Helps organizations best execute a strategic plan when it touches many teams and must deliver a variety of outcomes. The screen gives you both an overview of the strategic entities in a portfolio and easy access to the details of those entities. The screen allows you to easily visualize your corporate strategic roadmap, expanding the hierarchy to include not only the programs, but also real-time project data and related outcomes.
Dashboard RPM Dashboard STR103 - Strategic Planning & Analysis  The Strategic Planning and Analysis dashboard empowers strategic and program managers to quickly assess their strategic plans against targets and across key factors. Managers can immediately visualize whether the latest plans meet revenue, cost, and margin targets. They can analyze cost and revenue breakdowns by missions and objectives, geographic regions, and markets. Evaluating performance against targets, incoming pipeline by region, and return by market, managers can adjust their plans to deliver a balanced portfolio across their strategies.