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Program Portfolio Planning

Program Portfolio Planning

The Program Portfolio Planning capability’s enablers include Business Requests, Demand Management, and Governance. Each capability within the Planview Capability Framework has a distinct set of features and functionality, business processes, best practices, and analytics and reports that deliver value to customers in the form of specific business outcomes.

Program Portfolio Planning Processes

This capability supports a clear process for initiating new business requests, managing new programs, and progressing programs through execution/delivery.

           

Business Requests Process Steps

This supports a clearly-defined process to initiate business requests, including collecting relevant categorization/scoring information and initial financial data. 

           

E1 Project Portfolio Planning - Business Request.png

Business requests process flow

           

Process Step Description
Initiate request

Requests provide one way that new entities (e.g. projects, programs, products) can be initiated in Enterprise One. It is an opportunity to ensure that the incoming requests are well defined, categorized, and assigned to the right area(s) for delivery. This also allows requests to be evaluated against each other to compare scoring, impacts, and alignment.  

When a new request is created, certain fields will be required to ensure the data needed for appropriate categorization is provided. Request assignment and any lifecycle steps will start following your defined governance process.

For more information, see the following articles:

Describe and categorize request

During the initiation of a request, information is populated into Enterprise One to describe and categorize the request within the register. Often a minimum level of required categorization or descriptive information is enforced during the creation of the request via a lifecycle workflow to satisfy the specific data and information needs of the organization.

For more information, see Reviewing Requests and Modifying Request Attributes.

Review request

Once you have a request portfolio, you can see detailed information regarding the requests that are included in your portfolio on the Portfolio Manager tile within the Request Portfolio View screen.

The purpose of this step is to review and analyze the request in preparation for dispatch.

For more information, see the following articles:

Dispatch/associate request

The purpose of this step is to connect the request with a relevant entity in Enterprise One. This can be achieved by either dispatching the request which generates a new entity or by associating it with an entity that already exists.

Enterprise One can route requests to a dispatcher, who is the user responsible for evaluating the requests and then performing the following tasks. Depending on whether your system configuration supports request lifecycles, a dispatcher can perform those tasks through request lifecycles or from the Request View screen without the use of lifecycles.

The dispatcher can:

  • Generate a new strategy, work item (project), support ticket, product, or other outcome from a request.
  • Associate work, strategies, products, or other outcomes with a request.
  • Respond otherwise (such as rejecting the request) by changing the status of the request.
  • Share dispatching responsibilities with other users.

For more information, see Dispatching a Request.

Close request

If approval is not granted or the request is no longer needed, change the status to closed. This provides a record of its status for reporting and ensures that no further updates can be made to the request.

Depending on the internal business process, the process to close the request can vary and may contain approval gates in a lifecycle workflow. In these instances, successful completion of the lifecycle steps by the relevant users will automatically close the Request.

The status of the request can be changed in the Request Detail screen, or directly in the Portfolio Manager using an appropriate column set selection.

For more information, see the following articles:

           

           

Demand Management Process Steps

This supports the creation, planning, business case development, and approval of programs that will deliver the organizational strategic initiatives and business outcomes. 

It supports a clearly defined process to initiate a potential new program and collect relevant categorization/scoring information and initial financial data. 

           

Program Portfolio Planning Demand Management Process Flow.png

Demand management process flow

           

Process Step Description
Create program

Business requests provide one way that new entities (e.g. projects, programs, products) can be initiated in Enterprise One. It is an opportunity to ensure that the incoming requests are well defined, categorized, and assigned to the right area(s) for delivery. This also allows requests to be evaluated against each other to compare scoring, impacts, and alignment.  

When a new request is created, certain fields will be required to ensure the data needed for appropriate categorization is provided. Request assignment and any lifecycle steps will start following your defined governance process.

For more information, see the following articles:

Describe and categorize program

Relevant description and categorization information should be captured through a lifecycle driven configured screen during the creation of each new program.

Program attributes can also be edited on the Strategy View screen of the program and can be viewed in Strategy Portfolio View.

For more information see Reviewing or Modifying a Strategic Entity's Details.

Plan program roadmap and milestones

Milestones and releases at the program level are added directly from the Strategy View screen.

The color of the displayed milestones and releases are specified in the Strategy Portfolio preferences.

The program roadmap graphically represents the schedule of strategic entities, allocated work, outcomes, milestones, and releases of a strategic plan.

At the program level, two sets of dates are visible:

  • Target dates represent the planned dates for the program.
  • Actual/Schedule dates represent the earliest start and latest finish of associated entities.

Here are a few helpful tips for the roadmap planning process:    

  • The Roadmap option becomes enabled when the current column set includes the Roadmap column. The roadmap column can be added to both admin-defined and user-defined column sets.
  • The up roadmap bar represents the target dates of the program.
  • The down roadmap bar represents the actual/scheduled date range of entities associated to the program.
  • The roadmap lines represent the actual/scheduled dates of work (or other entities) associated with the program.
  • Each diamond or star on the roadmap represents a milestone or release, respectively.
  • The Strategy Portfolio Preferences contain all the options available to manage the display of the roadmap and associated entities.

For more information see the following articles:

Estimate program costs and benefits

Capture a high-level estimate of the costs and benefits to deliver the program in the financial plan based on the need of your organization. Cost accounts can include labor, capital spending, and expense spending.

In the initiation phase of a program, these costs will likely be high-level estimates entered into the financial plan by the program manager. Once programs are approved, the underlying projects required to deliver these programs will be planned and scoped. At this point, cost information can be rolled up from the projects to the program to provide a more accurate view of the program costs.

For more information see the following articles:

Baseline program roadmap

Strategy roadmap baselines are snapshots of the strategy roadmap, including program target dates and actual/scheduled dates of associated entities (projects).

The purpose of this step is to capture a strategy baseline as part of the program planning phase which represents a record of the roadmap dates of the program at the time of program approval.

For more information see the following articles:

Create/associate projects to deliver program

Projects provide a way of planning and managing the schedule and resources required to deliver segments of work that, together, constitute the delivery of the program.

Following the approval of the program, the underlying projects required to deliver these programs can be planned and scoped. The program manager will work with the relevant project manager/s to achieve this.

To create projects, start the process of creating a new work entity in the program's action menu.

Creating a project directly against the program automatically creates the association with the program. Creating a project requires a manual association to the program after the entity has been created. When a project is associated to program(s), an allocation percentage is defined. This allocation percentage is used to roll up the project's cost to its associated program(s).

For more information see the following articles:

           

           

Program Governance Process Steps

This provides a process and governance structure for progressing programs through an approval lifecycle into execution/delivery, ensuring that decisions are made by the right people based on structured data for each program entity.  

           

E1 - Program Portfolio Planning - Program Governance Process Flow.png

Program governance process flow

           

Process Step Description
Governance point A

Request intake information is reviewed and, if approved, new projects or programs are created.

Governance point B Initial program planning information, such as description and categorization attributes, cost and benefit estimates, and roadmap dates, are captured and reviewed to determine if enough is known to proceed with the program and include in the detailed portfolio planning process.
Governance point C

The process of investment planning allows planners to prioritize and analyze the list of proposed investments (programs) to determine which to move forward with.

Analysis of investments is achieved by comparing what’s available, capacity (which can be in the form of resource capacity or financial a budget against what is required) versus demand (derived by the forecast of programs in the portfolio).

Planners will create and compare a number of investment planning scenarios to model different investment decisions and various approaches to balancing investment demand with capacity. Once an approach is chosen, these decisions are published as the agreed portfolio plan.

Governance point D

Following agreement of the portfolio plan, the underlying projects required to deliver the approved programs can be planned and scoped.

Initial project planning information, such as description and categorization attributes, cost and benefit estimates, and high-level schedule dates, are captured and reviewed before proceeding to the detailed planning of schedule dates, resource assignments, and project financials.

Governance point E If required, projects can proceed through a gated governance process. Usually, each gate requires the project to comply with a checklist of activities/deliverables before proceeding to the next gate.

           

           

Reporting, Outputs, Analytics

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

Type Associated Outputs, Reports, and Analytics Description
Analytic REQ01 - Request Portfolio Balance Work Request portfolio analytic that allows analysis of work requests by category, originating business unit, etc. (any configured single-select work request structures).
Analytic REQ02 - Request Portfolio Dispatch Speed Work Request portfolio analytic that allows analysis of work reception process, as determined by “Dispatch Time,” this being the delta between a work request being created and being dispatched into a new project or program. Can be analyzed by business unit, etc. (any configured single-select work request structures).
Analytic REQ03 - Request Portfolio Dispatch Disposition Work Request portfolio analytic that allows analysis of work requests to determine the outcome of work requests.
Analytic REQ42 - Request Status Process Analysis A work request portfolio report analyzing changes in request status to aid analysis on throughput, volume, and cycle time. Allows further analysis based on request attributes, such as work type or customer.
Dashboard REQ53 - Request Portfolio Balance Dashboard A work request portfolio report providing a count of request attributes to aid analysis on portfolio balance. Report can be run against and sliced by different attributes.
Dashboard RPM Dashboard MY102 - Portfolio Performance Connecting the demand pipeline to strategy, resources, projects and outcomes, the Portfolio Performance dashboard on My Overview gives portfolio managers an end-to-end view of their portfolios.
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.
Dashboard RPM Dashboard WRK101 - Gated Project The Gated Project dashboard provides an interactive view of project progress and performance through the organization’s stage gate process, whether for IT or product development. Project managers, product managers, and gatekeepers can visualize and investigate status, scoring, and financial performance by gate to understand progress and trends.
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.
Analytic STR02 - Strategic Portfolio Balance Provides count of the strategic initiatives/programs in a portfolio, allowing analysis by a primary and secondary attribute.
Analytic STR03 - Strategic Portfolio Prioritization Bubble chart that allows prioritization, cost, benefit, revenue, and effort measures to be plotted against strategic initiative/program status dimensions (such as lifecycle stage and strategic alignment providing a value vs. cost visualization of the portfolio pipeline.
Analytic STR04 - Strategy/Program Financial Health Based on an approved financial baseline and the current forecast to complete, this exception based analytic identifies programs that are financially out of tolerance and are forecasting an over or under-run on approved baseline budget.
Analytic STR08 - Strategy Portfolio Associated Change Requests Change Request Log summary for projects that are associated to a portfolio of programs. Equivalent to WRK08.
Analytic STR09 - Strategy Portfolio Associated Risk Risk Register summary for projects that are associated to a portfolio of programs.
Analytic STR11 - Strategy Portfolio Associated Issues Issue Log summary for projects that are associated to a portfolio of programs.
Analytic STR16 - Program Status Report Summary of key information relating to the execution of a program into a “one-page” report for program stakeholders and strategic review meetings. Includes program attributes and responsibility information, trend of program condition/RAG/RYG status, descriptive information, date and milestone information, financial summary, commentary and change request, risk and issue lists, plus key information on the associated projects that are delivering the program
Analytic STR31 - Strategic Portfolio Cost and Benefit Analysis Strategic portfolio report that allows the analysis of initiative/program and summarized portfolio financial plan data, including effort (FTEs/Days/Hours) or financial data (Cost/Benefit/Revenue).
Analytic STR32 - Strategic Portfolio Financial Performance Strategic portfolio report that allows the comparison of one/many versions of strategic initiative and summarized portfolio financial plan data, including effort (FTEs/Days/Hours) or financial data (Cost/Benefit/Revenue).
Analytic STR33 - Strategic Initiative Pipeline Matrix Strategic portfolio report that can select cost or revenue/benefit based measures from the financial planning data to drive bubble size and visualize the pipeline of strategic initiatives. Report can be configured to run against each level in the strategy structure.
Analytic STR34 - Strategic Portfolio Investment Risk and Reward Strategic portfolio report, based on financial plan data, where the user can select benefit/revenue measures for the X-Axis, Cost-based measures for the bubble size, and a risk-based attribute for the Y-Axis.
Analytic STR41 -Strategy Process Analysis - Lifecycle Stage Strategy/program portfolio report showing data on program lifecycles to aid analysis on throughput, volume, and cycle time. Report can be run against—and sliced by—different attributes.
Analytic STR42 - Strategy Process Analysis - Strategy Status Strategy/program portfolio report showing data on program status to aid analysis on throughput, volume, and cycle time.
Analytic STR43 - Strategy Process Analysis - Investment Approval A strategy portfolio-based report that shows status and data on the projects associated to the programs and initiatives in the portfolio.
Analytic STR52 - Strategy Portfolio Associated Work Balance A strategy portfolio-based report that shows status and data on the projects associated to the programs and initiatives in the portfolio.
Analytic STR53 - Work Portfolio Balance Dashboard A strategy portfolio dashboard providing a count of programs in the portfolio based on different program attributes to aid analysis on portfolio balance.
Analytic WRK13 - Project (and Portfolio) Business Case Report Summarizes key business case information on the project into a report for project stakeholders and investment review meetings. Includes project attributes and responsibility information, descriptive business case information, milestone information, commentary, and risk lists.
Analytic WRK41 - Process Analysis - Lifecycle Stage A work portfolio report showing data on project lifecycles to aid analysis of throughput, volume, and cycle time for the project lifecycle process. Allows further analysis based on project attributes, such as work type or customer.
Analytic WRK42 - Process Analysis - Project Status 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.
Analytic WRK43 - Process Analysis - Project Investment Approval A work portfolio report showing data on the project approval process to aid analysis on throughput, volume, and cycle time. Allows further analysis based on project attributes, such as work type or customer.