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Program Portfolio Planning and Program Management

Definition

This capability 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 and scoring information and initial financial data.

It allows for the collection of all potential new programs to carry out analysis and approval in the context of the whole portfolio (including in-flight programs), resulting in an agreed portfolio plan.

It 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.

Business Outcomes

Requests

  • We have a single repository to collect requests for work and change from the business and this repository is available to all stakeholders in the organization.

  • We have a structured process to categorize and assess and carry out a sizing estimation of these requests before taking them forward for consideration as new investments.

Program Intake and Planning

  • We have a consistent intake process for all programs.

  • We can describe and categorize programs based on our organizational data model and attribute.

  • We have a single repository for all programs, which includes new potential (that is, not yet approved), approved, active, and completed programs.

  • We have a structured process to capture, assess, estimate, and approve programs.

Program Governance

  • We have a structured process to capture, assess, estimate, and approve programs.

  • We can ensure that the appropriate governance process is applied to programs, based on specific criteria.

  • We can ensure that the program approval and review actions have been assigned to the appropriate user.

Program Financial Planning

  • We can estimate the costs, benefits, and revenue associated with potential new programs.

Analysis and Prioritization

  • We can consistently align and rank potential investments based on our organization’s priorities and drivers.

  • We can analyze the impact of new investments against the existing portfolio of approved investments.

  • We have the ability to analyze a portfolio of investments against a time-phased financial budget or target and to understand the impact of trade-off decisions on our ability to deliver the portfolio targets within that budget/target.

  • We can identify under-achieving investments (in terms of revenue and costs) and reallocate the funds/capacity to other investments.

  • We can create investment what-if scenarios.

  • We can share decisions about potential investments across the organization.

Program and Project Monitoring

  • We are able to collect the program and project execution data necessary to provide the context of in-flight investments in which to make portfolio prioritization and planning/re-planning decisions.

Process Flow

           

           

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Requests Program Intake and Planning Program Financial Planning Program Governance Analysis and Prioritization Program and Project Monitoring Strategic Funding > Strategic Planning and Budgeting Work Management > Project Planning and Scheduling Work Management > Financial Management Project Team Delivery

Program portfolio planning and program management process flow

           

           

Requests Process Steps

           

           

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Click to expand or shrinkInitiate Request  Describe and Categorize Request Review Request Dispatch/Associate Request Close Request

Requests process flow

           

Process Step Description
Initiate request

Requests provide a way that project work or programs can be initiated in Planview Enterprise One – PRM. It is an opportunity to ensure that the incoming work requests are well defined, categorized, and dispatched to the right area(s) for delivery.

Incoming demand will be described, categorized, classified, and estimated (with a very high-level estimate) in a standard and consistent way, to allow comparison between different demands. Different entities can be initiated from an incoming demand - projects, strategic programs, or outcomes. It can also be associated with one or multiple existing entities, or rejected if it is not a viable potential investment.

Requests can be initiated in a similar way to Work via the +New button in the top right of the banner.

When initiating a request, you are presented with a data input screen with a series of fields used to classify and catalog the entity.

For more information, see the following articles:

Describe and categorize request

During the initiation of a request, information is populated into Planview Enterprise One – PRM 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 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 Planview Enterprise One – PRM. This can be achieved by either dispatching the request which generates a new entity or by associating it with an entity that already exists.

Planview Enterprise One – PRM 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

The purpose of this step is to change the request 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 set the Request Status to Closed 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 Request Status can be changed in two ways, in portfolio manager directly in the grid using an appropriate column set selection with the inclusion request status, or via the Request detail screen.

For more information, see Changing the Status of a Request.

           

           

Program Intake and Planning Process Steps

           

           

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Create program Describe and categorize program Plan program roadmap and milestones Estimate program costs and benefits Baseline program roadmap Create/associate projects to deliver program Work Management > Project Planning and Scheduling Work Management > Financial Management

Program intake and planning process flow

           

Process Step Description
Create program

The purpose of this step is to create new strategic programs. To add a new program at the lowest level of the strategy structure, click the +New option in the top right or click the +New Program option on the action menu from its parent level.

For more information see Creating a Strategic Entity.

Describe and categorize program

The purpose of this step is to capture relevant description and categorization information for each new program.

Program attributes can be edited on the Strategy View screen of the program and can be viewed in Strategy Portfolio View, however the initial input can be through a lifecycle driven configured screen as part of the program creation process.

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.

           

TIPS

  • 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/schedule 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.

           

           

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Strategy Roadmap on the Strategy Portfolio View screen

           

For more information see the following articles:

Estimate program costs and benefits

The purpose of this step is to 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 to 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/schedule 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 which, 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, click + New Work in the program's action menu to start the process of creating a new work entity.

Creating a project directly against the program automatically creates the association with the program. Creating a project by clicking +New 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

           

           

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Governance point A Governance point B Governance point C Governance point D Governance point E Requests Program Intake and Planning Program Financial Planning Analysis and Prioritization Work Management > Project Planning and Scheduling Work Management > Financial Management Project Team Delivery

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.

           

           

Program Financial Planning Process Steps

           

           

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Forecast resource costs Forecast non-resource costs Forecast benefits and/or revenue Baseline program budget Consolidate program forecast and actual costs Manage forecasted resource costs Manage forecasted non-resource costs Manage forecasted benefits and/or revenue Monitor financial performance

Program financial planning process flow

           

Process Step Description
Initial Financial Planning
Forecast resource costs

The purpose of this step is to capture the high-level estimated resource costs required to deliver the program.

​Resource costs can be planned by entering role-level demand directly in to the financial plan in either FTEs or days. This demand will be associated with details about the resources depending on your configuration, such as organizational and location. The rules and configuration in the resource rating engine will then determine the costs of the various resources based on their attribute categorization and effort to produce an estimated cost for the demand. The application will be configured to the dimensions and granularity required by your organization.

For more information see the following articles:

Forecast non-resource costs

The purpose of this step is to capture the high-level estimated non-resource costs required to deliver the program.

Non-​resource costs can be planned by entering the predicted costs of different accounts directly into the financial plan in the selected currency. These estimated costs will be associated with various accounts and sub account information depending on your configuration to help categorize the non-resource costs and allow portfolio-level summarization of the types of project costs. The application will be configured to the dimensions and granularity required by your organization.

For more information see the following articles:

Forecast benefits and/or revenue

The purpose of this step is to capture estimated financial benefit of delivering the project.

Benefit revenue can be planned by entering the predicted sums into the financial plan under the Benefit account in the appropriate currency. These estimated figures will be associated with benefit sub-account information depending on your configuration to help categorize the revenue and allow comparison against the cost of delivering the program. The application will be configured to the dimensions and granularity required by your organization.

For more information see the following articles:

Baseline program budget

Snapshots of program financial data can be captured at each gate as needed. If a program lifecycle is in use, the snapshot can be automatically copied to the appropriate financial version. If a program lifecycle is not in use, the snapshot of the program financial data can be manually copied to the appropriate financial version.

The purpose of this step is to capture a gate financial baseline for the program.

Financial baselines are created by copying the current forecast version in to a baseline version. This can be done manually or as part of a lifecycle step.

For more information see the following articles:

Ongoing Financial Planning
Consolidate program forecast and actual costs

The purpose of this step is to obtain a roll up of financial data from the delivering projects, based on the associated entities.

As the Program progresses, the costs of projects associated to programs should be consolidated (rolled up) to the respective programs. 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:

Manage forecasted resource costs

The purpose of this step is to ensure the project financial plan accurately reflects the forecasted resource costs required to deliver the program. This up-to-date cost and effort information is used to understand the impact of the project's pending resource costs on the portfolio.

The forecasted resource effort should be maintained in the project schedule as requirements and assignments during the execution of a project.This forecasted effort should then be used to populate the financial plan and subsequently, based on the system rate card, calculate the forecasted costs of this resource effort.The automatic population of project costs, based on the scheduled resource effort is known as a load and will overwrite the previous resource effort and cost data in the financial plan.

It is important to ensure the regular loading of all resource demand and assignments to ensure the financial plan accurately represents the forecasted cots to deliver the project.

For more information see the following articles:

Manage forecasted non-resource costs

The purpose of this step is to ensure the project financial plan accurately reflects the estimated non-resource costs required to deliver the program to provide an accurate forecast of the predicted expenditure.

The Non-​Resource costs that were previously populated in the original estimation or previous rounds of re-forecasting should be updated directly in to the financial plan to reflect the latest and most accurate forecast.

These costs should continue to be associated with various accounts and sub-account information depending on your configuration to help categorize the non-resource costs and allow portfolio level summarization of the types of project costs.The application will be configured to the dimensions and granularity required by your organization.

For more information see the following articles:

Manage forecasted benefits and/or revenue

The purpose of this step is to ensure the project financial plan accurately reflects the estimated benefits of delivering the program to provide an accurate forecast of the predicted revenue.

The benefit costs that were previously populated in the original estimation or previous rounds of re-forecasting should be updated directly into the financial plan to reflect the latest and most accurate forecast.

These amounts should continue to be associated with the appropriate benefit sub-account information depending on your configuration to help categorize the revenue and allow portfolio level summarization of the types of benefits. The application will be configured to the dimensions and granularity required by your organization.

For more information see the following articles:

Monitor financial performance

The purpose of this step is to track the current performance of the program financials against the original budget and use this information to make informed decisions and manage exceptions.

In Financial Management, different versions are used to store and manage specific sets of financial data associated with projects. The current actual and forecast data in the financial plan can be compared against previous baseline versions to monitor the financial performance of the project against the original budget and earlier snapshots. Throughout a project's lifespan, various snapshots of this version can be taken to show a record of past financial data which can be used to track variances against.

For more information see the following articles:

           

           

Analysis and Prioritization Process Steps

           

           

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Set and maintain portfolio capacity targets/budget Create/update the portfolio to include all programs that are ready for analysis/approval Rank and prioritize programs Analyze against portfolio targets Shift investment dates and durations Balance against capacity Create and compare scenarios Baseline portfolio Publish portfolio decisions and adjustments Close program

Analysis and prioritization process flow

           

Process Step Description
Set and maintain portfolio capacity targets/budget

The process of investment planning allows planners to evaluate 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).

           

Conceptual example of capacity and demand financial plans

           

To carry out and understand portfolio investment planning, it is essential that an accurate recording of your target budget and resource capacity is captured within Planview Enterprise One – PRM. The detail of the summarized capacity totals can be drilled into via the Financial Planning Detail screens associated with each capacity entity.

Based on your planning portfolio, the Capacity Portfolio Manager shows a summarized capacity total broken down by the capacity slicer in the portfolio definition.

For more information, see the following articles:

Create/update the portfolio to include all programs that are ready for analysis/approval

Planning portfolios define where and which targets and demand you want to analyze and for which time range (that is, the Planning Horizon).

Demand requirements for analysis:

  • Demand must not be in the Investment Approval Status of pending.
  • Demand must match the selected capacity.
  • Demand must be within the defined Planning Horizon.
  • Demand must be part of the additional portfolio definition.

For more information, see the following articles:

Create and compare scenarios

Investment and capacity planning lets you define an investment plan in a shared environment by working in investment and capacity planning scenarios that are portfolio-specific. When working in a shared environment, you and other users review the same proposed investment plan so that each of you can examine and update those portions that affect your respective areas.

Investment and capacity planning scenarios let you model different investment decisions and various approaches to balancing investment demand with capacity. By using multiple scenarios, you and other users who have access to a relevant portfolio can work in a what-if environment until it is determined that a particular scenario is ready to be published and thereby shared with others as your organization's investment plan.

           

Scenario options – Shared scenario and user-defined scenarios examples

           

For more information about scenarios, see Managing Investment and Capacity Planning Scenarios.

See Using Shared Scenarios within Investment and Capacity Planning for an example of the use of shared scenarios.

Rank and prioritize programs

The purpose of this step is to rank your organizational investments to determine their priority.

Investment and Capacity Planning provides a mechanism to compile all investments (accepted, in-flight, and potential programs) and carry out an assessment and approval in the context of the whole portfolio. The Rank view within Investment and Capacity Planning provides the ability to sort the list of investments based on subjective or qualitative scoring and prioritization criteria to determine a priority between the investments within the portfolio. This ranking is then used in subsequent screens in Investment Capacity Planning as sorting criteria.

Investments can be ranked automatically based on criteria and/or manually by the users of each scenario. Investments are displayed in the order that they have been ranked within a scenario. If no ranking has been applied in the scenario, investments are displayed alphabetically. If a scenario includes both ranked and unranked investments, unranked investments will display at the top in alphabetical order, and the ranked investments will display below in ascending order of their ranking.

           

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Planning Manager tile – ranking investments

           

           

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Planning Manager tile's Rank view – rank investments automatically

           

For more information see the following articles:

Analyze against portfolio targets

Investment and Capacity Planning provides a mechanism to compile all investments (accepted, in-flight, and potential programs) and carry out an assessment and approval in the context of the whole portfolio. The Analyze view provides the ability to approve (that is, to set the Investment Approval Status to Accepted) programs by moving them above the line (accepted) and seeing the impact on overall budgetary constraints and capacity. Any changes made to Investment Approval Status and Internal Priority made in the Investment and Capacity screens are "what-if" changes and are not confirmed until the scenario is published to execution.

​The objective of this stage is the process is to confirm the approval of investments within the portfolio targets/constraints of costs and resource capacity.

To analyze investments above and below the line:

  • Investments in this view are displayed in two trays:
    • The upper tray represents above-the-line investments with Accept or Conditionally Accept statuses.
    • Investments in the lower tray represent below-the-line investments with Refuse or Analyze statuses.
  • If the investments exceeding targets are in the below-the-line investments, it means that while the total of the portfolio will exceed the targets, the current above-the-line investments will not exceed the target.
  • Depending on the selected column set, you can also view different summarized financial information.
  • To make investment decisions (to approve or refuse an investment), you can open the action menu () next to each investment to select the desired status. Using the options in this menu, you can also view other information about the investment. Alternatively, you can use a drag-and-drop operation to move the investments between the above the line and below the line trays.

           

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Planning Manager tile – analyzing investments

           

For more information see Updating Investment Approval Status and Priority or Reviewing a Gantt Chart in Investment and Capacity Planning.

Shift investment dates and durations

The Shift view provides a view of where demand exceeds capacity by period, as well as the ability to shift programs to fit within the available capacity.

After all the investments in a portfolio have been ranked and analyzed, the investment scenarios may be further evaluated to review the date ranges of the approved and conditionally approved investments. There may be constraint limitations on specific resource types that may be resolved by shifting dates of the investments. Investments previously below the line may be able to become approved if the dates are shifted.

           

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Planning Manager tile – shifting investments

           

           

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Planning Manager tile – shift highlighting bottom tray details

           

           

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Planning Manager tile – shift-highlighting the bottom tray details

           

For more information see the following articles:

Balance against capacity

Investment and Capacity Planning provides a mechanism to compile all investments (accepted, in-flight, and potential programs) and carry out an assessment and approval in the context of the whole portfolio. The Balance view allows you to look at investments that have been accepted in the scenario and to look at the time profiled impact of the investments against the capacity and budget targets.

The objective of this stage in the process is to identify resource capacity/demand issues or cost time-phasing issues and to smooth demand across time to plan to deliver the programs within the capacity and time-phased budget targets.

To balance Investments:

  • In the Balance view, you use the category menu to decide what information you wish to view. In this example, we are viewing Labor Currency. You can also view Labor Effort by clicking Labor and Effort. Depending on your usage model, you can also view Expense, Capitalized Costs, and Benefits.
  • This Focus Control option displays the controls available for you to organize the information when you perform drill-down for analysis.
  • The controls available allow you to decide how many attributes to include in the summarization for drill down, by moving them to the left of the focus control bar, then you decide which order they should appear. The control on the far left will be the first level of drill down, following by attributes to its right.
  • Information on the grid at the lowest level is editable when you are viewing a user-created scenario or the Shared Scenario if it is editable.
  • Action menus () at the program level provide options to view additional information for the program.
  • Action menus at the lowest level provide options to update attributes of the line or to model changes to the demand.
  • Action menus from the capacity levels provide the option to view the financial plan of the selected capacity to model changes to defined capacity.
  • Use the Scenario options to change the scenario you are viewing or to create and manage scenarios. It is important to not accidentally model what-if decisions on the shared scenario. What-if modeling should be done on user-created scenarios and published to the shared scenario when you are ready to commit to the plan.

           

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Planning Manager tile – balancing investments

           

For more information see the following articles:

Baseline portfolio

The purpose of this step is to capture a portfolio baseline in order to create a snapshot of the investment decisions and investments as of the end of the investment planning cycle. As the investment portfolio evolves and the program landscape continues to change, new programs arrive, or planned programs fluctuate in risk, forecasted cost or strategic alignment, a continuous reassessment about the investment decisions and priorities will force amendments to the investment planning portfolio. This working version can then be compared against the baseline and variances analyzed.

After creating versions, it is important to assign the correct Working Version or Comparison Version tags to see their respective values in column sets.

For more information about scenarios, see Managing Investment and Capacity Planning Scenarios.

The Planned Investments comparison view highlights financial differences between the working version and the comparison version.

The top tray compares financial data differences based on the selected column set. The bottom tray compares investment approval status and rank order.

           

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Planning Manager tile – Planned Investments pivot view

           

The Approval Decisions view compares Investment Approval statuses for multiple scenarios.

Selection of scenarios is made in the Investment and Capacity Planning screen's preferences. If no scenarios are selected, this screen compares all scenarios. Investments are displayed in the same way as the bottom tray of the Planned Investments comparison view—by Above the Line, Trade-off, and Below the Line.

           

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Planning Manager tile – Approval Decisions pivot view

           

For more information see the following articles:

Publish portfolio decisions and adjustments

The purpose of this step is to publish the investment approval decisions that were made to the scenario during the ranking, analyzing, shifting, and balancing of investments versus organizational capacity. Based on the above-the-line (accepted) and below-the-line decisions made during this investment planning process, the Investment Approval Status values are updated accordingly—all accepted programs will be changed to an Investment Approval Status of Accepted. Investment Approval decisions made in a scenario are "what-if" and not visible and live until the publishing process is completed.

  • If the investment approvals have been made in the shared scenario then the Publish from the Shared Scenario transaction will make the decisions live.
  • If the investment approvals have been made in another (not shared) scenario then the Publish from Scenario can be used to move the investment decisions to just the shared scenario or to the demand as well.

It is important to note that, as well as the investment approval decisions, any amendments to the demand data of investments or the capacity/budget targets within the (non-shared) scenario will also be published to live and will update the financial planning detail screens accordingly for the investments and/or capacity in question.

           

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Planning Manager tile – publish from the shared scenario

           

           

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Planning Manager tile – publish from scenarios created by users (non-shared)

           

For more information see the following articles:

Close program

The purpose of this step is to change the status of programs which have been refused as part of the portfolio planning process to Closed. If the program was in progress, any projects allocated to the program would need to be closed as well, to prevent accumulation of additional time and costs.

This step can be completed as part of a lifecycle process, or can be done manually.

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

           

           

Program and Project Monitoring Process Steps

           

           

Click a process step shape for more information; hover for a quick view of the definition

           

           

           

Do work Deliver program through underlying projects Consolidate program forecast and actual costs Monitor and manage program financials Monitor and manage program roadmap Update program status and narrative Project Team Delivery Work Management > Project Planning and Scheduling Work Management > Financial Management

Program and project monitoring process flow

           

Process Step Description
Do work Resources carry out the work that has been assigned to them.
Deliver program through underlying projects As projects are executed and work is delivered, status and progress information is captured. This information is monitored and managed by the relevant project manager but can also be consolidated and visualized at the program level. This allows the program manager to monitor the overall progress of the program against the initial baselines.
Consolidate program forecast and actual costs

As a program progresses, the costs of projects associated to it should be consolidated (rolled up) to the program level. 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 it's associated program(s).

The purpose of this step is to obtain a roll up of financial data from the delivering projects, based on the associated entities.

Monitor and manage program financials

The purpose of this step is to review and refine program financials based on the current view of how the program is being realized through the execution of its projects.

By comparing financial versions it is possible to track the variance between the approved baselined costs and effort and the current forecast to highlight any areas that require attention.

An understanding of the program financials could allow you to re-balance the overall program budget across the delivering projects, including the reassignment of investment funds from one project to another, actioned in the baseline version.

For more information see the following articles:

Monitor and manage program roadmap

The purpose of this step is to maintain the target dates and milestones of the program. This allows the program manager to align the program schedule and the schedule of the associated entities (projects).

For more information see the following articles:

Update program status and narrative

The purpose of this step is to update the program assessment indicator criteria and populate narrative/commentary with the appropriate values and information.

This information can then be exported in to a summary of key information relating to the execution of a program into a “one page” report for program stakeholders and strategic review meetings.

The report includes the program attributes populated as part of this step as well as 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.

See STR16 - Program Highlight Report for more details.

           

           

Outputs, Reports, and 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 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 program 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.