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Planview Customer Success Center

Project Portfolio Planning

Definition

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

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

It provides a process and governance structure for progressing projects through an approval lifecycle into execution/delivery; ensuring that decisions are made by the right people based on structured data for each project 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

Project Intake and Planning

  • We have a consistent intake process for all work/projects

  • We can describe and categorize projects based on our organizational data model and attributes

  • We have a single repository of all projects, which includes new potential (not yet approved), approved, active and completed projects

Project Governance

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

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

  • We can control the progression of a project through the delivery process and ensure that all appropriate actions / steps have been taken at each stage

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

Demand Financial Planning

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

Analysis and Prioritization

  • We can consistently align and rank potential investments based on our organization’s priority 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

Project Monitoring

  • We can collect the 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 Project Intake and Planning Demand Financial Planning Project Monitoring Project Governance Project Governance Work Management > Financial Management Organizational Funding > Organizational Budgeting Work Management > Project Planning and Scheduling Project Team Delivery

Project portfolio planning process flow

           

           

Requests Process Steps

           

           

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

           

           

           

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 (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 screen.

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/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 the following articles:

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 associating it with an already existing one.

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 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 (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

A dispatcher can share dispatching responsibilities with other users.

For more information, see the following articles:

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 the following articles:

           

           

Project Intake and Planning Process Steps

           

           

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Project intake and planning process

           

   
Create project

The purpose of this step is to create new projects. To add a new project at the primary planning level (PPL) of the work structure, select the +New option at the top right or select the + New work option from the action menu from its parent level.

For more information, see the following articles:

Describe and categorize project

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

Project attributes can be edited on the work view screen of the project and can be viewed in work portfolio view, however the initial input can be through a lifecycle driven configured screen as part of the project creation process.

For more information, see the following articles:

Plan high-level schedule dates and milestones

The purpose of this step is to build out the Work Breakdown Structure to form a high level project schedule. As part of this step, you should also add dates, durations, dependencies, and initial resource assignments. The project schedule consists of any elements in the Work Breakdown Structure (WBS) that exist below the project level in the hierarchy, such as phases, tasks, and activities as well as dates, durations, and categorizations. 

For more information, see the following articles:

Estimate project costs and benefits The purpose of this step is to capture a high-level estimate of the costs and benefits to deliver the project in the work financial plan. Based on the need of your organization, cost accounts can include labor, capital spending and expense spending. See the Demand Financial Planning section below for more information. 

 

           

Project Governance Process Steps

           

           

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

           

           

           

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

Project Governance process flow

           

Process Step Description
Governance point A

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

Governance point B Initial project planning information, such as description and categorization attributes, cost and benefit estimates and roadmap dates, will be captured and reviewed to determine if enough is known to proceed with the project 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 (projects) 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 projects 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 will be published as the agreed portfolio plan. 

Governance point D

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. 

           

           

Demand Financial Planning Process Steps

As projects are the unit of demand in this case, this capability is linked to the Project Financial Management capability.

           

           

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Forecast resource effort/costs Forecast non-resource costs Forecast benefits and/or revenue Develop business case Baseline project budget Capture actual costs Manage forecasted resource effort/costs Manage forecasted non-resource costs Manage forecasted benefits and/or revenue Monitor financial performance

Demand financial planning process flow

           

Process Step Description
Demand Financial Planning
Forecast resource effort/costs

Estimate the high-level resource costs required to deliver the work.

​Resource managers can plan resource costs by entering role-level project demand directly into the financial plan in either FTEs or days. This demand is associated with certain resource details such as organizational role and location. The application then determines the costs of the resources based on their attribute categorization and estimated effort.

For the purpose of balancing capacity with demand during investment and capacity planning, an administrator can load the capacity of a cost-center based financial plan for either a portfolio of cost centers or all cost centers. Administrators can load this capacity immediately or can schedule the load.

Forecast non-resource costs

Estimate the high-level non-resource costs required to deliver the work. Project managers can use the Financial Planning Detail Screen to enter this data manually or use expenditures.

Forecast benefits and/or revenue Estimate the financial benefit of delivering the work.
Develop business case

Ensure the project business case attributes are correct and current, which can help drive a business case analytic output.

The business case can include forecast financial data, planned schedule and milestone dates, and the core attributes derived from the organizational data model. Project managers can use the WRK13 – Project (and Portfolio) Business Case report to see a summary of key business case information on a single project or across a portfolio of projects.

Baseline project budget

Build a project budget by creating an initial estimate of the costs needed to deliver the project. Project managers can take a baseline of the financial plan for the project to capture a snapshot of the original budget. They can then compare this baseline with future baselines to monitor the progress of the project. 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 Understand Financial Models and Versions.

Ongoing Financial Management
Capture actual costs

Update the project financial plan with the actual costs incurred in a historical time period to capture an accurate representation of the project's expenditure. This information can be used as a comparison against the project budget or previous baselines to track variances against the estimated spend.

Costs can be loaded from the project plan or captured directly on the financial plan, including the following information:

  • Labor: Labor costs are calculated based on defined labor rates. If time reporting is in use, processed timesheets or Agile costing data are integrated into the project plan and will also be reflected on the financial plan.
  • Expenditures: Non-labor costs can be captured as planned, unplanned, and actual expenditures on the project plan.
Manage forecasted resource effort/costs

Ensure the project financial plan accurately reflects the estimated resource costs and effort required to deliver the project. This up-to-date cost and effort information helps managers understand the impact of the pending resource costs of the project on the portfolio.

Make sure that resource demand and assignments information is current to ensure that the financial plan accurately represents the forecasted costs.

Manage forecasted non-resource costs Ensure the project financial plan accurately reflects the estimated non-resource costs required to deliver the project. This helps managers provide an accurate forecast of the predicted expenditure.

Manage forecasted benefits and/or revenue

Ensure the project financial plan accurately reflects the estimated benefits of delivering the project to provide an accurate forecast of the predicted revenue.

Update the benefit costs—which were previously populated in the original estimation or previous rounds of reforecasting—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.

Monitor financial performance

Track the current performance of the project financials against the original budget and use this information to make informed decisions and manage exceptions.

Project managers can use financial versions to compare different financial versions over time. For example, to monitor the financial performance of the project against the original budget and earlier snapshots, the current actual and forecast data in the financial plan can be compared against previous baseline versions.

 

           

Analysis and Prioritization Process Steps

           

           

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

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 (projects) 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 projects 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, Capacity Portfolio Manager shows a summarized capacity total broken down by the capacity slicer in the portfolio definition.

For more information, see the following capability:

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

Planning portfolios define where and which targets and demand you wish to analyze and for which time range (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 projects

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 projects) 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 projects) 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) projects 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 projects 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 - 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 projects) 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 projects within the capacity and time phased budget targets.

To balance Investments:

  • In the Balance Investments 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 selecting 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 be included in the summarization for drill down, by moving them to the left of the focus control bar, then you decide which order they should be presented. 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 project level provide options to view additional information for the project.
  • 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 project landscape continues to change, new projects arrive, or planned projects 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 projects 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 project

The purpose of this step is to change the status of projects which have been refused as part of the portfolio planning process to closed. 

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

           

           

Project Monitoring Process Steps

This capability is supported by the work management weekly process, which captures information on the status and progress of work (projects). This provides the context of in-flight investments (projects) during the portfolio planning process.

           

           

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

           

           

           

Resource Management > Resource Assignments and Utilization Resource Management > Time Reporting Change, Risk, and Issue Management Other Planned Work Project Planning and Scheduling Financial Management Do work Work Management Weekly Process Steps > Capture data on the progress of work Work Management Weekly Process Steps > Review progress of work Work Management Weekly Process Steps > Plan/re-plan remaining scheduled work Work Management Weekly Process Steps > Manage exceptions and report on project status and progress

Work management process flow, including the work management weekly cycle

         

Process Step Description
Do work

Resources carry out the work that has been assigned to them.

For more information see the following:

Capture data on the progress of work

As work progresses, resources' actual time spent on work is tracked, project managers update milestones and other dates as needed, and the Progressing Engine integrates actual time reported records with all the planning records in the database.

Resources' time can be captured in the following ways:

  • Resources manually enter their time spent through timesheets
  • Time is calculated automatically using Agile costing
Review progress of work

Track and monitor the progress being made on work using tools such as baselines to compare the current status with the planned progress.

For example, project managers can monitor the scheduled and actual dates and track the variance against initial expectations, such as an initial baseline, to obtain a full understanding of the project progress. Then, they can take a new baseline to compare against a baseline taken at the start of the project. This helps project managers have a clear understanding of how a project is progressing in relation to the original baseline and identify where dates have slipped or been brought forward. Any variance from the original project baseline may have financial implications or require the proactive reassignment of resources in order to negate any negative impact on the project.

For more information, see the following:

Plan/re-plan remaining scheduled work Manage the schedule for the remaining scheduled work, adjusting dates and durations if necessary.
Manage exceptions and report on project status and progress

Ensure the project/work status and work details are correct and current, evaluating and reprioritizing any items that aren't going to plan.

Project managers can review or update the status of work on the Work and Assignments screen. Also, project stakeholders can view a summary of work status information on the WRK14 – Project (and Portfolio) Highlight Report, which is a FastTrack analytic.

           

           

Outputs, Reports, and Analytics

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

Type Associated Outputs, Reports, and Analytics Description
Dashboard FastTrack 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 gate keepers can visualize and investigate status, scoring and financial performance by gate to understand progress and trends.
Analytic RES03 - Resource Portfolio Supply and Demand Organizational (through a resource portfolio) view of resource capacity and the demand against that capacity. The demand is based on requirements, reserves, and allocations in the project schedules. Data can be pivoted by different resource dimensions, time-sliced in weeks or months, and displayed in hours, days, or FTEs.
Analytic RES27 - Resource Time Analysis Resource portfolio-based report that provides an analysis of timesheet actuals: Work (project) and standard activity split, work analysis by any activity attribute (such as billable/non-billable), standard activity analysis by type, drillable table to detailed activities and timesheet hours.
Analytic RES28 - Resource Scheduled vs Actual Effort Analysis Resource portfolio-based report that visualizes planned (scheduled) effort vs. actual/reported effort. Provides resource/activity/weekly level details of the hours planned for each activity and the hours reported. Additional summary charts allow analysis by work or resource attributes such as role or work type.
Screen Work and Assignments

Lets you do the following:

  • Review and manage projects and other work items, logical relationships, action items, and notes for a work item.

  • Update a work item's entire schedule, manage baselines, calculate functional estimates, and use experience estimating.
  • Access a work item's content and financial planning data.
  • Request, assign, and manage resources.
  • Create and manage assignments within a single project plan.
  • Monitor and respond to resource utilization problems.
  • Search for resources and manage staffing demands, such as creating allocations and reserves when filling unfilled requirements.
Screen Work Portfolio View Gives you both an overview of the work items in a portfolio and easy access to the details of each work item in the portfolio.
Analytic WRK02 - ​Work Portfolio Balance Project or work portfolio-based report that provides project count analysis of projects in the portfolio by a primary and secondary work attribute.
Analytic WRK03 - Project Health Trend Analysis Provides summarization of current condition (red, amber/yellow, and green) status of projects and how these projects have trended historically.
Analytic WRK04 - Project Financial Health Based on an approved financial baseline and the current forecast to complete, this exception based-analytic identifies projects that are financially out of tolerance and are forecasting an over- or underrun on the approved baseline budget.

Analytic

WRK05 - Schedule and Effort Variance Portfolio exception-based analytic that compares the schedule baseline effort and duration to the forecast (scheduled) effort and duration and identifies projects that are forecasting to deliver late or require additional resource to complete.
Analytic WRK06 - Work Portfolio Effort Provides summarization of project/work effort, with a drill-down to detailed project and resource hours.
Analytic WRK08 - Change Request Matrix Change Request Log summary for a portfolio of projects. The matrix is used to classify change requests by two parameterized attributes, including project name. The matrix is drillable to slice/dice the list of change requests. The table shows key change request fields, attributes, ownership, and date information.
Analytic WRK09 - Risk Matrix Risk Register summary for a portfolio of projects. The matrix is used to classify risk by two parameterized attributes, including project name. The matrix is drillable to slice/dice the list of risks. The table shows key risks fields, attributes, ownership, and date information.
Analytic WRK11 - Issue Matrix Issue Log summary for a portfolio of projects. The matrix is used to classify issues by two parameterized attributes, including project name. The matrix is drillable to slice/dice the list of change requests. The table shows key issues fields, attributes, ownership, and date information.
Analytic WRK12 - Portfolio Project Health Tabular summary providing key fields relating to the status of the projects in a portfolio.
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 WRK14 - Project (and Portfolio) Highlight Report Summary of key information on the project into a “one page” report for project stakeholders and project review meetings. Includes project attributes and responsibility information, trend of project condition/RAG/RYG, descriptive information, date and milestone information, commentary, and change request, risk and issue lists.
Analytic WRK15 - Milestone Status Work portfolio-based report that counts and categories milestones across the portfolio. Milestones are categorized according to a milestone type (for example, Governance Milestone, Project Milestone) and grouped as either On Time/Early or Late, compared to the active schedule baseline, or as Dates Not Set, meaning they have not been planned.
Analytic WRK17 - Portfolio Gantt Chart Work portfolio timeline visualization. Parameters to determine the level of detail shown, Gantt bar coloring rules, and time horizon.
Analytic WRK21 - Change Request History Analysis Change Request Register analysis for a portfolio of projects. Used to analyze the volume and type of change requests and rate at which they are being raised and closed. The chart is drillable to slice/dice the list of change requests by a change request attribute or by project name. The table shows key change request fields, attributes, ownership, and date information.
Analytic WRK22 - Risk History Analysis Risk Register analysis for a portfolio of projects. Used to analyze the volume and type of risks and rate at which they are being raised and closed. The chart is drillable to slice/dice the list of risks by a risk attribute, or by project name. The table shows key risk fields, attributes, ownership, and date information.
Analytic WRK23 - Issue History Analysis Issue Log analysis for a portfolio of projects. Used to analyze the volume and type of issues and rate at which they are being raised and closed. The chart is drillable to slice/dice the list of issues by an issue attribute or by project name. The table shows key issue fields, attributes, ownership, and date information.
Analytic WRK24 - Work Project Schedule Effort Detail A work portfolio/project-specific summary of all effort planned against the project, analyzable to the activity, resource, and day.
Analytic WRK25 - Work Project Timesheet Monthly Summary A work portfolio/project-specific summary of all effort report against each project through timesheets.
Analytic WRK28 - Portfolio Scheduled vs Actual Effort Analysis Work portfolio-based report that visualizes planned (scheduled) effort vs. actual/reported effort. Provides resource/activity/weekly level details of the hours planned for each activity and the hours reported.Additional summary charts allow analysis by work or resource attributes such as role or work type.
Analytic WRK31 - Work Portfolio Financial Analysis Work portfolio report that allows the analysis of project and portfolio financial plan data, including effort (FTEs/Days/Hours) or financial data (Cost/Benefit/Revenue). A single financial planning version is selected and the data type selected based on type and/or specific accounts. The slicer can be any work alternate structure or a line attribute of the selected accounts.
Analytic WRK32 - Work Portfolio Financial Burndown Comparison Work portfolio report that allows the comparison of one/many versions of project and portfolio financial plan data, including effort (FTEs/Days/Hours) or financial data (Cost/Benefit/Revenue).
Analytic WRK33 - Project Cost or Revenue/Benefit Bubble Work portfolio report that can select cost or revenue/benefit based measures from the financial planning data to drive bubble size.
Analytic WRK34 - Work Portfolio Investment Balance Bubble Work 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 WRK53 - ​Work Portfolio Balance Dashboard A work portfolio dashboard providing a count of projects in the portfolio based on different project attributes to aid analysis of portfolio balance.