The tables behind Portfolio Management

The top-level grouping — typically one per major business line or investment theme (e.g. “Customer Experience”, “Platform Modernization”, “New Markets”). Owns the Programs and Initiatives within it, the Budgets that fund it, and the portfolio reviews where it is rebalanced.

A collection of related Initiatives within a Portfolio. Used when a Portfolio needs an intermediate grouping (e.g. Portfolio “Customer Experience” → Program “Mobile App” → 5 Initiatives). Self-referencing for hierarchy (a Program of Programs).

Multi-year strategic goals the Portfolio is driving toward — e.g. “Reach $500M ARR by FY28”, “Achieve top-quartile NPS in our segment”, “Reduce unit cost 20% by FY27”. Initiatives align to one or more strategic goals via goal alignments.

A discrete strategic bet that the Portfolio is funding — the Portfolio-level unit. Carries the benefit case, the current stage gate, the alignment score, the KPI rollup, and the delivering Projects. Promoted from a Proposal or stood up directly by a Portfolio Manager.

The cascade from Initiative to strategic goal. One row per Initiative × strategic goal pairing with an alignment weight (0–100). The strategic-alignment-recompute workflow rolls these up into initiative alignment score.

Intake of a new Initiative idea before approval. Lives in the Backlog until promoted (becomes an Initiatives row) or rejected. Carries the early benefit / cost estimate, sponsor, and the strategic-goal hints for evaluation.

Reviewer scores on a Proposal — one row per Reviewer per scorecard dimension. The scoring-on-input-change workflow recomputes the parent Proposal’s weighted score on every change.

A reusable scoring framework for either Proposal evaluation or stage gate review. One Scorecard per use-case (e.g. “Standard Proposal Score”, “Gate-3 Approve Score”). Composes scorecard dimensions as line items.

The dimensions on a Scorecard — e.g. “Strategic Fit”, “Customer Impact”, “Effort”, “Risk”, “Time to Value”. Each carries a weight inside the parent Scorecard.

The named gate stages an Initiative passes through — typically Discovery, Plan, Approve, Build, Validate, Release, Sustain. Each gate has required gate criteria as line items. One ordered ladder per Portfolio (or a single org-wide ladder).

Required deliverables per gate — e.g. for the Approve gate: “Business case signed”, “Architecture review complete”, “Funding source identified”, “Resource plan approved”. The stage-gate-promotion workflow validates each Criterion has an attached deliverable before opening the gate review.

A single gate review event for an Initiative passing through a Stage. Created by the stage-gate-promotion workflow when an Initiative flips to Status: ReadyForGate. Carries the decision, the rationale, and the gate scorecards line items per named reviewer.

One row per Gate Reviewer per scorecard dimension on the gate review. Reviewer scores are masked from the Initiative Owner pre-decision. The review’s weighted score is the normalized weighted average of complete eligible reviewer ballots.

A discrete strategic bet that the Portfolio is funding — the Portfolio-level unit. Carries the benefit case, the current stage gate, the alignment score, the KPI rollup, and the delivering Projects. Promoted from a Proposal or stood up directly by a Portfolio Manager.

A budget envelope per Portfolio per fiscal year. Budgets contain budget allocations line items per Initiative that consume the envelope. The funding-allocation-sync workflow keeps allocations in step with funding allocations approvals.

Per-Initiative budget allocation inside a Budget envelope. One row per Initiative funded from this Portfolio × FY budget. Created or updated by the funding-allocation-sync workflow when a funding allocations row is approved.

A funding request for an Initiative — submitted by the Initiative Owner, reviewed by Portfolio Manager + Finance, approved or rejected. On Approved, the funding-allocation-sync workflow creates the budget allocations entry against the relevant Budgets row.

A discrete strategic bet that the Portfolio is funding — the Portfolio-level unit. Carries the benefit case, the current stage gate, the alignment score, the KPI rollup, and the delivering Projects. Promoted from a Proposal or stood up directly by a Portfolio Manager.

A discrete strategic bet that the Portfolio is funding — the Portfolio-level unit. Carries the benefit case, the current stage gate, the alignment score, the KPI rollup, and the delivering Projects. Promoted from a Proposal or stood up directly by a Portfolio Manager.

The bridge to pm-projects. One row per delivering Project. A single Initiative can be delivered by one Project or by several; a Project belongs to one Initiative. The roadmap-recompute and KPI-rollup jobs read the linked Project for status, %complete, and end-date drift.

Frozen point-in-time snapshots of the portfolio roadmap. Generated weekly by roadmap-recompute. Snapshot-over-snapshot diffs power the Roadmap Drift report.

One row per Initiative captured in a roadmap snapshot. The timeline-bar grid view reads this table to render the roadmap chart for any historical snapshot.

Risks per Initiative. Likelihood × Impact composite drives the Risk heatmap on the Portfolio dashboard. Mitigation owner is named; status walks Open → Mitigating → Closed / Realized.

Cross-Initiative dependencies. The dependency-risk-detector nightly job flags rows where the upstream Initiative is Amber / Red or behind baseline as a downstream risk.

KPI definitions per Initiative — what we are measuring, how often, target, direction. Catalog-style: each KPI row is the definition; the actual numbers live in KPI measurements.

Measured values per KPI per period. Submitted by the KPI Owner (typically project manager or initiative owner). The kpi-rollup nightly workflow uses the latest measurement per KPI to refresh KPIs.current value and roll up to Programs / Portfolios.

Quarterly portfolio review meeting record. Generated by the quarterly-portfolio-review workflow at end of quarter; the review meeting outcomes (decisions, rebalance actions) are captured back on the row.

Attendee roster for a portfolio reviews meeting — one row per invited User. Replaces the old comma-list Attendees field so roles, RSVP status, attendance, and per-attendee notes can be tracked individually.

Multi-year strategic goals the Portfolio is driving toward — e.g. “Reach $500M ARR by FY28”, “Achieve top-quartile NPS in our segment”, “Reduce unit cost 20% by FY27”. Initiatives align to one or more strategic goals via goal alignments.

Internal people who log in. The identity master — every owner, sponsor, reviewer, and KPI reporter points here.