Alignment
Capture the contribution and rationale linking initiatives to company goals.
Corporate strategy teams
Turn strategic objectives into a portfolio whose priorities and benefits can be reviewed over time.
Typical roles
Also built for
- Transformation offices
- Professional services groups
- Corporate strategy teams
What changes for this team
configured at rolloutTurn strategic objectives into a portfolio whose priorities and benefits can be reviewed over time. Keep organizational goals distinct from employee performance objectives and use explicit mappings when an external strategy tool supplies data.
Evidence
Preserve proposal scores, gate decisions and KPI measurement periods so changes can be assessed with context.
Rebalancing
Use PortfolioReviews to assign follow-up actions and request funding changes through the proper approval path.
Strategy to outcomes for this team
- 01
Capture proposal
Evidence
- 02
Score and rank
- 03
Approve funding
Approval required - 04
Review stage gate
Approval required - 05
Track outcomes
Alignment · Rebalancing
Same records, same gates. The configuration changes how the process runs for this team.
Workspace previews
You or You
| Initiative Number | Name | Portfolio | Program | Current Stage |
|---|---|---|---|---|
| INT-63414 | Initiative 446 | PRT-2852 | PRG-8326 | SG-9120 |
| INT-38940 | Initiative 575 | PRT-9086 | PRG-9628 | SG-4741 |
| INT-76022 | Initiative 733 | PRT-3974 | PRG-7296 | SG-6978 |
| INT-47981 | Initiative 753 | PRT-6568 | PRG-5243 | SG-2441 |
| INT-15254 | Initiative 181 | PRT-1751 | PRG-1556 | SG-5222 |
| INT-44413 | Initiative 964 | PRT-4318 | PRG-3279 | SG-5016 |
You
| Initiative Number | Name | Owner | Current Stage | Status |
|---|---|---|---|---|
| INT-87151 | Initiative 215 | ER | SG-3571 | Proposed |
| INT-76201 | Initiative 334 | PE | SG-3156 | Approved |
| INT-30166 | Initiative 269 | PG | SG-5080 | InFlight |
| INT-70954 | Initiative 801 | FC | SG-2216 | ReadyForGate |
| INT-10531 | Initiative 953 | ME | SG-8108 | Completed |
| INT-87493 | Initiative 510 | YK | SG-4038 | OnHold |
Snapshot.Portfolio IN (visible Portfolios for current user)Snapshot.SnapshotDate = MAX(per Portfolio)
| Initiative | Start Date | Target End Date | Current Stage | Health Score |
|---|---|---|---|---|
| INT-55585 | 15 Sep | 22 Sep | CS-580 | Green |
| INT-51818 | 07 Sep | 09 Sep | CS-520 | Amber |
| INT-90368 | 09 Sep | 13 Sep | CS-258 | Red |
| INT-99941 | 29 Sep | 06 Oct | CS-826 | Green |
| INT-79610 | 07 Sep | 11 Sep | CS-451 | Amber |
| INT-40644 | 27 Sep | 04 Oct | CS-314 | Red |
Typical roles
Roles and permissionsRead-only dashboard view — the CEO / COO / business unit GM who consumes the portfolio output without operating the system.
The PMO Lead — owns the function. Curates Portfolios, organizes Programs, owns the Backlog ranking, runs the quarterly PortfolioReviews, facilitates GateReviews, and owns the rebalance decisions.
Read-only on Portfolio context with write on Budgets and co-approver on FundingAllocations. The reconciliation seat between Portfolio plan and the GL.
Modules
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Strategy and portfolios
Connect strategic goals to portfolios, programs and the initiatives that carry them forward.
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Benefits and reviews
Compare the investment case with observed benefits and make the next portfolio review actionable.
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Stage-gate governance
Keep initiative progression tied to the evidence and decision each stage requires.
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Proposal intake and scoring
Give investment proposals a consistent route from first idea to a defensible priority.
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Roadmaps and dependencies
Keep executive timing connected to delivery evidence and the dependencies between initiatives.
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Funding and budgets
Approve initiative funding against a clear view of the portfolio budget and commitments.
Relevant reports
Reports and analyticsBacklog Ranking
Proposals ranked by WeightedScore with BacklogRank, EstimatedCost, EstimatedBenefit, Cost-to-Benefit ratio, and Strategic Fit dimension score. Filterable by ProposedPortfolio and Source. The Portfolio Manager's working list for the next funding cycle.
KPI Attainment
Per KPI: BaselineValue → CurrentValue → TargetValue with Status (Green / Amber / Red / Achieved), rolled up per Initiative, per Program, per Portfolio. Time-series view shows trajectory; outlier view flags KPIs with no measurement in the last cadence period as stale. The benefit-realization scoreboard.
Portfolio Health Dashboard
HealthScore distribution (Green / Amber / Red) across all active Portfolios → Programs → Initiatives, paired with AlignmentScore and KPIAttainment. Drills from Portfolio summary into Program summary into the per-Initiative grid. The Executive's daily landing report.
Common questions
All questionsHow do I get started?
Click Start now, then use Proto to configure Portfolio Management for your business. Load your strategy, portfolio owners, review criteria and approved budgets.
Related questionHow are proposals compared?
Use versioned scorecards, dimension weights and assigned reviewers. Preserve scores and rationale before an independent proposal decision.
Related questionWho approves funding?
Portfolio Manager and Finance provide separate decisions. The requester cannot approve their own funding, and allocation requires available approved headroom.
Related questionCan a stage advance with missing evidence?
Mandatory criteria, quorum and the applicable decision threshold must pass. Conditional decisions remain subject to recorded conditions.
Related questionHow are financial actuals handled?
Import reconciled spend using approved period and currency mappings. Funding approval itself does not create a general-ledger posting.
Related questionCan executives see every detail?
Executive reports follow portfolio scope and field restrictions. Reviewer scores, risk narratives and budget details retain the access rules in the specification.
Related questionWhat happens when KPI data is late?
Keep the period and last observation visible. Missing or stale evidence must not appear as an achieved target.
Related questionCan policy change during a review?
Freeze the scorecard and gate policy used by the open review. Apply a new version through a controlled change with refreshed affected evidence.
Related questionOther industries
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Industry
Transformation offices
Coordinate strategic transformation across programs and accountable initiative owners.
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Industry
Professional services groups
Govern internal investment programs alongside the client-delivery systems your teams already use.
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This page
Corporate strategy teams
Turn strategic objectives into a portfolio whose priorities and benefits can be reviewed over time.