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- Portfolio Management
- Who it's for
- Transformation offices
Transformation offices
Coordinate strategic transformation across programs and accountable initiative owners. This product governs the investment portfolio. Delivery tasks and workforce staffing stay in their connected operating systems.
How Portfolio Management is set up for you
Priorities
Use strategic goals and goal alignments to explain why each initiative deserves capacity and funding.
Governance
Use versioned stage gates and gate reviews to separate evidence preparation from the decision to progress.
Outcomes
Bring KPI periods, roadmap snapshots and named review actions into the same leadership discussion.
Features to start with
Strategy and portfolios
Connect strategic goals to portfolios, programs and the initiatives that carry them forward.
Stage-gate governance
Keep initiative progression tied to the evidence and decision each stage requires.
Roadmaps and dependencies
Keep executive timing connected to delivery evidence and the dependencies between initiatives.
Roles on the team
- Portfolio Manager
- The PMO Lead — owns the function. Curates Portfolios, organizes Programs, owns the Backlog ranking, runs the quarterly portfolio reviews, facilitates gate reviews, and owns the rebalance decisions.
- Program Manager
- Owns one Program (and any nested sub-Programs) — the Initiatives within it, the cross-Initiative Dependencies, the rolled-up Program KPIs.
- Initiative Owner
- Owns one Initiative end-to-end — authors the Proposal, prepares gate packets, owns the KPIs catalog for the Initiative, requests funding, raises Risks and Dependencies, and reports KPIs (or delegates to the named project manager).
- Executive
- Read-only dashboard view — the CEO / COO / business unit GM who consumes the portfolio output without operating the system.
Set up Portfolio Management your way.
Start free, then use Proto to change fields, steps and approvals before your team goes live.