Transformation offices

Coordinate strategic transformation across programs and accountable initiative owners.

Typical roles
Also built for

What changes for this team

configured at rollout

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.

Priorities

Use StrategicGoals and GoalAlignments to explain why each initiative deserves capacity and funding.

Governance

Use versioned StageGates and GateReviews to separate evidence preparation from the decision to progress.

Outcomes

Bring KPI periods, roadmap snapshots and named review actions into the same leadership discussion.

Strategy to outcomes for this team

  1. 01

    Capture proposal

    Governance

  2. 02

    Score and rank

  3. 03

    Approve funding

    Approval required

  4. 04

    Review stage gate

    Approval required

  5. 05

    Track outcomes

    Priorities · Outcomes

Same records, same gates. The configuration changes how the process runs for this team.

Workspace previews

Roadmap (Latest Snapshot)RoadmapTimeline
Snapshot.Portfolio IN (visible Portfolios for current user)Snapshot.SnapshotDate = MAX(per Portfolio)
InitiativeStart DateTarget End DateCurrent StageHealth Score
INT-5558515 Sep22 SepCS-580Green
INT-5181807 Sep09 SepCS-520Amber
INT-9036809 Sep13 SepCS-258Red
INT-9994129 Sep06 OctCS-826Green
INT-7961007 Sep11 SepCS-451Amber
INT-4064427 Sep04 OctCS-314Red
Roadmaps and dependencies →
My InitiativesInitiatives
You or You
Initiative NumberNamePortfolioProgramCurrent Stage
INT-63414Initiative 446PRT-2852PRG-8326SG-9120
INT-38940Initiative 575PRT-9086PRG-9628SG-4741
INT-76022Initiative 733PRT-3974PRG-7296SG-6978
INT-47981Initiative 753PRT-6568PRG-5243SG-2441
INT-15254Initiative 181PRT-1751PRG-1556SG-5222
INT-44413Initiative 964PRT-4318PRG-3279SG-5016
Initiatives In My ProgramInitiatives
You
Initiative NumberNameOwnerCurrent StageStatus
INT-87151Initiative 215ERSG-3571Proposed
INT-76201Initiative 334PESG-3156Approved
INT-30166Initiative 269PGSG-5080InFlight
INT-70954Initiative 801FCSG-2216ReadyForGate
INT-10531Initiative 953MESG-8108Completed
INT-87493Initiative 510YKSG-4038OnHold

Typical roles

Roles and permissions
Portfolio Manager

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.

Permissions
  • CRUD on Portfolios they own, Programs, Initiatives, Proposals, Backlog (rank order), StrategicGoals (org-wide read
  • create / edit gated to Admin co-sign), GateReviews (as Facilitator), RoadmapSnapshots (trigger manual snapshots), and PortfolioReviews
  • Read all ProposalScores, GateScorecards (post-Closed), BudgetAllocations, FundingAllocations, KPIs, KPIMeasurements, Risks, Dependencies org-wide
Program Manager

Owns one Program (and any nested sub-Programs) — the Initiatives within it, the cross-Initiative Dependencies, the rolled-up Program KPIs.

Permissions
  • CRUD on Programs where Owner = self
  • CRUD on Initiatives where Initiatives.Program IN (own Programs) including InitiativeProjects and GoalAlignments line items
  • Read on org-wide Portfolios (parent context), StrategicGoals, StageGates, Scorecards
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 ProjectManager).

Permissions
  • CRUD on own Proposals (where Submitter = self) while Status is Backlog
  • read-only once it enters UnderReview
  • CRUD on own Initiatives (where Owner = self) including InitiativeProjects and GoalAlignments line items
Executive

Read-only dashboard view — the CEO / COO / business unit GM who consumes the portfolio output without operating the system.

Permissions
  • Read org-wide on Portfolios, Programs, Initiatives (including EstimatedCost, EstimatedBenefit, AlignmentScore, HealthScore, KPIAttainment), StrategicGoals, RoadmapSnapshots, RoadmapTimeline, PortfolioReviews (including DecisionsSummary), KPIs, KPIMeasurements, Risks (rolled-up Score
  • per-Risk narrative gated), and Dependencies (rolled-up at-risk count)
  • Read aggregate Budgets (TotalAmount, AllocatedAmount, RemainingAmount, SpentAmount)

Modules

Relevant reports

Reports and analytics

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.

Strategic Alignment Heatmap

Matrix of Initiatives × StrategicGoals weighted by GoalAlignments. AlignmentWeight, summarized per Portfolio. Highlights Goals with too few aligned Initiatives (under-funded strategy) and Initiatives with low total AlignmentScore (orphan bets that should be re-justified or killed in the next PortfolioReview).

Quarterly Review Outcomes

Per PortfolioReview: DecisionsSummary parsed into structured action counts (Greenlit / Paused / Killed / Refunded / Deferred), tied back to the affected Initiatives and the next-quarter RebalanceActions. Trend across quarters shows portfolio velocity and decision discipline.

Common questions

All questions
How 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 question
Does this replace project delivery software?

No. Link initiatives to authorized project records for dates and health while tasks, staffing, time and billing remain in their operating systems.

Related question
Who approves funding?

Portfolio Manager and Finance provide separate decisions. The requester cannot approve their own funding, and allocation requires available approved headroom.

Related question
Can a stage advance with missing evidence?

Mandatory criteria, quorum and the applicable decision threshold must pass. Conditional decisions remain subject to recorded conditions.

Related question
How are financial actuals handled?

Import reconciled spend using approved period and currency mappings. Funding approval itself does not create a general-ledger posting.

Related question
Can 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 question
Can 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 question

Other industries

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