Approve initiative funding against a clear view of the portfolio budget and commitments.
Funding approval waits for the portfolio manager and finance.
Initiative Owner files a FundingAllocations row (RequestedAmount, FiscalYear, Justification) which routes to Portfolio Manager + Finance for joint review. On Status: Approved, the funding-allocation-sync workflow creates or updates a BudgetAllocations line item against the matching Budgets envelope (Portfolio × FY), recomputes Budgets.AllocatedAmount and RemainingAmount, and emails Finance + Portfolio Manager. Over-allocation is rejected atomically before approval becomes effective or an allocation is created. Initiative now carries an active funding line and moves into delivery.
End of quarter (last business day of Mar / Jun / Sep / Dec), the quarterly-portfolio-review workflow generates a PortfolioReviews record per Portfolio with Status: PacketPrepared and an attached PortfolioReviewPacket PDF (Roadmap + KPI rollup + Budget vs. Spend + Risks heatmap + Strategic Alignment matrix). The portfolio-balance-alert workflow (separately, weekly Mondays) flags Portfolios where actual strategic mix has drifted > 10pp from target. PortfolioManager facilitates the meeting with ExecutiveSponsor and the leadership team; outcomes (Greenlit / Paused / Killed / Refunded decisions, RebalanceActions for next quarter) are captured back on the PortfolioReviews row. Killed Initiatives flip Status: Cancelled; refunded Initiatives get a follow-up FundingAllocations request; rebalance actions surface on each Initiative Owner’s home page as next-quarter focus.
Two initiative owners may submit valid requests against the same remaining budget. Both requests need a Portfolio Manager decision and a separate Finance decision, with neither signer acting as the requester. The system checks available headroom within the transaction that makes an approval effective. If one request consumes the remaining funding, the other remains unapproved instead of creating an allocation and merely displaying a warning.
An approved amount can differ from the requested amount when policy permits partial funding. Record that amount and both decisions on the FundingAllocations record. A subsequent amount or scope edit invalidates the previous decisions. It does not silently modify the BudgetAllocations line that Finance has already reconciled.
An allocation describes a funding commitment. Actual expenditure comes from the configured finance source with its period, portfolio and currency mapping. A funding approval does not prove that cash was paid or that a journal was posted. Review imported spend against the source before accepting the new budget position. If a mapping is missing or a period is closed, keep the exception visible and retain the last valid observation. A review packet can propose a funding change, but the change still follows the request and co-approval workflow.
Connect strategic goals to portfolios, programs and the initiatives that carry them forward.
Give investment proposals a consistent route from first idea to a defensible priority.
Keep initiative progression tied to the evidence and decision each stage requires.
Approve initiative funding against a clear view of the portfolio budget and commitments.
Keep executive timing connected to delivery evidence and the dependencies between initiatives.
Compare the investment case with observed benefits and make the next portfolio review actionable.
Per Portfolio × FiscalYear: TotalAmount → AllocatedAmount → SpentAmount with RemainingAmount and burn rate. Drills into per-Initiative BudgetAllocations and per-Initiative spend feed from Finance. Finance's reconciliation view; Portfolio Manager's funding-headroom view.
Funding approval waits for the portfolio manager and finance.
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.
CRUD on Portfolios they own, Programs, Initiatives, Proposals, Backlog (rank order), StrategicGoals (org-wide readcreate / edit gated to Admin co-sign), GateReviews (as Facilitator), RoadmapSnapshots (trigger manual snapshots), and PortfolioReviewsRead all ProposalScores, GateScorecards (post-Closed), BudgetAllocations, FundingAllocations, KPIs, KPIMeasurements, Risks, Dependencies org-wideTrigger stage-gate-promotion (manually flip Status: ReadyForGateFunding approval waits for the portfolio manager and finance.
Owns one Program (and any nested sub-Programs) — the Initiatives within it, the cross-Initiative Dependencies, the rolled-up Program KPIs.
CRUD on Programs where Owner = selfCRUD on Initiatives where Initiatives.Program IN (own Programs) including InitiativeProjects and GoalAlignments line itemsRead on org-wide Portfolios (parent context), StrategicGoals, StageGates, ScorecardsRead on own Program's KPIs, KPIMeasurements, Risks, Dependencies, BudgetAllocations (own Initiatives only — Amount masked beyond own Initiatives), FundingAllocations (own scope only)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).
CRUD on own Proposals (where Submitter = self) while Status is Backlogread-only once it enters UnderReviewCRUD on own Initiatives (where Owner = self) including InitiativeProjects and GoalAlignments line itemsCRUD on KPIs for own InitiativesA reviewer-only role layered on the user — when assigned to a GateScorecards row (via the stage-gate-promotion workflow), gains read access to the gate packet and write access to own GateScorecards rows.
Read own GateScorecards rows (where Reviewer = self)CRUD on own GateScorecards rows until Status: Submitted, then read-onlyRead on the parent GateReviews header, the linked Initiatives (Name, Description, EstimatedCost, EstimatedBenefit, AlignmentScore, HealthScore, attached deliverables), the linked Initiative's Risks and Dependencies (read-only), and the GateScorecard's Scorecard and ScorecardDimensionsCannot see other Reviewers' GateScorecards.Score until the parent GateReviews.Status: ClosedRead-only on Portfolio context for own Projects (so a delivering PM can see how their Project fits the Initiative narrative) and write on KPIMeasurements they are named owner of.
Read on Initiatives where Initiatives.Initiative IN (Initiatives joined via InitiativeProjects WHERE ProjectRef IN own Projects) — but EstimatedCost and EstimatedBenefit are maskedRead on KPIs for those InitiativesCRUD on KPIMeasurements where KPI.Owner = self (typically when the PM is named the KPI Owner for delivery-stage KPIs)Read on Risks and Dependencies for those Initiatives (no edit)| 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 |
Read-only dashboard view — the CEO / COO / business unit GM who consumes the portfolio output without operating the system.
Read org-wide on Portfolios, Programs, Initiatives (including EstimatedCost, EstimatedBenefit, AlignmentScore, HealthScore, KPIAttainment), StrategicGoals, RoadmapSnapshots, RoadmapTimeline, PortfolioReviews (including DecisionsSummary), KPIs, KPIMeasurements, Risks (rolled-up Scoreper-Risk narrative gated), and Dependencies (rolled-up at-risk count)Read aggregate Budgets (TotalAmount, AllocatedAmount, RemainingAmount, SpentAmount)per-Initiative BudgetAllocations.Amount masked unless ExecutiveSponsor on the PortfolioRead-only on Portfolio context with write on Budgets and co-approver on FundingAllocations. The reconciliation seat between Portfolio plan and the GL.
Manage Budgets (set TotalAmount, approve, lock, close) and read BudgetAllocationsallocation corrections use the same jointly approved, idempotent reconciliation service and cannot overwrite approved amounts directlyApprove / reject FundingAllocations jointly with Portfolio ManagerRead org-wide on Portfolios, Programs, Initiatives (including EstimatedCost, EstimatedBenefit), and PortfolioReviewsFunding approval waits for the portfolio manager and finance.
Build a reviewable investment case before committing delivery work.
3 stages · 1 approval
Turn approved investment requests into traceable commitments within the available budget.
3 stages · 1 approval
Review required deliverables and independent scorecards before an initiative advances.
3 stages · 1 approval
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