Keep executive timing connected to delivery evidence and the dependencies between initiatives.
| Initiative | Start Date | Target End Date | Current Stage | Health Score | Percent Complete |
|---|---|---|---|---|---|
| INT-55585 | 15 Sep | 22 Sep | CS-580 | Green | 87 |
| INT-51818 | 07 Sep | 09 Sep | CS-520 | Amber | 68 |
| INT-90368 | 09 Sep | 13 Sep | CS-258 | Red | 92 |
| INT-99941 | 29 Sep | 06 Oct | CS-826 | Green | 95 |
| INT-79610 | 07 Sep | 11 Sep | CS-451 | Amber | 62 |
| INT-40644 | 27 Sep | 04 Oct | CS-314 | Red | 96 |
As the Initiative is delivered, InitiativeProjects line items link to delivering Projects in pm-projects (one or several ProjectRefs). The roadmap-recompute workflow (the configured schedule weekly Sunday 22:00) reads each InitiativeProjects’ linked Project status, %complete, and end-date drift; freezes a RoadmapSnapshots row per Portfolio with RoadmapTimeline line items per Initiative capturing StartDate, TargetEndDate, CurrentStage, HealthScore, and PercentComplete. The Roadmap (Latest Snapshot) view renders the timeline-bar grid; the Roadmap Drift report compares snapshot-over-snapshot to surface systemic slip.
Initiative Owner raises Risks (Likelihood × Impact, Mitigation, Owner) and Dependencies (Upstream ↔ Downstream Initiative, Type, NeedByDate). The dependency-risk-detector workflow (nightly 04:00) joins each open Dependency to the upstream Initiative’s HealthScore and baseline-drift, flags any where the upstream is Amber / Red as RiskFlag: AtRisk, and emails the downstream Initiative Owner + PortfolioManager with the impact summary. Open Risks Heatmap is the working view; the rolled-up at-risk count feeds the Portfolio Health Dashboard.
Suppose a downstream initiative needs a deliverable from another initiative before its next gate. Record the upstream and downstream references, the need date and the dependency type. If the upstream delivery observation slips, show the exposure to the downstream owner with its source and snapshot date. A risk flag helps the program manager coordinate a response; it does not authorize a new budget or change the downstream gate policy.
Both initiative references must be within the permitted workspace and program context. Where a user can see only one side of the relationship, reports must preserve the corresponding visibility rules. An executive summary can show the aggregate exposure without disclosing a restricted risk narrative.
Keep RoadmapSnapshots and their RoadmapTimeline records unchanged after capture. Compare the current target date with the earlier observation to explain drift. If the project feed is unavailable, distinguish stale or unknown evidence from an on-track result. Preserve the authorized ProjectRef mapping and the last successful refresh. When a project is replaced, retain the old linkage history so the next portfolio review can explain why the roadmap changed.
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.
Snapshot-over-snapshot delta on Initiatives.TargetEndDate from RoadmapTimeline rows. Lists Initiatives whose TargetEndDate has slipped > 14 / 30 / 60 days vs. the snapshot from N weeks ago, sliced by Portfolio, Program, and Owner. Surfaces systemic slip patterns.
| 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 |
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
Review required deliverables and independent scorecards before an initiative advances.
3 stages · 1 approval
Bring delivery dates, risks and measured benefits into a review the leadership team can act on.
4 stages · 0 approvals
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