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Modules

Strategy and portfoliosConnect strategic goals to portfolios, programs and the initiatives that carry them forward. Proposal intake and scoringGive investment proposals a consistent route from first idea to a defensible priority. Stage-gate governanceKeep initiative progression tied to the evidence and decision each stage requires.
Funding and budgetsApprove initiative funding against a clear view of the portfolio budget and commitments. Roadmaps and dependenciesKeep executive timing connected to delivery evidence and the dependencies between initiatives. Benefits and reviewsCompare the investment case with observed benefits and make the next portfolio review actionable.

Portfolio Management

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Processes

Proposal to prioritised initiativeBuild a reviewable investment case before committing delivery work. Funding request to allocationTurn approved investment requests into traceable commitments within the available budget.
Evidence to stage-gate decisionReview required deliverables and independent scorecards before an initiative advances. Delivery signals to portfolio reviewBring delivery dates, risks and measured benefits into a review the leadership team can act on.

Portfolio Management

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Industries

Transformation officesCoordinate strategic transformation across programs and accountable initiative owners. Professional services groupsGovern internal investment programs alongside the client-delivery systems your teams already use.
Corporate strategy teamsTurn strategic objectives into a portfolio whose priorities and benefits can be reviewed over time.

Portfolio Management

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Reference

Roles and permissionsSeparate proposal preparation, gate review, funding approval and executive visibility. Reports and analyticsReview alignment, gate outcomes, funding and observed benefits. Data modelThe canonical records behind portfolio governance.
IntegrationsConnect project delivery and finance without duplicating their authority. ImplementationConfigure strategy, approval policy and connected evidence before rollout. Agent referenceUse Proto to configure portfolio governance from the canonical model.

Portfolio Management

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All systems
Modules
Strategy and portfoliosConnect strategic goals to portfolios, programs and the initiatives that carry them forward.Proposal intake and scoringGive investment proposals a consistent route from first idea to a defensible priority.Stage-gate governanceKeep initiative progression tied to the evidence and decision each stage requires.Funding and budgetsApprove initiative funding against a clear view of the portfolio budget and commitments.Roadmaps and dependenciesKeep executive timing connected to delivery evidence and the dependencies between initiatives.Benefits and reviewsCompare the investment case with observed benefits and make the next portfolio review actionable.
Processes
Proposal to prioritised initiativeBuild a reviewable investment case before committing delivery work.Funding request to allocationTurn approved investment requests into traceable commitments within the available budget.Evidence to stage-gate decisionReview required deliverables and independent scorecards before an initiative advances.Delivery signals to portfolio reviewBring delivery dates, risks and measured benefits into a review the leadership team can act on.
Industries
Transformation officesCoordinate strategic transformation across programs and accountable initiative owners.Professional services groupsGovern internal investment programs alongside the client-delivery systems your teams already use.Corporate strategy teamsTurn strategic objectives into a portfolio whose priorities and benefits can be reviewed over time.
Reference
Roles and permissionsSeparate proposal preparation, gate review, funding approval and executive visibility.Reports and analyticsReview alignment, gate outcomes, funding and observed benefits.Data modelThe canonical records behind portfolio governance.IntegrationsConnect project delivery and finance without duplicating their authority.ImplementationConfigure strategy, approval policy and connected evidence before rollout.Agent referenceUse Proto to configure portfolio governance from the canonical model.
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Portfolio Management Modules
Stage-gate governance3 of 6
  • Strategy and portfolios1 of 6
  • Proposal intake and scoring2 of 6
  • Stage-gate governance3 of 6
  • Funding and budgets4 of 6
  • Roadmaps and dependencies5 of 6
  • Benefits and reviews6 of 6

Stage-gate governance

Keep initiative progression tied to the evidence and decision each stage requires.

Gate PipelineGateReviews
Strategy and portfoliosProposal intake and scoringStage-gate governanceFunding and budgetsRoadmaps and dependenciesBenefits and reviews
StatusScheduledInReview
Scheduled
GR-12614INT-27166
GR-16246INT-11283
GR-43749INT-26778
InReview
GR-16447INT-78587
GR-85936INT-87327
GR-15966INT-54830
Records in this module
  • StageGates
  • GateCriteria
  • GateReviews
  • GateScorecards
  • Initiatives

Stage-gate progression

Initiative progresses through the StageGates ladder. When the Initiative Owner believes all GateCriteria for the current Stage are met, they flip Initiatives.Status: ReadyForGate. The stage-gate-promotion workflow validates each mandatory Criterion has an attached deliverable, creates a GateReviews header bound to the Stage’s GateScorecard, fans out GateScorecards line items per GateReviewBoard member, and emails reviewers with the packet and review-due date. Reviewers fill their GateScorecards (Score per Dimension, Vote, Notes); scores are masked from the Initiative Owner pre-decision. At the meeting, the Facilitator (Portfolio Manager) records the decision (GateReviews.Status: Approved | ConditionallyApproved | Rejected | Deferred) and DecisionRationale; on Approved, a second branch of the workflow flips Initiatives.CurrentStage to the next stage in the ladder and Status back to InFlight. The decision service first enforces the frozen evidence requirements, score threshold, distinct non-conflicting reviewer quorum and expected revision. Conditional approval keeps the initiative at the current stage until its recorded conditions are satisfied and an authorized reviewer confirms. The facilitator cannot bypass those checks.

Initiative close and continuous governance

When an Initiative passes the Release gate and KPIs trend toward target, the Sustain stage owns the long-tail benefit measurement. At end-of-life, Initiative Owner sets Status: Completed with ActualEndDate; final KPI measurements feed the benefit-realization report; the Initiative drops off the live roadmap. Lessons (templates, Scorecard tuning, StageGate tuning) flow back to Admin + Portfolio Manager for the next-cycle MDM updates.

Handle a conditional decision

A review may find the business case acceptable while a mandatory deliverable still needs correction. Record the condition, its evidence and the responsible owner. Keep the initiative at its current stage while the condition is open. A note that the owner intends to fix the problem does not supply the missing evidence, and a reminder email does not change the decision.

When the evidence is ready, the authorized reviewer confirms that the condition has been satisfied under the review policy. Keep the confirmation linked to the original conditional decision. If the proposal or required criteria materially changed, open a replacement review with the correct policy version rather than rewriting the earlier vote.

Preserve independence and voting privacy

A person preparing the initiative’s evidence cannot become an independent reviewer of their own work. Count the eligible submitted scorecards against the frozen quorum and score threshold. Reviewers see their own scorecards while the review is open; other reviewers’ scores remain masked until closure. The facilitator can see the workflow outcome needed to conduct the meeting without acquiring permission to change submitted scores. Test quorum failure and missing evidence as ordinary operating cases, with a clear explanation for why progression remains unavailable.

Modules

  • My Portfolio Dashboard
    Portfolio CodeNameStatusAlignment Score
    Paused

    Strategy and portfolios

    Connect strategic goals to portfolios, programs and the initiatives that carry them forward.

  • Backlog (Ranked)
    Backlog RankProposal NumberTitleSponsor

    Proposal intake and scoring

    Give investment proposals a consistent route from first idea to a defensible priority.

  • Gate PipelineScheduled
    Gate Review NumberInitiativeStageFacilitator

    Stage-gate governance

    Keep initiative progression tied to the evidence and decision each stage requires.

  • Funding Requests Awaiting DecisionSubmitted
    Request NumberInitiativeRequesterFiscal Year

    Funding and budgets

    Approve initiative funding against a clear view of the portfolio budget and commitments.

  • Roadmap (Latest Snapshot)
    InitiativeStart DateTarget End DateCurrent Stage

    Roadmaps and dependencies

    Keep executive timing connected to delivery evidence and the dependencies between initiatives.

  • KPIs At RiskAmber
    InitiativeNameBaseline ValueTarget Value

    Benefits and reviews

    Compare the investment case with observed benefits and make the next portfolio review actionable.

Reports

All reports

Gate Pass Rate

Per Stage × Quarter: count of GateReviews by Status (Approved / ConditionallyApproved / Rejected / Deferred), pass rate, average WeightedScore, and median time-in-stage. Identifies stages where Initiatives systematically stall (Discovery hairball, Approve bottleneck) and Stages where the bar may have drifted too low or too high.

Gate Reviews I Need To ScoreGateScorecards
YouStatusNotStartedInProgress
NotStarted
GS-69619GR-43254
GS-27556GR-41583
GS-21603GR-94327
InProgress
GS-34301GR-88181
GS-33384GR-99095
GS-72788GR-47678

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 and records
  • 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
  • Trigger stage-gate-promotion (manually flip Status: ReadyForGate
  • Initiatives
  • GateReviews
  • GateScorecards
  • StageGates
Funding Requests Awaiting DecisionFundingAllocations
Submitted
  • FA-88041 INT-57462
  • FA-95266 INT-74793
  • FA-75488 INT-67397
  • FA-69139 INT-24176
  • FA-85613 INT-47910
FA-88041
Initiative
INT-57462
Requester
BJ
FiscalYear
FY-590
RequestedAmount
36,640.47
Justification
JST-882

Funding approval waits for the portfolio manager and finance.

Program Manager

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

Permissions and records
  • 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
  • Read on own Program's KPIs, KPIMeasurements, Risks, Dependencies, BudgetAllocations (own Initiatives only — Amount masked beyond own Initiatives), FundingAllocations (own scope only)
  • Initiatives
  • StageGates
  • GateReviews
  • GateScorecards
Gate PipelineGateReviews
StatusScheduledInReview
Scheduled
GR-12614INT-27166
GR-16246INT-11283
GR-43749INT-26778
InReview
GR-16447INT-78587
GR-85936INT-87327
GR-15966INT-54830
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 and records
  • 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
  • CRUD on KPIs for own Initiatives
  • Initiatives
Open Risks HeatmapRisks
StatusOpenMitigatingInFlight
Open
RSK-42693Open rsk-85440 score
RSK-99591Open rsk-58455 score
RSK-29459Open rsk-75745 score
Mitigating
RSK-34150Mitigating rsk-46040 score
RSK-51694Mitigating rsk-48655 score
RSK-85295Mitigating rsk-77160 score
Gate Reviewer

A 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.

Permissions and records
  • Read own GateScorecards rows (where Reviewer = self)
  • CRUD on own GateScorecards rows until Status: Submitted, then read-only
  • Read 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 ScorecardDimensions
  • Cannot see other Reviewers' GateScorecards.Score until the parent GateReviews.Status: Closed
  • GateScorecards
  • GateReviews
  • Initiatives
Gate Reviews I Need To ScoreGateScorecards
YouStatusNotStartedInProgress
NotStarted
GS-69619GR-43254
GS-27556GR-41583
GS-21603GR-94327
InProgress
GS-34301GR-88181
GS-33384GR-99095
GS-72788GR-47678
Project Manager

Read-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.

Permissions and records
  • Read on Initiatives where Initiatives.Initiative IN (Initiatives joined via InitiativeProjects WHERE ProjectRef IN own Projects) — but EstimatedCost and EstimatedBenefit are masked
  • Read on KPIs for those Initiatives
  • CRUD 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)
  • Initiatives
  • GateReviews
  • GateScorecards
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
Executive

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

Permissions and records
  • 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)
  • per-Initiative BudgetAllocations.Amount masked unless ExecutiveSponsor on the Portfolio
  • Initiatives
KPIs At RiskKPIs
StatusAmberRed
Amber
KPS-36021INT-6313140 amber threshold
KPS-73075INT-16845810 amber threshold
KPS-91549INT-45547160 amber threshold
Red
KPS-70471INT-12163630 amber threshold
KPS-18452INT-2190560 amber threshold
KPS-75108INT-27155720 amber threshold
Finance

Read-only on Portfolio context with write on Budgets and co-approver on FundingAllocations. The reconciliation seat between Portfolio plan and the GL.

Permissions and records
  • Manage Budgets (set TotalAmount, approve, lock, close) and read BudgetAllocations
  • allocation corrections use the same jointly approved, idempotent reconciliation service and cannot overwrite approved amounts directly
  • Approve / reject FundingAllocations jointly with Portfolio Manager
  • Read org-wide on Portfolios, Programs, Initiatives (including EstimatedCost, EstimatedBenefit), and PortfolioReviews
  • Initiatives
  • GateReviews
  • GateScorecards
Funding Requests Awaiting DecisionFundingAllocations
Submitted
  • FA-88041 INT-57462
  • FA-95266 INT-74793
  • FA-75488 INT-67397
  • FA-69139 INT-24176
  • FA-85613 INT-47910
FA-88041
Initiative
INT-57462
Requester
BJ
FiscalYear
FY-590
RequestedAmount
36,640.47
Justification
JST-882

Funding approval waits for the portfolio manager and finance.

Related processes

Backlog (Ranked)
Backlog RankProposal NumberTitleSponsor

Proposal to prioritised initiative

Build a reviewable investment case before committing delivery work.

3 stages · 1 approval

Gate Reviews I Need To ScoreNotStarted
Gate ReviewGate Review InitiativeGate Review StageGate Review Scheduled At
GS

Evidence to stage-gate decision

Review required deliverables and independent scorecards before an initiative advances.

3 stages · 1 approval

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