Strategy and portfolios

Admin and Portfolio Manager configure the governance spine: Stage gates (Discovery, Plan, Approve, Build, Validate, Release, Sustain) with gate criteria per stage (e.g. for Approve: Business case signed, Architecture review complete, Funding source identified, Resource plan approved); Scorecards (Standard Proposal Score with dimensions Strategic Fit, Customer Impact, Effort, Risk, Time to Value; per-stage gate review Scorecards with stage-appropriate dimensions) and their scorecard dimensions with Weights summing to 100; strategic goals (the multi-year goals — typically 5–12 per company); the gate review board roster (Users with on gate review board: true); the Portfolio target-mix (e.g. Run 60% / Grow 30% / Transform 10%); the approval threshold and required quorum per Stage. Mid-cycle edits blocked; next-cycle changes require Admin + Portfolio Manager co-sign.

Portfolio Manager creates Portfolios (one per major investment theme) and Programs inside each (Programs may nest via parent program). Each Portfolio has an Owner (portfolio manager), an executive sponsor, a Charter (markdown), and target-mix percentages. Each Program has an Owner (program manager). The structure is the org chart of the strategy execution function.

Initiative Owner defines KPIs for the Initiative (baseline value, target value, amber threshold, red threshold, Cadence, Owner). On each cadence period, the named Owner (often the Project Manager for delivery-stage KPIs, the Initiative Owner for benefit-stage KPIs) submits a KPI measurements row. The kpi-rollup workflow (nightly 03:00) refreshes KPIs.current value, computes the Status flag against thresholds, rolls per-Initiative attainment into program KPI score and portfolio KPI score, and writes a Green / Amber / Red flag at each level. The KPI Attainment report is the benefit-realization scoreboard.

Consider an initiative that supports both a customer-experience goal and a cost-reduction goal. Record each connection separately in goal alignments, including its rationale and weight. The Initiative Owner should be able to explain the contribution without treating the entire investment as belonging to both goals. Portfolio Manager reviews the overall mix and Executive sees the permitted strategic rollup. Changing the goal owner does not transfer ownership of the initiative or its program.

A program can contain nested programs, but a move between portfolios changes the governance context. Review the parent relationship, initiative ownership and budget links before applying that move. Keep earlier roadmap snapshots and review packets attached to the context they captured. Historical evidence should not appear to have belonged to a new portfolio simply because the current structure changed.

An Executive needs an understandable view of investment health without automatically receiving reviewer scores or unrestricted risk narratives. A Project Manager may need to see why a delivering project matters while its estimated benefits remain restricted. Verify these two perspectives against the same initiative. Use the configured project link to supply delivery context and retain its source identifier. Tasks, resource allocation and client billing continue in the connected delivery application; a strategic-goal link does not create any of those transactions.

• My Portfolio Dashboard — Review the strategic context, investment mix and portfolio health within your scope.