Connect strategic goals to portfolios, programs and the initiatives that carry them forward.
| Portfolio Code | Name | Status | Alignment Score | KPIScore | Health Score |
|---|---|---|---|---|---|
| PC-722 | Portfolio 748 | Active | 35 | 60 | Green |
| PC-717 | Portfolio 884 | Paused | 90 | 25 | Amber |
| PC-328 | Portfolio 902 | Sunsetting | 35 | 80 | Red |
| PC-472 | Portfolio 326 | Closed | 25 | 80 | Unknown — derived nightly by kpi-rollup |
| PC-522 | Portfolio 564 | Active | 10 | 45 | Green |
| PC-394 | Portfolio 762 | Paused | 90 | 80 | Amber |
Admin and Portfolio Manager configure the governance spine: StageGates (Discovery, Plan, Approve, Build, Validate, Release, Sustain) with GateCriteria 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 GateReview Scorecards with stage-appropriate dimensions) and their ScorecardDimensions with Weights summing to 100; StrategicGoals (the multi-year goals — typically 5–12 per company); the GateReviewBoard roster (Users with OnGateReviewBoard: true); the Portfolio target-mix (e.g. Run 60% / Grow 30% / Transform 10%); the ApprovalThreshold and RequiredQuorum 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 ParentProgram). Each Portfolio has an Owner (PortfolioManager), an ExecutiveSponsor, a Charter (markdown), and target-mix percentages. Each Program has an Owner (ProgramManager). The structure is the org chart of the strategy execution function.
Initiative Owner defines KPIs for the Initiative (BaselineValue, TargetValue, AmberThreshold, RedThreshold, 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 KPIMeasurements row. The kpi-rollup workflow (nightly 03:00) refreshes KPIs.CurrentValue, computes the Status flag against thresholds, rolls per-Initiative attainment into Programs.KPIScore and Portfolios.KPIScore, 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 GoalAlignments, 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.
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.
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.
| Portfolio Code | Name | Status | Alignment Score | KPIScore |
|---|---|---|---|---|
| PC-722 | Portfolio 748 | Active | 35 | 60 |
| PC-717 | Portfolio 884 | Paused | 90 | 25 |
| PC-328 | Portfolio 902 | Sunsetting | 35 | 80 |
| PC-472 | Portfolio 326 | Closed | 25 | 80 |
| PC-522 | Portfolio 564 | Active | 10 | 45 |
| PC-394 | Portfolio 762 | Paused | 90 | 80 |
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).
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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