Turn approved investment requests into traceable commitments within the available budget.
3 stages · 1 approval
Follow the process from start to finish. Select a step to see who acts and what changes.
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).
Identify the accountable portfolioInitiative Owner files a FundingAllocations row (RequestedAmount, FiscalYear, Justification) which routes to Portfolio Manager + Finance for joint review. On Status: Approved, the system 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.
Reserve headroom after both decisionsEnd of quarter (last business day of Mar / Jun / Sep / Dec), the system prepares a PortfolioReviews record per Portfolio with Status: PacketPrepared and an attached PortfolioReviewPacket PDF (Roadmap + KPI rollup + Budget vs. Spend + Risks heatmap + Strategic Alignment matrix). A separate weekly Monday review 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.
Record follow-up funding actionsFundingAllocations, Budgets, BudgetAllocations
| Stage | Records | Effect |
|---|---|---|
| 1 Confirm portfolio scope | PortfoliosPrograms | Identify the accountable portfolio |
| 2 Review funding | FundingAllocationsBudgetsBudgetAllocations | Reserve headroom after both decisions |
| 3 Review commitments | PortfolioReviewsBudgets | Record follow-up funding actions |
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.
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).
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 |
Per PortfolioReview: DecisionsSummary parsed into structured action counts (Greenlit / Paused / Killed / Refunded / Deferred), tied back to the affected Initiatives and the next-quarter RebalanceActions. Trend across quarters shows portfolio velocity and decision discipline.
Proto cannot supply independent approval, invent a measurement, overwrite a closed gate or infer external accounting success. Authorized people remain responsible for decisions and source policy.
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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