Bring delivery dates, risks and measured benefits into a review the leadership team can act on.
4 stages · 0 approvals
Follow the process from start to finish. Select a step to see who acts and what changes.
As the Initiative is delivered, InitiativeProjects line items link to delivering Projects in pm-projects (one or several ProjectRefs). Each Sunday at 22:00, the roadmap refresh 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.
Preserve time-stamped delivery contextInitiative 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. Each night at 03:00, the KPI update 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.
Retain observed outcome values and periodsInitiative Owner raises Risks (Likelihood × Impact, Mitigation, Owner) and Dependencies (Upstream ↔ Downstream Initiative, Type, NeedByDate). Each night at 04:00, the dependency review compares each open Dependency with 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.
Identify delivery exposureEnd 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.
Assign structured follow-up actions| Stage | Records | Effect |
|---|---|---|
| 1 Capture roadmap | RoadmapSnapshotsRoadmapTimeline | Preserve time-stamped delivery context |
| 2 Measure benefits | KPIsKPIMeasurements | Retain observed outcome values and periods |
| 3 Raise dependencies | RisksDependencies | Identify delivery exposure |
| 4 Review the portfolio | PortfolioReviews | Assign structured follow-up actions |
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 KPI: BaselineValue → CurrentValue → TargetValue with Status (Green / Amber / Red / Achieved), rolled up per Initiative, per Program, per Portfolio. Time-series view shows trajectory; outlier view flags KPIs with no measurement in the last cadence period as stale. The benefit-realization scoreboard.
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).
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.
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.
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