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Representative POMs are described for Planning at each level of maturity.

1Initial

• Practice

  Practices are ad hoc, occurring on a best endeavour basis.

  Outcome

  _

  Metric

  _

2Basic

• Practice

  Perform basic portfolio planning once per planning cycle.

  Outcome

  A high-level plan for the portfolio is available.

  Metric

  Frequency of portfolio planning activities per planning cycle.

• Practice

  Establish a basic process for aligning the organization's strategy and portfolio planning activities within IT.

  Outcome

  Major strategic changes are recognized and acted upon within IT.

  Metric

  # of alignment reviews per planning cycle.

• Practice

  Take key human resource allocations into account for portfolio planning.

  Outcome

  Human resource allocation constraints are recognized.

  Metric

  % of programmes/projects that have human resource allocation issues.

• Practice

  Take key financial resource allocations into account for portfolio planning.

  Outcome

  Financial/budget constraints are recognized.

  Metric

  % of programmes/projects that exceed the budget.

• Practice

  Take key technical resource allocations into account for portfolio planning.

  Outcome

  Technical resource constraints (e.g. infrastructure capacity) are recognized.

  Metric

  % of programmes/projects that have technical resource allocation issues.

3Intermediate

• Practice

  Proactively plan the portfolio on an annual basis with a dedicated and independent team.

  Outcome

  Through proactively planning the portfolio with appropriate resources, the success rates for most programmes and projects are improved and interconnections between most projects can be planned.

  Metrics

  • Frequency of portfolio planning activities per planning cycle.
  • % of portfolio planning performed with a dedicated team.

• Practice

  Establish a formal process for aligning the organization's strategy and portfolio planning activities within IT and some other business units.

  Outcome

  Planning for most programmes and projects in the portfolio is reflective of the organization's strategy.

  Metrics

  • # of alignment reviews per planning cycle.
  • % of strategic decisions communicated to the portfolio planning team.

• Practices

  • Take existing human resource allocations into account for portfolio planning.
  • Re-plan the portfolio if required, according to resource availability.

  Outcome

  There is increasing likelihood that programmes and projects included in the portfolio should not encounter human resource issues (e.g. over-allocation).

  Metrics

  • % of programmes/projects that have human resource allocation issues.
  • % of programmes/projects that required re-planning due to human resource over allocation.

• Practices

  • Take existing financial resource allocations into account for portfolio planning.
  • Re-plan the portfolio if required, according to resource availability.

  Outcome

  There is increasing likelihood that programmes and projects included in the portfolio should not encounter financial resource issues (e.g. budget issues).

  Metrics

  • % of programmes/projects that exceed the budget.
  • % of programmes/projects that required re-planning due to financial resource over allocation.

• Practices

  • Take existing technical resource allocations into account for portfolio planning.
  • Re-plan the portfolio if required, according to resource availability.

  Outcome

  There is increasing likelihood that programmes and projects included in the portfolio should not encounter technical resource issues (e.g. infrastructure capacity).

  Metrics

  • % of programmes/projects that have technical resource allocation issues.
  • % of programmes/projects that required re-planning due to technical resources constraints.

4Advanced

• Practice

  Proactively plan the portfolio at the required pre-defined intervals, as agreed by a central committee (e.g. PPP board). Fully integrate portfolio planning into the organization's planning activities.

  Outcomes

  • The success rates for all programmes and projects are improved.
  • Interconnections between all projects are planned.

  Metrics

  • Frequency of portfolio planning activities per planning cycle.
  • % of portfolio planning performed with a dedicated team.
  • % of portfolio planning carried out within the regular planning process.

• Practice

  Set up regular workshops with organization-wide senior management to ensure portfolio planning activities are quickly adapted in response to changing business requirements.

  Outcome

  Portfolio planning can rapidly respond to changes in the organization's strategic direction.

  Metrics

  • # of alignment reviews per planning cycle.
  • % of strategic decisions communicated to the portfolio planning team.

• Practice

  Take existing human resource allocations and required allocations for any planned developments into account for portfolio planning.

  Outcome

  Portfolio planning is aware of any potential human resource issues (e.g. scheduling conflicts, over-allocation), for all existing and planned programmes and projects.

  Metrics

  • % of programmes/projects that have human resource allocation issues.
  • % of programmes/projects that required re-planning due to human resource over allocation.

• Practice

  Take existing financial resource allocations and required allocations for any planned developments into account for portfolio planning.

  Outcome

  Portfolio planning is aware of any potential financial resource issues (e.g. budget constraints), for all existing and planned programmes and projects.

  Metrics

  • % of programmes/projects that exceed the budget.
  • % of programmes/projects that required re-planning due to financial resource over allocation.

• Practice

  Take existing technical resource allocations and required allocations for any planned developments into account for portfolio planning.

  Outcome

  Portfolio planning is aware of any potential technical resource issues (e.g. infrastructure capacity/bandwidth), for all existing and planned programmes and projects.

  Metrics

  • % of programmes/projects that have technical resource allocation issues.
  • % of programmes/projects that required re-planning due to technical resources constraints.

5Optimized

• Practice

  Continually review the time intervals within which portfolio planning is performed, in line with the organization's strategy.

  Outcome

  The likelihood of programme and project success is maximized.

  Metrics

  • Frequency of portfolio planning activities per planning cycle.
  • Frequency of planning time interval reviews.

• Practice

  Capture and consider relevant input from the strategies of business ecosystem partners in portfolio planning activities.

  Outcome

  Portfolio planning continually meets the needs of the organization and its business ecosystem partners.

  Metric

  % of key business partners providing input to portfolio planning.

• Practices

  • Capture input from Portfolio Management (PM) on human resource allocations and utilization for current and future programmes and projects.
  • Continually optimize resource planning for the portfolio.

  Outcome

  Human resource planning for the portfolio is continually improved to ensure up-to-date information is available with respect to all human resources, including those that are currently unutilized.

  Metrics

  • % of programmes/projects that have human resource allocation issues.
  • % of programmes/projects that required re-planning due to human resource over allocation.
  • % of programmes/projects completed successfully based on human resource forecasts.

• Practices

  • Capture input from Portfolio Management (PM) on financial resource allocations and utilization for current and future programmes and projects.
  • Continually optimize resource planning for the portfolio.

  Outcome

  Financial resource planning for the portfolio is continually improved to ensure up-to-date information is available with respect to all financial resources, including those that are currently unutilized.

  Metrics

  • % of programmes/projects that exceed the budget.
  • % of programmes/projects that required re-planning due to financial resource over allocation.
  • % of programmes/projects completed successfully based on financial forecasts.

• Practices

  • Capture input from Portfolio Management (PM) on technical resource allocations and utilization for current and future programmes and projects.
  • Continually optimize resource planning for the portfolio.

  Outcome

  Technical resource planning for the portfolio is continually improved to ensure up-to-date information is available with respect to all technical resources, including those that are currently unutilized.

  Metrics

  • % of programmes/projects that have technical resource allocation issues.
  • % of programmes/projects that required re-planning due to technical resources constraints.
  • % of programmes/projects completed successfully based on technical resource forecasts.